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 5TH
ASIA - PACIFIC
ED I T I ON
 XIV
CONTENTS Preface
Resources guide XVIII
Features matrix XXIV
Acknowledgements XXVI
About the authors XXVII

THE CHANGING WORLD OF MANAGEMENT 2

WHY INNOVATIVE MANAGEMENT MATIERS= = = = =6 MANAGING IN SMALL BUSINESSES AND
NOT-FOR-PROFIT ORGANISATIONS~ = = = = - - = = 32
CURRENT CHALLENGES FOR MANAGERS 6
Challenges for government 6 STATE-OF-THE-ART MANAGEMENT COMPETENCIES 34
Challenges for business 7 TURBULENT TIMES: MANAGING CRISES
Challenges for the individual employee 9 AND UNEXPECTED EVENTS=========::::::i 36
MANAGERS WHO MAKE A DIFFERENCE 9 Stay calm 36
Be visible 36
THE DEFINITION OF MANAGEMENT 10
Put people before business 36
THE FOUR MANAGEMENT FUNCTIONS 11 Tell the truth 36
Planning 11 Know when to get back to business 37
Organising 13
AUSTRALIA'S MANAGERS: IMPROVING FROM
Leading 13
A LOW BASEi::::::====~=--====-=====:1138
Controlling 14 Manager strengths 38
ORGANISATIONAL PERFORMANCE 15 Manager weaknesses 38
MANAGEMENT SKILLS 17 SUSTAINABLE DEVELOPMENT: NOW A CORE ISSUE
Conceptual skills 18 FOR MANAGERSi::::::==============:i41
Human skills 18 Discussion questions 43
Technical skills 19 Ethical challenge 43
When skills fail 20 Can management afford to look the other way? 43
Group challenge 44
MANAGEMENTTYPES: = = = = = = = = = = = =21
Your best and worst managers 44
Vertical differences 22
Case for critical analysis 44
Horizontal differences 23
SharpStyle Salons 44
WHAT IS IT LIKE TO BEAMANAGER? = = = = = = =24 On the job video case 45
Making the leap: becoming a new manager 24 Camp Bow Wow: Innovative management
for a changing world 45
MANAGER ACTIVITIES 26
CourseMate 47
Adventures in mu ltitasking 26
Life on speed dial 27 CHAPTER CASE STUDIES
Where does a manager find the time? 28 India: A hotbed of competition for mobile phones 12
Manager roles 29
Extraordinary crisis management 37

• • HISTORICAL PERSPECTIVES OF MANAGEMENT 48

MANAGEMENT AND ORGANISATION 49 The human resources perspective 55
CLASSICAL PERSPECTIVE 51 The behavioural sciences approach 57
Scientific management 51 Management science 57
Bureaucratic organisations 52 RECENT HISTORICAL TRENDS 58
Administrative principles 54 Systems thinking 58
HUMANISTIC PERSPECTIVE 55 Contingency view 59
The human relations movement 55 Total quality management 59

•
VI
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 INNOVATIVE MANAGEMENT THINKING FOR Discussion questions 64
A C HAN GI NG WO RLD i::::::=:.......iiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiii-====::::::i60 CourseMate 66
Contemporary management tools 60
CONTINUING CASE: GENERAL MOTORS PART ONE:
Managing the technology-driven workplace 62 INTRO DU CTI ON TO MANAG EM ENTi::::::==iiiiiiiiiiiiiiiiiiiiiiiiiiiiii---====:67
Knowledge management 62
Social media programs 63
SUSTAINABLE DEVELOPMENT AND MANAGEMENT
THINKING 63

THE ENVIRONMENT AND CORPORATE CULTURE 70

THE EXTERNAL ENVIRONMENT 74 SHAPING CORPORATE CULTURE
Genera l environment 75 FOR INNOVATIVE RESPONSE 104
Task environment 83 Ma naging the high-performance cu lture 104
Cultural leadership 106
THE ORGANISATION-ENVIRONMENT
RELATIONSHIP 87 Changing and merging corporate cultures 107
Environmental uncertainty 87 SUSTAINABLE DEVELOPMENT AND
Adapting to the environment 88 THE BUSINESS ENVIRONMENT 109
Influencing the environment 92 Discussion questions 110
Ethical challenge 111
THE INTERNAL ENVIRONMENT:
· Competitive intelligence predicament 111
CORPORATE CULTURE 94
97 Group challenge 111
Sym bols
· Should you go global? 111
Stories 98
Case for critical analysis 112
Heroes 98
On the job video case 112
Slogans 98
· Camp Bow Wow: The environment
Ceremonies 99 and corporate culture 112
TYPES OF CULTURE 100 CourseMate 115
Adaptability cu lture 100
CHAPTER CASE STUDIES
Achievement culture 102
Involvement culture 102 Growing a business from scratch: lavender! 84
Consistency cu lture 102 Green power 96
McDonald's 101

MANAGING IN AGLOBAL ENVIRONMENT 116

A BORDERLESS WORLDie::==============-121 Infrastructure 135
Global isation 122 Economic interdependence 135
Developing a global mindset 124 Resource and product markets 137
MULTINATIONAL CORPORATIONS 125 Exchange rates 137
Inflation, interest rates and economic growth 137
GLOBALISATION BACKLASH 127
Serving the bottom of the pyram id (BOP) 127 THE LEGAL-POLITICAL ENVIRONMENT 138
Political risk 138
GETTING STARTED INTERNATIONALLY. 130
Political instability 139
Exporting 130
Laws and regulations 139
Outsou rcing 131
Licensing 131 THE SOCIOCULTURAL ENVIRONMENT 140
Direct investing 132 Social va lues 140
Communication differences 145
THE INTERNATIONAL BUSINESS
ENVIRONMENT 133 THE CHANGING INTERNATIONAL LANDSCAPE 146
Ch ina, Inc. 146
THE ECONOMIC ENVIRONMENT-========== 134
India, the service giant 147
Econom ic development 134

••
CONT EN TS VII
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Editorial review has dce1ned that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to re1novc additional content at any time if subsequent rights restrictions require it.
 Brazil's growi ng clout 147 Shui Fabrics 156
International trade alIiances 148 On the job video case 157
Holden Outerware : Managing in a global
SUSTAINABLE DEVELOPMENT: A GLOBAL ISSUE AND environment 157
OPPORTUNITY 153
CourseMate 159
Discussion questions 154
Ethical challenge 155 CHAPTER CASE STUDIES
Quality or closing 155 Shifting international services and jobs 121
Group challenge 155 124
The axis of India
Considerations for overseas expansion 155 Globalising from an Australian base 126
Case for critical analysis 156
LG Electronics 152

ETHICS, SOCIAL RESPONSIBILITY AND SUSTAINABLE DEVELOPMENT 160

WHAT IS MANAGERIAL ETHICS?ie::===========- 163 ORGANISATIONAL SUSTAINABLE
Ethical ma nagement today 165 DEVELOPMENT 192
The 'why' of sustainable development 194
ETHICAL DILEMMAS: WHAT WOULD YOU DO?= = = =167
The 'what' of sustainable development 195
CRITERIA FOR ETHICAL DECISION MAKING 168 The 'when' of sustainable development 196
Utilitarian approach 168
TAKING MANAGERIAL ACTION ON
Individua lism approach 169
SUSTAINABLE DEVELOPMENT 197
Moral rights approach 169
Discussion questions 198
Justice approach 169
Ethical challenge 199
Practical approach 170
What is right? 199
THE INDIVIDUAL MANAGER AND ETHICAL CHOICES =::i 171 Group challenge 200
The organisation 175 Ethics and business costs 200
WHAT IS CORPORATE SOCIAL RESPONSIBILITY? = = =176 Case for critical analysis 200
Too much intelligence? 200
ORGANISATIONAL STAKEHOLDERS 177 On the job video case 201
THE GREEN MOVEMENT 181 Theo Chocolate: managing ethics and
Sustainability and the triple bottom line 182 social responsibility 201
CourseMate 204
EVALUATING CORPORATE SOCIAL RESPONSIBILITY.= = 183
CHAPTER CASE STUDIES
MANAGING COMPANY ETHICS AND
SOCIAL RESPONSIBILITY 185 Philanthropy goes up a gear 168
Code of ethics 187 Ecomagination 181
Ethical structu res 188 A leadership dilemma at Timberland 183
Whistle-blowing 189 A crisis to milk 191
THE BUSINESS CASE FOR ETHICS AND CONTINUING CASE: GENERAL MOTORS PART TWO:
SOCIAL RESPONSIBILITY = = = = = = = = = = 189 THE ENVIRONMENT OF MANAGEMENT 205
MANAGERIAL ETHICS AND SUSTAINABLE
DEVELOPMENT IN AUSTRALl~ = = = = = = = = : 1192

ORGANISATIONAL PLANNING AND GOAL SETTING 208

GOALS, PLANS AND PERFORMANCE= = = = = = =211 Aligning goals with strategy maps 220
Messages and values contained in goals and plans 212 Aligned hierarchy of goals 221
GOALS IN ORGANISATIONS 15 CRITERIA FOR EFFECTIVE GOAL""== = = = = = =223
Organisational mission 215 Management by objectives 225
Planning a digital strategy 217 Single-use and standing plans 229
Goals and plans 217

•••
VIII CONTENTS
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 BENEFITS AND LIMITATIONS OF PLANNING= = = = =231 SUSTAINABLE DEVELOPMENT AND GOAL SETTING~ = 241
PLANNING IN A TURBULENT ENVIRONMENT 232 Discussion questions 242
Contingency plans 232 Ethical summary 242
Repair or replace? 242
Scenario planning 232
Group challenge 243
CRISIS PLANNING 233 Course goal setting 243
Prevention 233 Case for critical analysis 243
Preparation 233 IIlD 243
Containment 235 On the job video case 244
PLANNING TIME HORIZONS= = = = = = = = =236 Modern Shed: managerial planning
and goal setting 244
THE NEW PLANNING APPROAC 237
Tradit ional approaches to planning 237 CHAPTER CASE STUDIES
Modern approaches to planning 238 Planning and implementing an amazing country growth strategy 224
Innovative approaches to planning 238 Siemens 227

