homemoney to purchasehow Granted that the American approach may sometimes overemphasize the methodology of the 'appraisal' and the 'appraisal interview', it is entirely right in its insistence that the superior should face up to his responsibility for advice, praise, or blame and discuss the subordinate's performance. It is also necessary that the experience should be extended and varied according to an individual plan. Many a man with 'ten years' experience' has really only one year's experience repeated ten times over. Much of the process of learning management is the experience of a new job, a new department, and new colleagues, and this can be provided by arranging suitable cross postings or planning ladders of promotion. Even in minor ways, attendance at courses or visits to exhibitions or other plants enlarge experience. And this is an appropriate point to mention the 'sabbatical year'. Too few businesses, as their managers approach the pinnacle of top executive responsibility, are courageous or farseeing enough to give a year or even six months off, on full salary, with no strings attached. It is the 'no strings' aspect that is vital. Maybe a manager has always longed to write a book, or to start learning the flute, or to travel to Benares, or to lose weight. No matter how far away from the business objectives the pursuits of those precious months may be, it must be of priceless value for a man or woman once or twice at least in a business career to be able to get right outside and take stock not just of himself or herself but of life. The traditional annual holiday is just not enough : only a long break with uncommitted time on опё'з hands can achieve the object. Example and experience give training in the'How'of management : of the 'What' of management much can be learnt in the course of normal working at the various jobs a man holds. With the increasing technical complexity, size, and control requirements, however, there is accumulating a body of social, economic, and managerial practice which the competent manager must acquire. He need not be an expert in many of these branches, but he must understand what the experts are talking about, he must know what the experts can do and what they cannot do : he must in fact be able to manage them. For much of this knowledge the young manager must be responsible himself. On his own initiative he must read widely, he must be ready, indeed eager, to talk to any experts he can buttonhole, he must keep abreast of the technical press, and he must attend institution meetings and conferences. But for other parts of his knowledge he has the right to expect that his firm shall make provision. A final chapter will try to sum up the main challenges that the manager of tomorrow, managing in the technological age that lies ahead when automation in every form of business activity will be accepted technique, will have to face. His training will be of immense importance and it is no exaggeration that too few people are thinking ahead about this problem today. interior Planning