s employee turnover and dissatisfaction and provides excellent methods for training and spotting potential managers.
IBM has encouraged the collaborative decision-making process, reasoning: "It's the only possible way we can operate . . . in the light of our fantastic expansion and growth." IBM has had a record, until very recent years, of doubling itself every four years. IBM has restricted the New York Headquarters decision-making process to its staff executives there as follows:
a) carrying out strategic planning;
d) providing advice and assistance to area
managers (but with a minimum of centralized
e) acting as liaison with the parent company.
When a corporation moves into the international or multi-national (the terms here will be used interchangeably) sphere of operations, different aspects of industrial relations must come into play and personnel operations within the U.S. operation may require modification to deal with the differences in the inter
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