STRATEGY FORMULATION AND IMPLEMENTATION 246

THINKING STRATEGICALLY = = = = = = = = = =249 Implementing global strategies 281
What is strategic management? 250 Testing the quality of strategy 281
Purpose of strategy 250
DEVELOPING A SUSTAINABILITY STRATEGY AS PART
Levels of strategy 255
OF BUSINESS STRATEGY.= = = = = = = = = =282
THE STRATEGIC MANAGEMENT PROCESS 258 Discussion questions 283
Strategy formu lation versus execution 261 Ethical challenge 284
SWOT ana lysis 261 A great deal for whom? 284
FORMULATING CORPORATE-LEVEL STRATEGY 64 Group challenge 284
Developing strategy for a small business 284
The portfolio strategy 264
Case for critical analysis 284
The BCG matrix 265
Starbucks coffee 284
Diversification strategy 266
On the job video case 285
FORMULATING BUSINESS-LEVEL STRATEGY 268 Theo Chocolate: strategy formulation
Porter's competitive forces and strategies 268 and execution 285
Course Mate 287
FORMULATING FUNCTIONAL-LEVEL STRATEGY 272
NEW TRENDS IN STRATEGY. 273 CHAPTER CASE STUDIES
Innovation from within 273 Austal Ltd 253
Strategic partnersh ips 274 MYOB 254
GLOBAL STRATEGY. 275 Apple Inc. 's strategy: much more than iPod, iPhone,
Multidomestic strategy 277 iPad and Mac 257
Transnational strategy 277 Chip competition in overdrive 261
Ferragamo: family business or not? 272
STRATEGY EXECUTION 279

MANAGERIAL DECISION MAKING 288

'
TYPES OF DECISIONS AND PROBLEMS= = = = = =289 Implementation of chosen alternative 299
Programmed and non-programmed decisions 290 Evaluation and feedback 299
Certainty, risk, uncertainty and ambiguity 290
PERSONAL DECISION FRAMEWORK======::::::11 300
DECISION-MAKING MODELS 293
INNOVATIVE DECISION MAKING 301
The classical model: rational decision making 293
Start with brainstorming 301
The admin istrative model: how managers actually
Engage in rigorous debate 302
make decisions 293
Know when to pul l the plug 302
The political model 295
SUSTAINABLE DEVELOPMENT DECISIONS 303
DECISION-MAKING STEPS= = = = = = = = = =297 Discussion questions 304
Recognition of decision requirement 297
CourseMate 305
Diagnosis and analysis of causes 297
Development of alternatives 298 CONTINUING CASE: GENERAL MOTORS
Selection of desired alternative 298 PART THREE: PLANNING= = = = = = = = = = = :306

•
CONTENTS IX
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Editorial review has deemed that any suppressed content docs not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 FUNDAMENTALS OF ORGANISING 310
ORGANISING THE VERTICAL STRUCTURE = = = = =314 Relational coordination 342
Work specialisation 315
FACTORS SHAPING STRUCTURE = = = = = = = =345
Chain of command 316
Structure follows strategy 345
Authority, responsibility and delegation 317
Span of management 319 ORGANISING FOR SUSTAINABLE DEVELOPMENT 347
Centralisation and decentralisation 322 Discussion questions 349
Formalisation 322 Ethical challenge 349
Caught in the middle 349
DEPARTMENTALISATION= = = = = = = = = = =323 Group challenge 350
Vertical functional approach 324 Family business 350
Divisional approach 327 Case for critical analysis 350
Matrix approach 330 Abraham's Grocery 350
Hybrid structure 332 On the job video case 351
Tearn-based approach 333 Modern Shed: designing adaptive organisations 351
Network approach 335 CourseMate 353
ORGANISING FOR HORIZONTAL COORDINATION 340
CHAPTER CASE STUDIES
The need for Coordination 340
Task forces, teams and project management 341 Fonterra's global management structure 314
Strida Bicycles: a globally networked company 338

•• MANAGING CHANGE AND INNOVATION 354

TURBULENT TIMES AND THE CHANGING IMPLEMENTING SUSTAINABLE DEVELOPMENT
WORKPLACEi:::::::==============357 IN THE ORGANISATION i:::::::===========389
INNOVATION AND THE CHANGING WORKPLAC 357 Discussion questions 391
Ethical challenge 391
CHANGING THINGS: NEW PRODUCTS AND Crowdsourcing 391
TECHNOLOGIES= = = = = = = = = - = = = =359 Group challenge 392
Exploration 360 Are you ready to implement personal change? 392
Cooperation 365 Case for critical analysis 393
Entrepreneurship and innovation roles 371 Malard Manufacturing Company 393
CHANGING PEOPLE AND CULTURE 373 On the job video case 393
Training and development 375 Holden Outerwear: managing change and innovation 393
Organisation development 376 CourseMate 396
IMPLEMENTING CHANGE 380 CHAPTER CASE STUDIES
Need for change 381
Building a better mouse ... 359
Resistance to change 382
General Electric 375
Force-field analysis 383
3M 384
Implementation tactics 386
A mini crisis of culture and performance 388

HUMAN RESOURCE MANAGEMENT 398

THE STRATEGIC ROLE OF HRM IS TO DRIVE The changing social contract 405
ORGANISATIONAL PERFORMANCE 401 Innovations in HRM 407
The strategic approach 401
FINDING THE RIGHT PEOPLE 408
COMPETITIVE STRATEGY ~02 Human resource planning 409
Building human capital to drive performance 402 Recruiting 410
External forces 404 Assessi ngjobs 410
THE CHANGING NATURE OF CAREERS 405 Selecting 413

x CONTENTS
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 MANAGING TALENT: DEVELOPING On the job video case 434
AN EFFECTIVE WORKFORC-== = = = = = = =418 Barcelona Restaurant Group: managing
Training and development 418 human resources 434
Performance appraisal 422 CourseMate 437
MAINTAINING AN EFFECTIVE WORKFORCE 426 CHAPTER CASE STUDIES
Compensation 426 Container Store 413
Benefits 427
VIVO Cafe: all in the family ... the business is people 425
Termination 428
Biotechnology companies in turbulent environments
SUSTAINABILITY AND PEOPLE ========::::::i431 and challenging times 429
Discussion questions 432 CONTINUING CASE: GENERAL MOTORS PART FOUR:
Ethical challenge 432 ORGANISING: = = = = = = = = = = = = = - = : i438
Research for sale 432
Group challenge 433
Management competencies 433
Case for critical analysis 433
The right way with employees? 433

• LEADING IN ORGANISATIONS 442

THE NATURE OF LEADERSHIP = = = = = = = = = oMS POWER AND INFLUENCE 469
Position power 470
CONTEMPORARY LEADERSHIP = = = = = = = = oMS
Level 5 leadership 446 Personal power 470
Servant leadership 447 Other sources of power 471
Authentic leadership 448 Interpersonal influence tactics 472
Gender differences 449 CONTEMPORARY LEADERS 474
FROM MANAGEMENT TO LEADERSHIP.=====::::::i 451 LEADERSHIP OF SUSTAINABLE DEVELOPMENT 478
Leadership traits 452 Discussion questions 479
Behavioural approaches 453 Ethical challenge 480
Task versus people 453 Does wage reform start at the top? 480
The Leadership Grid 454 Group challenge 480
Which leadership styles are more effective? 480
CONTINGENCY APPROACHES ==========:Ii456
Case for critical analysis 480
The situational model of leadership 456
DGL International 480
Fiedler's contingency theory 458
On the job video case 481
SITUATIONAL SUBSTITUTES FOR LEADERSHIP===::::::i 461 Camp Bow Wow: Leadership 481
CHARISMATIC AND TRANSFORMATIONAL CHAPTER CASE STUDIES
LEADERSHIP.=================ii463
Charismatic leadership 464 News Corporation 455
Transformational versus transactional leadership 465 In the hands of a matador 465
Asea Brown Boveri 466
FOLLOWERSH IP 467

MOTIVATING EMPLOYEES 484

THE CONCEPT OF MOTIVATION===========ii487 Goal setting 498
Individual needs and motivation 487 Equity theory 500
Managers as motivators 490 Expectancy theory 501
CONTENT PERSPECTIVES ON MOTIVATION 490 REINFORCEMENT PERSPECTIVE ON MOTIVATION! = = 504
The hierarchy of needs 490 Direct reinforcement 504
ERG theory 493 Social learning theory 506
A two-factor approach to motivation 494
JOB DESIGN FOR MOTIVATION 507
Acquired needs theory 496
Job enrichment 508
PROCESS PERSPECTIVES ON MOTIVATION 498 Job characteristics model 508

•
CONTENTS XI
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Editorial review has dee1ned that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 INNOVATIVE IDEAS FOR MOTIVATING i:::::::=====::::::i 510 Case for critical analysis 520
Building a thriving workforce 511 Lauren's balancing act 520
Empowering people to meet higher needs 511 On the job video case 521
Giving meaning to work through engagement 512 Urban Escapes: motivating employees 521
CourseMate 523
KEEPING STAFF MOTIVATED IN AUSTRALIA AND
NEW ZEALAND: = = = = = = = = = = = = =~ 15 CHAPTER CASE STUDIES
MOTIVATION FOR SUSTAINABILITY 517 Managing motivation at Degussa Peroxide Ltd 487
Discussion questions 518 ACER Group Computers: coping with f,erce competition
Ethical challenge 519 in the world's PC market 492
Compensation showdown 519 Outback Steakhouse 497
Group challenge 519 Hi/corp Energy 512
Should, need, like, love 519

COMMUNICATION IN ORGANISATIONS 524

COMMUNICATION IS THE MANAGER'S JOB= = = =527 Connecting employees 551
What is communication? 528 Crisis communication 552
A model of communication 528
COMMUNICATIONS AND SUSTAINABILITYi:::::::====::::::i557
COMMUNICATING AMONG PEOPLE= = = = = = =530 Discussion questions 558
Open communication climate 530 Ethical challenge 559
Communication channels 532 The voice of authority 559
Communicating to persuade and influence others 535 Group challenge 559
Communicating with candour 535 Listen like a professional 559
Asking questions 538 Case for critical analysis 560
Listening 539 WA manufacturing 560
Non-verbal communication 540 On the job video case 560
Plant Fantasies: managing communication 560
ORGANISATIONAL COMMUNICATION i:::::::======542
CourseMate 562
Formal communication channels 542
Personal communication channels 546 CHAPTER CASE STUDIES
WORKPLACE COMMUNICATION c::=========550 General Electric 536
Social media 550 Susan Williams 545
Listening to customers 551 Rhonda White achieved her vision 547
Communicating to customers 551

TEAMWORK IN ORGANISATIONS 564

THE VALUE OF TEAMS 567 Types of negotiation 590
What is a team? 568 Rules for reaching a win-win solution 591
Contributions of teams 568 IMPLEMENTING SUSTAINABLE DEVELOPMENT
Types of teams 569
THROUGH TEAMWO R '==--iiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiii~=====592
THE DILEMMA OF TEAMS 572 Discussion questions 593
Model of team effectiveness 574 Ethical challenge 593
Virtual teams 576 Consumer safety or team commitment? 593
TEAM CHARACTERISTICS 579 Group challenge 594
Feedback exercise 594
Size 579
Case for critical analysis 594
Diversity 579
Are we a team? 594
Member roles 579
On the job video case 595
TEAM PROCESSES 582 Holden Outerware: leading teams 595
Stages of team development 582 CourseMate 597
Tearn cohesiveness 584
Team norms 585 CHAPTER CASE STUDIES
The team's the thing 567
MANAGING TEAM CONFLICT 587
Types of conflict 587 The Aconex team in Melbourne 578
Transport Corporation of India (TC/) 580
Balancing conflict and cooperation 587
Causes of conflict 588 CONTINUING CASE: GENERAL MOTORS
Styles to handle conflict 588 PART FIVE: LEAD I NG -=====--iiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiii======598
NEGOTIATION 589

••
XI I CONTENTS
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 MANAGERIAL AND QUALITY CONTROL 600
THE MEANING OF CONTROLc:::=========~ 0,3 Corporate governance 629
FEEDBACK CONTROL MODEL 604 QUALITIES OF EFFECTIVE CONTROL SYSTEMSi::::::===,630
Steps of feedback control 604
SUSTAINABLE DEVELOPMENT AND
The balanced scorecard 607
MANAGEMENTCONTROLc::::==========632
BUDGETARYCONTR01..i== = = = = = = = =~ 0,9 Discussion questions 633
Expense budget 610 Ethical challenge 634
Revenue budget 610 The wages of sin? 634
Cash budget 610 Group challenge 634
Capital budget 611 Create a group control system 634
Zero-based budget 611 Case for critical analysis 635
Lincoln Electric 635
FINANCIAL CONTROL 12
On the job video case 636
Financial statements 612
Barcelona Restaurant Group: managing
Financial analysis: interpreting the numbers 614 quality and performance 636
THE CHANGING PHILOSOPHY OF CONTRO 617 CourseMate 637
Hierarchical versus decentralised approaches 617
CHAPTER CASE STUDIES
Open-book management 619
Semco's open-book policy 621
TOTAL QUALITY MANAGEMENT O"Q 622
A lesson in quality from China 622
TQM techniques 623
The honeybee style 624
TQM success factors 626
CONTINUING CASE: GENERAL MOTORS PART SIX:
TRENDS IN QUALITY AND FINANCIAL CONTRO 628
CONTROLLING = = = = = = = = = = = = =638
International quality standards 628

MAKING EFFECTIVE MANAGEMENT HAPPEN 640

FUNDAMENTAL PRACTICES COMMON PUTTING IT ALL TOGETHER: THE ORGANISATION
TO WINNING ORGANISATION~ = = = = = = = !643 ASASYSTE,,,'== = = = = = = = = = = = = = 661
Leadership practices 644 Discussion questions 662
People management practices 648 Group challenge 663
Customer focus practices 652 Understanding how an organisation works 663
Quality management practices 653 CourseMate 663
Innovation practices 655
CHAPTER CASE STUDIES
Knowledge management practices 656
Google: a great place to search - and work 651
DEEPER PRINCIPLES COMMON TO THE WORLD'S
Values can come from Mars 660
BEST ORGANISATION-'1=== = = = = = = = = =657

Glossary 664
Name index 676
Subject index 681

•••
CON TE NTS XIII
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 PREFACE TAKING THE LEAD
The world seems to be changing ever faster, with social, technological, economic and
political forces reverberating around the globe every day. Volatility seems to be increasing:
just consider the 2011 earthquakes in New Zealand and Japan, and the 2008-10 global financial
crisis, the recent financial difficulties in Greece and Spain and the political and military problems
in Syria and Ukraine. Managers need to know what is going on in their industries and economies on
a current and ongoing basis. In Australia, New Zealand and other Asia-Pacific countries, the challenges
and opportunities facing managers have never been greater. New technology and globalisation mean that
managers in these countries must not just be competitive with the organisation 'down the road' or across
the country, but must also recognise that the only realistic standard for comparison of performance in the new
millennium is 'world's best'. The announced demise of Australia's automotive assembly industry (effective 20 17) after
more than 50 years of operations demonstrates the intensity of global competitive forces. In every industry, competition
is becoming fiercer each month, and there are always winners and losers. Winners grow and prosper, but uncompetitive
companies quickly wither away and their shareholders lose their investments, while managers and other staff lose their
jobs. Not-for-profit organisations such as government service suppliers, charities and clubs must also excel in their focus
and use of resources, since their employees, consumers and suppliers have high expectations of effectiveness and output.
Technological change is accelerating and driving exciting new competitive dynamics in most industries. This includes
new process technologies such as manufacturing automation, and in particular the web-based and social networking
technologies such as Facebook, lnstagram, Google and Twitter that are making information available to people as never
before. The Internet has a profound effect on all forms of organisation, business and consumer behaviour. Consider how
Amazon and EBay have impacted on consumer shopping habits. New business models and innovative ways to combine
products and services are made possible by the Internet, as well as much richer, faster, cheaper and more detailed
information exchange between businesses. The cost of close coordination between organisations is lower as a result of
these new technologies, leading to new networks of collaboration within supply networks.
Another major trend that will impact on managers and businesses all over the world is the coming of age of the Chinese
economy and, behind that, India, Brazil and others. These low-wage countries, which have over half of the world's people
living in them and hence huge internal developing markets, provide both opportunity and threat for all Asia-Pacific-based
companies and countries. In addition, political instability, terrorism, disease such as bird flu, climate change and other
unanticipated events, coupled with the rise of regional trade blocs and free trade agreements, will impact substantially
on the opportunities for companies to export and trade globally. Managers must be capable of planning and leading their
organisations under both stable and unstable conditions.
Risk management and crisis management are new processes with which managers must formally engage and become
competent. Further, brought on by the collapse of major companies such as Lehman Brothers and many others as part
of the global financial crisis, managers must now demonstrate the quality of governance in their systems and decisions,
through compliance with strict new procedures, as legislated by governments and required by shareholders.
And through all this, the fundamental management requirements - being highly competent in managing people,
processes, customers, products and services; devising and planning strategies; organising resources; and leading and
controlling work - have not gone away and never will. Rather, they must now be conducted at higher standards than ever
in order to keep customers, employees and shareholders satisfied. A further requirement comes with the challenge of
'sustainable development', of being socially and environmentally responsible, while still maximising profits and behaving
with high standards of ethics and integrity.
This book gives the reader a realistic perspective of what management is and what managers really do. Management
as a profession is dynamic, challenging and exciting for those who want to excel at it. Each day brings new and often
unanticipated challenges despite the plans made by even the best managers and leaders. The relatively new challenges of
sustainable development are integrated into every chapter of this book.

•
XIV
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any tirne if subsequent rights restrictions require it.
 Management involves creating and conducting the affairs of organisations so as to achieve valuable outcomes for many
different stakeholders, particularly staff, owners, and clients or customers. In order to do this well, leaders in organisations
must achieve many things at high levels - including motivating staff and themselves, ensuring that their products and
services match customer requirements, efficiently managing finances and resources, and, above all else, assembling
all this into an overall strategy that makes sense for all participants. Good managers need to understand and apply the
fundamentals of fields as diverse as economics and psychology, as well as using various analytical techniques.
We chose a sporting theme and analogy for this book because the challenges facing managers have so much in common
with those of competitive sports. In both sports and management, no matter how well you're doing, improvement is always
possible. There is no such thing as the perfect tennis game, golf swing or score, and no such thing as the perfect manager
or organisation. There is always room for improvement. In both sport and management, planning and strategising usually
helps. What are our competitors likely to be doing? What are the conditions in the field, economy or marketplace that
we participate in? In both sport and management, the best-laid plans often don't come to fruition because things keep
changing, so adjustments, sometimes radical, must be made to the planned business or sporting tactics. Decisions must
be made under pressure - whether it's during a tennis match or a business day - because unforeseen events occur, and
unanticipated consequences develop in real time. At its extreme, this is referred to as 'crisis management'.
Finally, in both sport and management, there are always new competitors, new technologies, new strategies developing
and new products that we must adapt to and find ways to turn into opportunities. Just like sport, management is dynamic
and challenging. Just as new technologies, such as graphite tennis racquets and titanium golf clubs, changed those
games and allowed for new levels of performance, so, too, has the Internet significantly created new opportunities and
business strategies. Learning and innovation are the keys. For those who excel, the personal rewards that come from the
satisfaction of achievement - as well as the creation of value for many stakeholders in the community - can be immense.
While the challenges of achieving competitiveness and organisational effectiveness through excellent leadership and
management have never been greater, the other side of the same coin is that for those who 'get it right', the opportunities
have never been greater! Products and services can be developed by small and large companies and sold globally over the
Internet. Consider Apple's success with its iPhone and iPad, or the achievements of Samsung, Google or General Electric.
Entrepreneurs are springing up and starting companies in all industries, challenging market leaders as never before. A
small, new software company in Auckland, New Zealand, can now effectively sell and distribute its products in Sydney,
Perth, Fiji, Moscow and New York- which would have been far too expensive to contemplate in the 'pre-Internet' world
of just a decade ago. These new international sales or 'extended market reach' will only occur if the products and services
offered by the company are competitive and provide superior value for customers.
One vital thing that all successful organisations need, no matter whether their products are very simple or incredibly
sophisticated, is solid management. Even the strongest of technological leadership in a product or industry will not lead
to commercial success if the enterprise that owns and controls it is not managed well.
The field of management is continually changing, yet some fundamental foundations remain the same. Demands
made on today's managers go well beyond the techniques and ideas traditionally taught in management courses. The
traditional management paradigm assumes that the purpose of management is to control and limit people, enforce rules
and regulations, seek stability and efficiency, design a top-down hierarchy to direct people and achieve bottom-line results.
The emerging paradigm recognises that today's managers need different skills to engage workers' hearts and minds, as
well as take advantage of their physical labour. The emerging management paradigm focuses on leadership, on harnessing
people's creativity and enthusiasm, finding shared vision and values, and sharing information and power. Teamwork,
collaboration, participation and learning are guiding principles that help managers and employees. One of the key skills of
great managers is the ability to achieve a blending and balancing of controls needed within a business with the leadership
actions to achieve high levels of human motivation across the organisation. It's all about balance and 'shades of grey', not
'black and white'.
Both the new and the traditional paradigms are guiding management actions in the world today. Our vision for
Fundamentals of Management is to explore the new paradigm in a way that is interesting and valuable to students, while

PREFAC E xv
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any tirne if subsequent rights restrictions require it.
 retaining the best of traditional management ideas. To achieve this vision, we have included the most recent management
thinking and research, as well as the contemporary application of management ideas in organisations. The combination of
established scholarship, new ideas and real-life applications gives students a taste of the energy, challenge and adventure
inherent in the dynamic field of management. We have worked together to provide a textbook better than any other at
capturing the excitement of organisational management.
We wrote Fundamentals of Management to provide a book of the highest quality- one that will create in students both
respect for the changing field of management and confidence that they can understand and master it. The textual portion
of this book has been enhanced by an engaging, easy-to-understand writing style and many in-text examples and boxed
items that bring concepts to life for students.

ORGANISATION
The chapter sequence in Fundamentals of Management is organised around the management functions of planning,
organising, leading and controlling. These four functions effectively encompass both management research and real-life
characteristics of the manager's job.
Part One introduces the world of management, including the nature of management, the emerging management
paradigm, the learning organisation and historical perspectives on management.
Part Two examines the environments of management and organisations. This section includes material on the business
environment and corporate culture, the global environment, ethics and social responsibility, the natural environment, and
the environment of entrepreneurship and small-business management.
Part Three presents chapters on planning, including organisational goal setting and planning, strategy formulation and
implementation, and the decision-making process.
Part Four focuses on organising processes. These chapters describe the dimensions of structural design, the design
alternatives managers can use to achieve strategic objectives, structural designs for promoting innovation and change, the
design and use of the human resource function, and the ways managing diverse employees are significant to the organising
function.
Part Five is devoted to leadership. This section begins with a chapter on leadership, followed by chapters on motivating
employees, communication and team management.
Part Six describes the controlling functions of management, including basic principles of quality improvement.
Finally, our Capstone chapter integrates many of the themes of management and considers 'best practices' in
organisations, at the cutting edge of our dynamic field. It provides a practical yet integrative way to think about the 'world
of work', and how to succeed in it.

SPECIAL FEATURES
One major goal of this book is to offer better ways of using the textbook medium to convey management knowledge to
the reader. To this end, the book includes several special features.
Chapter outline and objectives. Each chapter begins with a clear statement of its learning objectives and an outline
of its contents. These devices provide an overview of what is to come and can also be used by students to see whether
they understand and have retained important points.
Management challenge and response. The text portion of each chapter begins with a real-life problem faced by
organisation managers. The problem pertains to the topic of the chapter and will heighten students' interest in chapter
concepts. The questions posed in the Management challenge are resolved in the Response at the end of the chapter,
where chapter concepts guiding management's actions are highlighted.
Contemporary examples from all over the Asia-Pacific region - and, indeed, the world. Every chapter contains
a number of examples of real-life management incidents. These are placed at strategic points in the chapters and

•
XVI PRE FAC E
Copyright 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any tirne if subsequent rights restrictions require it.
 are designed to demonstrate the application of management concepts in specific companies. These in-text examples
include well-known companies such as National Australia Bank, BHP Billiton, McDonald's, ANZ, General Electric
and Google, as well as less-well-known companies and not-for-profit organisations such as Austel, Dryen Australia
and TAC. These examples put students in touch with the real world of organisations so they can appreciate the value
of management concepts.
Exhibits. Many aspects of management are research based, and some concepts tend to be abstract and theoretical.
To enhance students' awareness and understanding of these concepts, many exhibits have been included throughout
the book. These exhibits consolidate key points, indicate relationships among variables and visually illustrate concepts.
They also make effective use of colour to enhance their imagery and appeal.
Glossary. Leaming the management vocabulary is essential to understanding contemporary management. This process
is facilitated in three ways. First, key terms and concepts are coloured and defined where they first appear in the text.
Second, brief definitions are set out in the margin for easy review and follow-up. Third, a glossary summarising all key
terms and definitions appears at the end of the book for handy reference.
'Remember this' summaries and Discussion questions. Each chapter contains a number of Remember this boxes,
summaries of key points that students should retain. The end-of-chapter discussion questions are a complementary
learning tool that will enable students to check their understanding of key issues, to think beyond basic concepts and
to determine areas that require further study. The Remember this summaries and Discussion questions help students
to discriminate between the text's main and supporting points, and provide mechanisms for self-teaching.
Management in practice exercises. Management in practice, Ethical challenge, Group challenge, Case for critical
analysis and New manager self-test exercises provide students with an opportunity to experience management issues in
a personal way. These exercises take the form of questionnaires, scenarios and activities, and also provide opportunities
for students to work in teams.
Video cases. The chapters of the book conclude with video cases that illustrate concepts discussed in the text. The
videos will enable students to consider the practical applications of management theory.
Continuing Case. Each Part of the book finishes with a contemporary continuing case study, of General Motors (US)
and its Australian business, Holden, which face many managerial challenges and opportunities.
New icons. A Linkage icon and an Entrepreneurship icon have been added to this new edition. The Linkage icon
highlights links between topics within and across chapters, and the Entrepreneurship icon points to examples and
issues related to new value creation.

••
PREFAC E XVII
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any tirne if subsequent rights restrictions require it.
 RESOURCES FOR THE STUDENT
GU IDE As you read this text you will find a number of features designed
to enhance your study of management, and to help you understand
how management is applied in the real world.

Learning objectives are listed at the start of each chapter,

and give a clear sense of what you can expect to learn
from the chapter.

• • Chapter outlines are also listed at the start of each

•
chapter, clearly outlining each main heading for the
chapter's key topics.

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scenario that relates to key chapter concepts, and Response to the management challenge offers a conclusion
encourages you to think about how best to resolve it . to this scenario, describing how the issue was overcome.

•••
XVII I
Copyright 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 • •
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key points co,,ered in preceding sections. They are useful about how you might apply the con cepts discussed in the
for quick reference and assisting with revision. text as a practising ne,v manager. They also direct you
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When key terms are used for the first time, they are Australian manager profiles pro,ride a candid window into
bolded for easy identification, and a definition of the term some of the indi,,idual and organisational challenges that
is pro,rided in the margin.These definitions are collected Australian managers have had to o,rercome in their careers.
in th e Glossa1y at the back of the text.

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RESOURC ES GU IDE XIX
Copyright 2015 Cengage Learn ing. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
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Linkage icons draw attention to connections between
contemporary entrepreneurship and related activities
topics within individual chapters and across the text; an
throughout the text, such as innovation.
in-text reference adjacent to the icon directs you to the
relevant material.

xx RESOURCES GU I DE
Copyright 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
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 •• Concept revision and Concept extension icons refer you
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At the end of each chapter , you will find several tools to h elp you to revie,v each
chapter's contents and key learning concepts, and to help extend your learning.

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RESOURC ES GU IDE XXI
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Leaming reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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The Continuing case at the end of each Part offers a
running description of the ongoing management issues
faced by one organisation. Each of the case's
six sections relates to the management topics described in
the preceding Part .

••
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FOR THE INSTRUCTOR

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These teaching tools are a,,ailable on the companion ,vebsite, accessible ,,ia http://login.cengage.com.

INSTRUCTOR'S MANUAL bank, edit existing questions and build tests of up to 250
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content to help set up and administer a management export the files into Blackboard or \t\TebCT.
subject. It includes learning objecti,,es, chapter outlines,
key points, figures from the text, further teaching tips and
TEACHING NOTES
materials, tutorial warm-up acti,rities, as well as solutions Teaching notes for student case projects, internet
to problems in the text. research activities and interacti,,e self-tests ,vill assist
you in preparing tutorial discussion, setting acti,rities and
POWERPOINT™ PRESENTATIONS pro,,iding feedback.
Chapter-by-chapter PovverPoint presentations cover the
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ARTWORK
edited to suit your o,vn requirements. Use these slides to These digital files of graphs, pictures and flowcharts from
enhance your lecture presentations and to reinforce the the text can be used in a variety of media. Add them
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ExamVie,v helps you to create, customise and deliver
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ExamVie,v's complete word-processing abilities, you
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can add an unlimited number of ne,v questions to the

•••
RESOURC ES GU IDE XXIII
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Another Random Scribd Document
with Unrelated Content
OFF LIMITS. Paramount Pictures Corp., 1953. 89 min., sd., b&w,
35mm. © Paramount Pictures Corp.; 25Mar53 (in notice: 1952);
LP2480.
OFF TO LAS VEGAS. SEE The Dennis Day Show, no. 108.
OFF TO THE OPERA. SEE Heckle and Jeckle the Talking Magpies
in Off to the Opera.
OFF TO THE RACES. Vitaphone Corp. 10 min., sd., color, 35mm.
(Sports Parade) A Warner Bros. short subject. Technicolor. ©
Vitaphone Corp.; 20Sep54; MP6226.
OFF WE GLOW. Paramount Pictures Corp., 1952. 1 reel, sd., color,
35mm. (Kartune) © Paramount Pictures Corp.; 29Feb52;
LP1553.
OFFICE COURTESY: MEETING THE PUBLIC. Encyclopaedia
Britannica Films. 11 min., sd., b&w, 16mm. © Encyclopaedia
Britannica Films, Inc.; 17Jul53; MP4053.
OFFICE ETIQUETTE. Encyclopaedia Britannica Films Inc., 1950.
13 min., sd., b&w, 16mm. © Encyclopaedia Britannica Films Inc.;
25May50; MP160.
OFFICE TEAMWORK. Encyclopaedia Britannica Films. 12 min.,
sd., b&w, 16mm. © Encyclopaedia Britannica Films, Inc.;
17Jul53; MP4018.
OFFICER NEEDS HELP. SEE Schlitz Playhouse of Stars.
OFFICIAL DETECTIVE. Desilu Productions and National Telefilm
Associates. Approx. 27 min. each, sd., b&w, 16mm. © National
Telefilm Associates, Inc. & Desilu Productions, Inc.

Bombing Terror. © 5Sep57; LP14873.

Chain Store Holdups. © 10Oct58; LP14872.
Double Life. © 10Dec57; LP14874.

OFFICIAL FILMS OF WORLD RECORD SPEEDBOAT RUN. S & S

Enterprises. © 1950. 160 ft., b&w, 16mm. © Charles G. Stipp and
R. Philip Smith, d.b.a. S & S Enterprises; 21Aug50; MU5157.
OH BROTHER! SEE Private Secretary.
OH, DEM GOLDEN SLIPPERS. SEE Our Miss Brooks, no. 49.
OH, MEN! OH, WOMEN! Twentieth Century-Fox Film Corp. 90
min., sd., color, 35mm. CinemaScope. Based on the play by
Edward Chodorov, produced by Cheryl Crawford. © Twentieth
Century-Fox Film Corp.; 15Feb57; LP7783.
OH MY ACHIN’ BACK. SEE The Honeymooners.
OH! MY PA-PA. Associated British Picture Corp., London.
Released by Associated British-Pathe. 83 min., sd., Eastman
color, 35mm. Print by Technicolor. Based on the musical comedy
Feuerwerk, by Erik Charell and Juerg Amstein. © Associated
British-Pathe, Ltd.; 30Nov56; LP10128.
OH, OH, SUZETTE! SEE Private Secretary.
OH, SAY CAN YOU SUE. Columbia Pictures Corp. 2 reels, sd.,
b&w, 35mm. © Columbia Pictures Corp.; 10Sep53; LP3470.
OH SUSANNA. Hal Roach Studios. 30 min. each, sd., b&w, 16mm.
© Hal Roach Studios.

Action in Acapulco. © 4May57; LP10388.

Aladdin’s Lamp. © 23Nov57; LP10362.
’Alp! ’Alp! © 8Jun57; LP10384.
Blarney Stone. © 23Feb57; LP10377.
Bonnie Lassie. © 20Oct56; LP10343.
Capri. © 22Dec56; LP10350.
Checkmate. © 9Feb57; LP10356.
Chimpanzee. © 6Oct56; LP10349.
Desirable Alien. © 12Jan57; LP10375.
For Money or Love. © 16Nov57; LP10363.
Foreign Intrigue. © 19Jan57 (in notice: 1956); LP10342.
Girls, Girls, Girls. © 5Jan57; LP10358.
Gypping the Gypsies. © 23Mar57; LP10374.
Hit in Tahiti. © 15Jun57; LP10367.
Hold That Tiger. © 1Dec56; LP10351.
Honolulu Honeymoon. © 19Oct57; LP10360.
Immigrants. © 17Nov56; LP10348.
Indian Givers. © 9Mar57; LP10381.
Italian Movie Star. © 29Sep56; LP10344.
It’s Only Money. © 12Oct57; LP10361.
A Lass in Alaska. © 2Nov57; LP10382.
The Magician. © 29Dec56; LP10345.
Maid in Sweden. © 30Mar57; LP10371.
Model Apartment. © 13Apr57; LP10369.
Monte Carlo. © 15Dec56; LP10352.
Nicked in Naples. © 10Nov56; LP10354.
Not So Innocents Abroad. © 26Jan57; LP10372.
Parisian Touch. © 27Apr57; LP10370.
Passenger Incognito. © 13Oct56; LP10346.
Pat on the Back. © 14Sep57; LP10385.
Phantom Valise. © 9Nov57; LP10364.
Pirate Treasure. © 28Sep57; LP10365.
Sing, Susanna, Sing. © 25May57; LP10378.
Singapore Fling. © 20Apr57; LP10373.
Stop, Thief! © 1Jun57; LP10387.
Super Snoop. © 2Feb57; LP10376.
Susanna Plays Cupid. © 21Sep57; LP10383.
Susanna Strikes Back. © 24Nov56; LP10355.
Susanna Strikes Oil. © 5Oct57; LP10368.
Susanna, the Chaperone. © 16Mar57; LP10379.
 Susanna’s Baby. © 26Oct57; LP10386.
Swiss Miss. © 16Feb57; LP10359.
Too Many Maharanis. © 27Oct56; LP10347.
Trouble in Trinidad. © 6Apr57; LP10380.
Volcano. © 2Mar57; LP10357.
Wedding in Majorca. © 18May57; LP10366.
Witch Doctor. © 8Dec56; LP10353.

OH SUSANNA. Republic Productions, 1951. 90 min., sd., color,

35mm. © Republic Pictures Corp.; 23Mar51; LP829.
OH SUSANNA. SEE The Gale Storm Show.
O’HARA GETS AMNESIA. SEE Adventures of Rin-Tin-Tin, no.
107.
O’HARA GETS BUSTED. SEE Adventures of Rin-Tin-Tin, no. 30.
O’HARA GETS CULTURE. SEE Adventures of Rin-Tin-Tin, no. 97.
O’HARA’S GOLD. SEE Adventures of Rin-Tin-Tin, no. 96.
THE O’HARE STORY. SEE Have Gun—Will Travel.
OHM’S LAW. Coronet Instructional Films. 7 min., sd., b&w,
16mm. © Coronet Instructional Films, a division of Esquire, Inc.;
5Apr55; MP5972.
OIL FOR THE LAMPS OF BLONDIE. SEE Blondie.
THE OIL MAN. SEE Wire Service.
THE OIL MAN’S BAZOOKA. Byron Jackson Co. [1953] Made by
Norman Wright Productions. 20 min., sd., color, 16mm.
Kodachrome. © Byron Jackson Co.; 18Jun53; MU5561.
OIL’S WELL THAT ENDS WELL. Columbia Pictures Corp. 1 reel,
sd., b&w, 35mm. (The Three Stooges) © Columbia Pictures
Corp.; 4Dec58; LP12667.
THE OILY AMERICAN. Warner Bros. Cartoons. 7 min., sd., color,
35mm. (Merrie Melodies Cartoon) Technicolor. © Vitaphone
Corp.; 10Jul54 (in notice: 1953); MP6422.
THE OILY BIRD. Paramount Pictures Corp. 1 reel, sd., color,
35mm. (Noveltoon Cartoon) © Paramount Pictures Corp.;
30Jul54; LP4037.
OILY HARE. Warner Bros. Cartoons, 1952. 7 min., sd., color,
35mm. (Bugs Bunny Special) © The Vitaphone Corp.; 18Aug52
(in notice: 1951); MP2723.
THE O’KEEFE SHOW. SEE The Red Skelton Show.
OKEY DOKEY DONKEY. Paramount Pictures Corp. 7 min., sd.,
Technicolor, 35mm. (Noveltoon Cartoon; Spunky) © Paramount
Pictures Corp.; 25Apr58; LP10608.
OKINAWA. Columbia Pictures Corp., 1952. 67 min., sd., b&w,
35mm. © Columbia Pictures Corp.; 25Feb52; LP1505.
OKLAHOMA. Rodgers & Hammerstein Pictures. Released by
Magna Theatre Corp. 9 reels, sd., color, 35mm. Adapted from the
musical play by Rodgers and Hammerstein. © Rodgers &
Hammerstein Pictures, Inc.; 13Oct55; LP5413.
OKLAHOMA ANNIE. Republic, 1952. 90 min., sd., color, 35mm.
© Republic Pictures Corp.; 7Jan52 (in notice: 1951); LP1642.
OKLAHOMA JUSTICE. Monogram Pictures Corp., 1951. 56 min.,
sd., b&w, 35mm. © Monogram Pictures Corp.; 19Aug51; LP1132.
THE OKLAHOMA WOMAN. Sunset Productions. Released by
American Releasing Corp. 72 min., sd., b&w, 35mm. SuperScope.
© Sunset Productions; 29Mar56; LP7269.
THE OKLAHOMAN. Allied Artists Pictures Corp. 80 min., sd.,
color, 35mm. CinemaScope. Color by DeLuxe. © Allied Artists
Pictures Corp.; 30Apr57; LP8213.
OL’ DOC BUNNY. SEE The Magic Bunny in Ol’ Doc Bunny.
OLD AGE (GERONTOLOGY) SEE Confidential File.
OLD AGE PLAN. SEE Our Miss Brooks, no. 69.
OLD BAILEY. SEE Lone Ranger Series, no. 127.
OLD BEN’S GOLD. SEE Sergeant Preston of the Yukon.
OLD BLUE. SEE Death Valley Days, no. 455.
OLD BRONZEBACK. Field & Stream. 11 min., sd., b&w, 16mm.
Appl. author: Field & Stream Pub. Co. © Henry Holt & Co., Inc.;
21Jul56 (in notice: 1954); MP7642.
THE OLD CLUNKER. SEE Those Whiting Girls, no. 15.
THE OLD COWBOY. SEE Lone Ranger Series, no. 120.
THE OLD CRAW DAD. SEE Crunch and Des.
THE OLD DAYS. SEE Father Knows Best, no. 72.
OLD DIXIE. SEE Yancy Derringer.
OLD DOG—NEW TRICKS. SEE Private Secretary.
OLD EM’S KENTUCKY HOME. SEE The Damon Runyon Theatre,
no. 7.
OLD FAITHFUL. SEE Sergeant Preston of the Yukon.
THE OLD FAMILY ALBUM. Vitaphone Corp., 1951. A Warner
Bros. short subject. 10 min., sd., b&w, 35mm. (Hit Parade of Gay
Nineties Series) © The Vitaphone Corp.; 31Oct51; MP1780.
OLD FLAME. SEE Private Secretary, no. 5.
OLD FOLKS AT HOME BLUES. SEE Mickey Spillane.
THE OLD FRIEND. SEE The Dennis Day Show, no. 130.
OLD FRIENDS. Pontiac Motor Division. Made by Jam Handy
Organization. 735 ft., b&w, 35mm. © Jam Handy Organization,
Inc.; 7Jun54; MU5753.
THE OLD FRONTIER. Republic Productions, 1950. 60 min., sd.,
b&w, 35mm. © Republic Pictures Corp.; 24Aug50; LP315.
OLD GABE. SEE Death Valley Days, no. 442.
OLD INDIAN TRICK. SEE Fury.
OLD ITALIAN SPORTS. Universal International. Released by
Universal Pictures Co. 1 reel, sd., color, 35mm. (Universal
International Color Parade) © Universal Pictures Co., Inc.;
30Sep57; LP11603.
OLD JAKE. SEE The Life and Legend of Wyatt Earp, no. 63.
OLD JOE’S SISTER. Apex Film Corp., 1949. 25 min., sd., b&w,
16mm. © The Lone Ranger, Inc.; 22Dec49; LP400.
THE OLD LADY. Screen Associates, 1952. 3 reels, sd., b&w, 16mm.
(Electric Theatre) A Screen Televideo release. © Screen
Associates, Inc.; 2Mar52; LP1617.
OLD LADY’S MINE. SEE Soldiers of Fortune.
OLD LADY’S TEARS. Revue Productions. Approx. 27 min., sd.,
b&w, 16mm. © Revue Productions, Inc.; 13May56; LP7599.
OLD MAN OF THE AIR. SEE Lilli Palmer Presents the Quality
Theatre.
THE OLD MAN OF THE MOUNTAIN. SEE Adventures of Rin-
Tin-Tin, no. 112.
OLD MAN’S BRIDE. SEE Your All Star Theatre, no. 20.
AN OLD MAN’S GOLD. SEE City Detective.
OLD MARBLEHEAD. SEE Our Miss Brooks, no. 19.
OLD MASTER DETECTIVE. SEE TV Reader’s Digest.
THE OLD MASTERPIECE. SEE Joe and Mabel.
THE OLD MINK COAT. SEE The George Burns and Gracie Allen
Show, no. 273.
OLD MOTHER CLOBBER. SEE Clint Clobber in Old Mother
Clobber.
OLD OKLAHOMA PLAINS. Republic Pictures Corp., 1952. 60
min., sd., b&w, 35mm. © Republic Pictures Corp.; 1Jul52;
LP2121.
THE OLD, OLD STORY. SEE TV Reader’s Digest.
OLD OVERLAND TRAIL. Republic Pictures Corp., 1953. 60 min.,
sd., b&w, 35mm. © Republic Pictures Corp.; 28Jan53; LP2528.
THE OLD PROSPECTOR. Flying A Pictures, 1953. 3 reels, sd.,
b&w, 16mm. © Flying A Pictures, Inc.; 20Feb53 (in notice:
1952); LP2334.
THE OLD SOLDIER. SEE
 Adventures of Rin-Tin-Tin, no. 102.
Private Secretary, no. 7.

OLD SOLDIERS NEVER DIE. SEE It’s a Great Life.

AN OLD SPANISH CUSTOM. SEE Schlitz Playhouse of Stars.
THE OLD TIMER. SEE

Sergeant Preston of the Yukon.

So This Is Hollywood.

OLD TIMER’S TRAIL. Range Rider Productions, 1953. 3 reels, sd.,

b&w, 16mm. © Range Rider Productions; 12Jun53; LP2641.
OLD TOWNS OF NORMANDY: FECAMP-YPORT-ROUEN-
LISIEUX. Andre De La Varre. 11 min., sd., b&w, 16mm. A Screen
Traveler picture. © Andre De La Varre; 15Jul38; MP5393.
THE OLD WEST. Gene Autry Productions. Released by Columbia
Pictures Corp., 1952. 61 min., sd., sepia, 35mm. © Gene Autry
Productions; 31Jan52; LP1561.
THE OLD WOMAN IN THE SHOE. Walter Lantz Productions,
Inc., for the Coca-Cola Co., Inc., 1949. 1 reel, sd., color, 35mm. ©
Walter Lantz Productions, Inc.; 20May49 (in notice: 1948);
LP2779.
OLD WOMAN IN THE SHOE. SEE The Magic Bunny in Old
Woman in the Shoe.
OLD YELLER. Walt Disney Productions. Released by Buena Vista
Film Distribution Co. 9 reels, sd., color, 35mm. Technicolor.
Based on the book of the same title by Fred Gipson. © Walt
Disney Productions; 25Sep57; LP9422.
THE OLDER SISTER. SEE Alfred Hitchcock Presents.
OLDS “88” ANNOUNCEMENT 5N54. Oldsmobile Division. Made
by Jam Handy Organization. 2 min., b&w, 35mm. © Jam Handy
Organization, Inc.; 6May54; MU5700.
OLDS “88” ANNOUNCEMENT 6A54. Oldsmobile Division. Made
by Jam Handy Organization. 1 min., b&w, 35mm. © Jam Handy
 Organization, Inc.; 6May54; MU5699.
OLDS “88” ANNOUNCEMENT 6B54. Oldsmobile Division. Made
by Jam Handy Organization. 1 min., b&w, 35mm. © Jam Handy
Organization, Inc.; 6May54; MU5698.
OLDS “88” ANNOUNCEMENT 6N54. Oldsmobile Division. Made
by Jam Handy Organization. 2 min., b&w, 35mm. © Jam Handy
Organization, Inc.; 6May54; MU5701.
OLDS GATE FOLD 5A54. Oldsmobile Division. Made by Jam
Handy Organization. 1 min., b&w, 35mm. © Jam Handy
Organization, Inc.; 6May54; MU5707.
OLDS GATE FOLD 5B54. Oldsmobile Division. Made by Jam
Handy Organization. 1 min., b&w, 35mm. © Jam Handy
Organization, Inc.; 6May54; MU5704.
OLDSMOBILE DEMONSTRATION RIDE. Oldsmobile Division. 2
min., sd., b&w, 16mm. Appl. author: D. P. Brother & Co. ©
General Motors Corp. (Oldsmobile Division); 8Jun53; MU5564.
OLDSMOBILE ’59 ANNOUNCEMENT BREAK. Oldsmobile
Division. Made by Jam Handy Organization. 10 sec., sd., b&w,
35mm. © Jam Handy Organization, Inc.; 13Mar59; MU6686.
OLDSMOBILE PRE-ANN BREAK. Oldsmobile Division. Made by
Jam Handy Organization. 10 sec., sd., b&w, 35mm. © Jam
Handy Organization, Inc.; 13Mar59; MU6693.
OLDSMOBILE PRE-ANN SCENICOUPE, 13-59-60. Oldsmobile
Division. Made by Jam Handy Organization. 1 min., sd., b&w,
35mm. © Jam Handy Organization, Inc.; 13Mar59; MU6695.
OLDSMOBILE PRE-ANN SCENICOUPE, 13-59-20. Oldsmobile
Division. Made by Jam Handy Organization. 20 sec., sd., b&w,
35mm. © Jam Handy Organization, Inc.; 13Mar59; MU6694.
OLDSMOBILE PRE-ANN SPORT SEDAN, 12-59-20. Oldsmobile
Division. Made by Jam Handy Organization. 20 sec., sd., b&w,
35mm. © Jam Handy Organization, Inc.; 13Mar59; MU6696.
OLDSMOBILE SCENICOUPE, SC 10-59-50. Oldsmobile Division.
Made by Jam Handy Organization. 1 min., sd., Eastman color,
35mm. © Jam Handy Organization, Inc.; 13Mar59; MU6698.
OLDSMOBILE SCENICOUPE, 10-59-20. Oldsmobile Division.
Made by Jam Handy Organization. 20 sec., sd., b&w, 35mm. ©
Jam Handy Organization, Inc.; 13Mar59; MU6687.
OLDSMOBILE SCENICOUPE, 10-59-50. Oldsmobile Division.
Made by Jam Handy Organization. 1 min., sd., b&w, 35mm. ©
Jam Handy Organization, Inc.; 13Mar59; MU6688.
OLDSMOBILE SCENICOUPE, 10-59-60. Oldsmobile Division.
Made by Jam Handy Organization. 1 min., sd., b&w, 35mm. ©
Jam Handy Organization, Inc.; 13Mar59; MU6689.
OLDSMOBILE SPORT SEDAN, 9-59-20. Oldsmobile Division.
Made by Jam Handy Organization. 20 sec., sd., b&w, 35mm. ©
Jam Handy Organization, Inc.; 13Mar59; MU6690.
OLDSMOBILE SPORT SEDAN, 9-59-50. Oldsmobile Division.
Made by Jam Handy Organization. 1 min., sd., b&w, 35mm. ©
Jam Handy Organization, Inc.; 13Mar59; MU6691.
OLDSMOBILE SPORT SEDAN, 9-59-50. Oldsmobile Division.
Made by Jam Handy Organization. 1 min., sd., Eastman color,
35mm. © Jam Handy Organization, Inc.; 13Mar59; MU6697.
OLDSMOBILE SPORT SEDAN, 9-59-60. Oldsmobile Division.
Made by Jam Handy Organization. 1 min., sd., b&w., 35mm. ©
Jam Handy Organization, Inc.; 13Mar59; MU6692.
OLIVER WENDELL HOLMES. Emerson Film Corp. Released by
Encyclopaedia Britannica Films, 1950. 17 min., sd., b&w, 16mm.
© Emerson Film Corp.; 7Jun50; MP339.
OLIVIA GRAINGER. SEE The Millionaire.
OLSEN’S MILLIONS. SEE Adventures of Superman, no. 59.
OLSON VS. HAIRSTON. SEE Famous Fights, no. 25.
OLSON VS. TURPIN. SEE Famous Fights, no. 12.
OLSON VS. YOUNG. SEE Famous Fights, no. 51.
OLVERA. SEE Death Valley Days, no. 7207.
OLYMPIA. Leni Riefenstahl, Eng. 195 min., sd., b&w, 16mm. NM:
“Introduction, editing and Other New Matter.” © Raymond
 Rohauer; 8Mar40; LP12529.
OLYMPIA DIVING SEQUENCE. Raymond Rohauer. 5 min., sd.,
b&w, 16mm. Appl. author: Leni Riefenstahl. © on editing and
English subtitles, Raymond Rohauer; 1Jan58; MP9119.
THE OLYMPIAN HIAWATHA. Blackhawk Films, 1952. 10 min.,
sd., b&w, 16mm. (Blackhawk Railroad Series) Adapted from the
motion picture Pacific Northwest Holiday produced by the
Chicago, Milwaukee, St. Paul and Pacific Railroad. © Blackhawk
Films, Inc.; 25Nov52; MP3095.
THE OLYMPIC ELK. Walt Disney Productions. Released by RKO
Radio Pictures, 1951. 27 min., sd., color, 35mm. (Truelife
Adventure Series) Technicolor. © Walt Disney Productions;
25Sep51; MP3553.
OLYMPIC NATIONAL PARK. Chevrolet Motor Division, General
Motors Corp. [1952] Produced by Jam Handy Organization. 270
ft., color, 35mm. © Chevrolet Motor Division, General Motors
Corp.; 23Apr52; MU5436.
OMAHA, RAIL METROPOLIS OF THE PLAINS. March of Time.
29 min., sd., b&w, 16mm. © Time, Inc.; 1Apr53; MP3692.
OMAR KHAYYAM. Paramount Pictures Corp. 101 min., sd., color,
35mm. VistaVision. Technicolor. © Paramount Pictures Corp.;
1Aug57 (in notice: 1956); LP8814.
O’MARA’S CHAIN MIRACLE. Chevrolet Motor Division, General
Motors Corp. [1952] Produced by Jam Handy Organization. 2
reels, b&w, 35mm. © Chevrolet Motor Division of General
Motors Corp.; 19May52; MU5455.
ON A DARK NIGHT. SEE Schlitz Playhouse of Stars.
ON ANY ONE DAY. SEE Lilli Palmer Presents the Quality Theatre.
ON DANGEROUS GROUND. RKO Radio Pictures, 1951. 82 min.,
sd., b&w, 35mm. Based on the novel, “Mad with Much Heart,” by
Gerald Alfred Butler. © RKO Radio Pictures, Inc.; 12Dec51;
LP1435.
ON EDGE. SEE Alcoa-Goodyear Theatre, no. 8104.
ON GUARD FOR COMPLETE ENGINE PROTECTION. Jam
Handy Organization for the Fram Corp. © 1950. 59 min., sd.,
color, 16mm. © The Jam Handy Organization, Inc.; 4Dec50;
MU5243.
ON LEAVE. SEE Schlitz Playhouse of Stars.
ON MEDITERRANEAN SHORES: SOUTHERN GREECE. United
World Films, 1949. Produced by Louis de Rochemont Associates.
20 min., sd., b&w, 16mm. (The Earth and Its Peoples) © United
World Films, Inc.; 1Jan49 (in notice: 1948); MP2461.
ON MOONLIGHT BAY. Warner Bros. Pictures, 1951. 95 min., sd.,
color, 35mm. Adapted from the Penrod stories by Booth
Tarkington. © Warner Bros. Pictures, Inc.; 17Aug51; LP1136.
ON PARADE. Chevrolet Motor Division. Made by Jam Handy
Organization. 75 ft., color, 35mm. Eastman color. © Chevrolet
Motor Division of General Motors Corp.; 23Mar56; MU6070.
ON STAGE. SEE The Honeymooners.
ON THE BALL. Chevrolet Motor Division. Made by Jam Handy
Organization. 73 ft., color, 35mm. Eastman color. © Chevrolet
Motor Division, General Motors Corp.; 6Aug56; MU6162.
ON THE BEACH. SEE All Star Theatre, no. 145.
ON THE BEAM. Jam Handy Organization for the Chevrolet
Division, General Motors Corp. © 1950. 34 min., sd., b&w,
35mm. © The Jam Handy Organization, Inc.; 31Oct50; MU5185.
ON THE BOARDWALK. Reid H. Ray Film Industries, 1950.
Presented by Films of America. 9 min., sd., color, 16mm. © Reid
H. Ray; 19Apr50; MP284.
ON THE BOARDWALK. Universal Pictures Co. 1 reel, sd., color,
35mm. (Universal International color parade) © Universal
Pictures Co., Inc.; 3Jul56; LP6716.
ON THE GO. Chevrolet Motor Division. Made by Jam Handy
Organization. 75 ft., color, 35mm. Eastman color. © Chevrolet
Motor Division of General Motors Corp.; 23Mar56; MU6056.
ON THE ISLE OF SAMOA. Columbia Pictures Corp., 1950. 65
min., sd., sepia, 35mm. © Columbia Pictures Corp.; 15Aug50;
LP602.
ON THE JOB FOR YOU. American National Red Cross. Made by
William J. Ganz Co. 1 reel; sd., b&w, 16mm. © American
National Red Cross; 8Nov57; LP10134.
ON THE LINE. Polyken Sales Division, Kendall Co. Made by Jam
Handy Organization. 1,441 ft., b&w, 35mm. © Jam Handy
Organization, Inc.; 6Feb57; MU6272.
ON THE LOOSE. Filmakers, 1951. Released by RKO Radio
Pictures. 74 min., sd., b&w, 35mm. © RKO Radio Pictures, Inc.;
21Aug51; LP1165.
ON THE MONEY. Aluminum Co. of America [1953] Made by
Meridian Films Corp. 28 min., sd., color, 16mm. Kodachrome. ©
Aluminum Co. of America; 18May53; MU5557.
ON THE NOSE. SEE

Alfred Hitchcock Presents.

Schlitz Playhouse of Stars.

ON THE RECORD. SEE City Detective.

ON THE RIGHT SIDE. Family Films. 2 reels, sd., b&w, 16mm.
Original screenplay, Pierre Couderc (pseud., Charles F. Royal) ©
Family Films, Inc.; 13Aug49; LP3491.
ON THE RIVIERA. Twentieth Century-Fox Film Corp., 1951. 90
min., sd., color, 35mm. Based on a play by Rudolph Lothar and
Hans Adler. Previous motion picture versions of the play are
entitled “Folies Bergere” and “That Night in Rio.” © Twentieth
Century-Fox Film Corp.; 22May51; LP937.
ON THE ROAD. Jam Handy Organization for the Chevrolet Motor
Division, General Motors Corp. © 1951. 1 min., sd., b&w, 35mm.
© Chevrolet Motor Division, General Motors Corp.; 29Jan51;
MU5271.
ON THE ROCKS. SEE Mr. and Mrs. North, no. 8.
ON THE SUNNY SIDE OF THE STREET. SEE Sunny Side of the
Street.
ON THE THRESHOLD OF SPACE. Twentieth Century-Fox Film
Corp. 95 min., sd., color, 35mm. CinemaScope. © Twentieth
Century-Fox Film Corp.; 14Mar56; LP6384.
ON THE TOWN. Loew’s Inc., 1949. An MGM picture. 98 min., sd.,
color, 35mm. Based on the play of the same title by Adolph
Green and Betty Comden. © Loew’s Inc.; 1Dec49; LP2726.
ON THE WATERFRONT. Horizon Pictures. Released by Columbia
Pictures Corp. 11 reels, sd., b&w, 35mm. Based on articles by
Malcolm Johnson. © Columbia Pictures Corp.; 29Jul54; LP3901.
ON THE WAY TO EDINBURGH. SEE The Road to Edinburgh.
ON THE WAY TO SCHOOL: BACKGROUND FOR READING AND
EXPRESSION. Coronet, 1952. 10 min., sd., b&w, 16mm. © John
Smart; 2Dec52; MP3161.
ON THEIR OWN. SEE Big Town, no. 59.
ON TIME. Chevrolet Motor Division. Made by Jam Handy
Organization. 75 ft., b&w, 35mm. © Chevrolet Motor Division of
General Motors Corp.; 15Nov54; MU5792.
ON TOP. Chevrolet Motor Division, General Motors Corp. [1952]
Produced by Jam Handy Organization. 69 ft., b&w, 35mm. ©
The Jam Handy Organization, Inc.; 18Apr52; MU5411.
ON TOP OF OLD SMOKY. Gene Autry Productions. Released by
Columbia Pictures Corp., 1953. 6 reels, sd., sepia, 35mm. © Gene
Autry Productions; 12Jan53; LP2197.
ON TOP OF THE WORLD. Chevrolet Motor Division. Made by
Jam Handy Organization. 920 ft., b&w, 35mm. © Chevrolet
Motor Division of General Motors Corp.; 14Dec56; MU6237.
ON TRIAL. Fordyce Enterprises. 60 min. each, sd., b&w, 16mm. ©
Fordyce Enterprises, Inc., unless otherwise indicated.

The Case of Double Trouble, by Irving Rubine and others. ©

Fordyce Enterprises Productions; 1Mar57; LP9278.
The Case of the Abandoned Horse, by Don M. Mankiewicz. ©
Fordyce Enterprises Productions; 12Apr57; LP9281.
The Case of the Absent Man, by Larry Marcus. © Fordyce
Enterprises Productions; 3May57; LP9282.
The Case of the Forgotten Man, by Don M. Mankiewicz. ©
Fordyce Enterprises Productions; 15Feb57; LP9279.
The Case of the Jealous Bomber, by Larry Marcus. © Fordyce
Enterprises Productions; 5Apr57; LP9275.
The Case of the Panicky Man, by Larry Marcus. © Fordyce
Enterprises Productions; 8Mar57; LP9276.
Death in the Snow. © 16Nov56; LP9266.
The De Santre Affair. © 26Oct56; LP9264.
Dog Versus Biddeford, by Larry Marcus. © Fordyce Enterprises
Productions; 8Nov56; LP9273.
The Fourth Witness. © Fordyce Enterprises Productions;
21Dec56; LP9271.
The Freeman Case. © Fordyce Enterprises Productions;
15Mar57; LP9548.
The Ghost of Devil’s Island, by Irving Rubine. © Fordyce
Enterprises Productions; 29Mar57; LP9280.
The Girl on the Elsewhere, by Don M. Mankiewicz. © Fordyce
Enterprises Productions; 8Feb57; LP9277.
The Law Is for Lovers. © 9Nov56; LP9265.
Libel in the Wax Museum, by Don M. Mankiewicz. © Fordyce
Enterprises Productions; 27Nov56; LP9274.
The Nevada Nightingale. © Fordyce Enterprises Production;
28Sep56; LP9269.
The Person and Property of Margery Hay, by Don M.
Mankiewicz. © 7Dec56; LP9268.
The Trial of Edward Pritchard. © Fordyce Enterprises
Production; 14Sep56; LP9270.
 The Trial of Mary Surratt. © 23Nov56; LP9267.
Twice in Peril. © 19Oct56; LP9263.
We Who Love Her. © Fordyce Enterprises Productions;
21Sep56; LP9272.

ON VACATION. SEE Disneyland. 1955-1956, no. 26.

ONCE A HERO. SEE Du Pont Theater.
ONCE A KILLER. SEE The Adventures of Ellery Queen.
ONCE A THIEF. Merit Productions. Released by United Artists,
1950. 88 min., sd., b&w, 35mm. © Merit Productions, Inc.;
7Jul50; LP187.
ONCE AND FOREVER. Cast Iron Soil Pipe Institute. Made by Jam
Handy Organization. 14 min., sd., color, 16mm. Kodachrome. ©
Jam Handy Organization, Inc.; 12Jun57; MU6341.
ONCE FOR ALL. Jam Handy Organization, Inc. © 1950. Presented
by the United Foundation. 10 min., sd., b&w, 35mm. © The Jam
Handy Organization, Inc.; title & descr., 4Jan50; 7 frames,
3Jan50; MU4865.
ONCE IN A LIFETIME. Jam Handy Organization for Bell and
Howell Co. © 1950. 6 min., si., b&w, 35mm. © Bell and Howell
Co.; 23Oct50; MU5179.
ONCE UPON A CHRISTMAS EVE. Revue Productions. 26 min.,
sd., b&w, 16mm. © Revue Productions, Inc.; 23Dec56; LP9144.
ONCE UPON A CHRISTMAS TIME. Royal Titles. © 1951. 7 min.,
sd., color, 16mm. © Richard E. Spies and Robert F. Vogel, d.b.a.
Royal Titles; 26Dec51; MU5367.
ONCE UPON A CRIME. SEE Schlitz Playhouse of Stars.
ONCE UPON A HORSE. Universal Pictures Co. Released by
Universal International. 85 min., sd., b&w, 35mm. CinemaScope.
Based on a story by Henry Gregor Felsen. © Universal Pictures
Co., Inc.; 30Jul58; LP12855.
ONCE UPON A MIDNIGHT. SEE Noah’s Ark.
ONCE UPON A NIGHTMARE. SEE Fireside Theatre.
ONCE UPON A RHYME. Paramount Pictures Corp., 1950. 8 min.,
sd., color, 35mm. (Casper Cartoon) © Paramount Pictures Corp.;
15Dec50; LP547.
ONCE UPON A SUNDAY. Alba Productions. 35 min., sd., b&w,
35mm. © Alba Productions; 16Dec57; MP8682.
ONCE UPON A TIME. Chevrolet Motor Division. Made by
Campbell-Ewald Co. 1 min. Appl. author: Robert S. McTyre. ©
Campbell-Ewald Co.; 23Feb56; MU6028.
ONE AGAINST MANY. SEE Screen Directors Playhouse.
ONE BEAN TOO MANY. SEE Sergeant Preston of the Yukon.
ONE BEWITCHING HOUR. SEE Private Secretary.
ONE BIG AFFAIR. Bon-Air Pictures. Released by United Artists
Corp., 1952. 80 min., sd., b&w, 35mm. Based on a story by
George Bricker. © Bon-Air Pictures, Inc.; 28Feb52; LP1650.
ONE CAB’S FAMILY. Loew’s, 1952. 7 min., sd., color, 35mm. A
Metro-Goldwyn-Mayer cartoon. © Loew’s Incorporated;
31Jan52; LP1464.
ONE DAY ON THE FARM. Coronet Instructional Films. 11 min.,
sd., b&w, 16mm. © Coronet Instructional Films, a division of
Esquire, Inc.; 30Jun55; MP6224.
ONE DESIRE. Universal Pictures Co. 94 min., sd., color, 35mm. A
Universal International picture. Technicolor. Based on the novel
Tacey Cromwell, by Conrad Richter. © Universal Pictures Co.,
Inc.; 17May55; LP5148.
ONE DROOPY KNIGHT. Metro-Goldwyn-Mayer. Released by
Loew’s. 7 min., sd., color, 35mm. (Droopy Cartoon)
CinemaScope. Perspecta sound. Technicolor. © Loew’s
Incorporated; 10Sep57; LP8909.
THE ONE-EIGHTY DEGREE TURN PROCEDURE; To Save A
Life. Aircraft Owners & Pilots Assn. Foundation. Made by Film
Originals. 16 min., sd., color, 16mm. Eastman color. © George
Oliver Smith & Helen Stanfield Smith d.b.a. Film Originals;
7Jan57; MP8382.
ONE EVERY SECOND. Stephen Shagan. 2 reels, sd., b&w, 35mm.
© Stephen Shagan; 6Apr55; LP4562.
ONE-EYED JACK. SEE The Man Behind the Badge.
ONE FOOT IN THE GRAVE. SEE Richard Diamond, Private
Detective, no. 8640.
ONE FOR THE ANGELS. SEE Twilight Zone.
ONE FOR THE MONEY. Lindsley Parsons Productions, 1952. 3
reels, sd., b&w, 16mm. © Lindsley Parson Productions, Inc.;
10Jun52; LP1811.
ONE FOR THE ROAD. SEE Alfred Hitchcock Presents.
ONE FROGGY EVENING. Warner Bros. Cartoons. 7 min., sd.,
color, 35mm. (Merrie Melodies Cartoon) Technicolor. ©
Vitaphone Corp.; 31Dec55; MP7834.
ONE FUNNY KNIGHT. Paramount Pictures Corp. 1 reel, sd., color,
35mm. (Herman and Katnip Cartoon) Technicolor. ©
Paramount Pictures Corp.; 1Nov57; LP9396.
ONE GIRL’S CONFESSION. Columbia Pictures Corp., 1953. 74
min., sd., b&w, 35mm. © Columbia Pictures Corp.; 10Mar53;
LP2359.
ONE GOD—THE WAYS WE WORSHIP. Nicholas Farkas, 1949. 41
min., sd., b&w, 16mm. © Nicholas Farkas; 1Nov49; MP4971.
ONE GOOD TURN. SEE Sergeant Preston of the Yukon.
ONE GRAND MARINE. SEE Navy Log.
ONE HAPPY FAMILY. Wilding Picture Productions, 1950. 48
min., sd., b&w, 16mm. © Deere & Co.; 16Oct50; LP554.
ONE HOE FOR KALABO. National Machine Tool Builders’ Assn.
Made by Reid H. Ray Film Industries. 27 min., sd., Technicolor,
16mm. Appl. author: Oeveste Granducci. © National Machine
Tool Builders’ Assn.; 1May59; MP9586.
158 ALUMINUM DOUBLE-HUNG AND SINGLE-HUNG
WINDOWS. Truscon Steel Division. Made by Wilding Pictures
 Productions. 15 min., sd., color, 16mm. © Truscon Steel Division,
Republic Steel Corp.; 12Jun58; MP8976.
ONE HUNDRED UNUSUAL BOYS. Paramount Pictures Corp. 1
reel, sd., b&w, 35mm. (Grantland Rice Sportlight) © Paramount
Pictures Corp.; 6Aug54; MP5130.
100TH ANNIVERSARY. SEE You’ll Never Get Rich.
ONE IF BY SEA. SEE Navy Log.
ONE IN A HUNDRED. SEE Death Valley Days, no. 7205.
ONE IS A WANDERER. SEE General Electric Theater.
ONE JUMP AHEAD. Apex Film Corp., 1950. 25 min., sd., b&w,
16mm. Based on a radio script by Fran Striker. © The Lone
Ranger, Inc.; 7Dec50; LP739.
ONE KISS TOO MANY. Revue Productions in association with
MCA TV. Approx. 27 min., sd., b&w, 16mm. © Revue
Productions, Inc.; 22Apr55; LP6855.
ONE LAST SEPTEMBER. SEE Fireside Theatre.
ONE LEFT OVER. SEE Schlitz Playhouse of Stars.
ONE LITTLE FIGHT. SEE The George Burns and Gracie Allen
Show, no. 268.
ONE MAN CRIME. SEE The Line-Up, no. 28.
ONE MAN MISSING. SEE All Star Theatre, no. 115.
ONE-MINUTE TELEVISION COMMERCIAL. Kendall Foods.
Made by Mercury International Pictures. 1 min., sd., b&w, 16mm.
Appl. author: Dan B. Miner Co. © Kendall Foods, Inc.; 15Mar55;
MU5856.
ONE MINUTE TO TWELVE. Svensk Filmindustri, Stockholm.
Released in the U. S. by Eagle Lion Films, 1950. 76 min., sd.,
b&w, 35mm. English sound track dubbed in. © Griffon Films,
Inc.; 1Oct50; LP690.
ONE MINUTE TO ZERO. RKO Radio Pictures, 1952. 105 min., sd.,
b&w, 35mm. © RKO Radio Pictures, Inc.; 10Aug52; LP1939.
ONE MORE MAN. Lutheran Laymen’s League. Made by Jam
Handy Organization. 3 reels, b&w, 35mm. © Jam Handy
Organization, Inc.; 1Mar54; MU5628.
ONE MORE MILE TO GO. SEE Alfred Hitchcock Presents.
ONE NATION INDIVISIBLE. E. I. du Pont de Nemours. Made by
Jack Chertok Productions. 3 reels, sd., b&w, 16mm. (The
Cavalcade of America) Appl. author: Jack Chertok Productions,
employer for hire. © E. I. du Pont de Nemours & Co.; 22Dec53;
LP3614.
ONE NATION INDIVISIBLE. SEE The Lone Ranger.
ONE NIGHT WITH YOU. Two Cities Films, London. Released in
the U. S. by Universal Pictures Co., 1948. 90 min., sd., b&w,
35mm. A remake of the Italian picture, “Fuga a Due Voci.” ©
Two Cities Films, Ltd.; 14Jun48; LP669.
ONE OF 19. Chevrolet Motor Division. Made by Campbell-Ewald
Co. 20 sec. Appl. author: W. Robert Woodburn. © Campbell-
Ewald Co.; 5Apr56; MU6076.
ONE QUACK MIND. Paramount Pictures Corp., 1951. 7 min., sd.,
color, 35mm. (Noveltoon Cartoon) © Paramount Pictures Corp.;
12Jan51; LP622.
ONE RAINY DAY: BACKGROUND FOR READING AND
EXPRESSION. Coronet, 1953. 10 min., sd., b&w, 16mm. © John
Smart; 17Apr53; MP3521.
ONE-RING CIRCUS. SEE The People’s Choice, no. 24.
ONE SHIVERY NIGHT. Columbia Pictures Corp., 1950. 16 min.,
sd., b&w, 35mm. (All Star Comedy) © Columbia Pictures Corp.;
13Jul50; LP233.
ONE SPOOKY NIGHT. Columbia Pictures Corp. 2 reels, sd., b&w,
35mm. © Columbia Pictures Corp.; 15Sep55; LP5347.
ONE STEP BEYOND. SEE Alcoa Presents.
ONE STEP FURTHER. Chevrolet Division. Made by Jam Handy
Organization. 812 ft., b&w, 35mm. © Chevrolet Division, General
Motors Corp.; 10Oct55; MU5958.
THE ONE THAT DIDN’T GET AWAY. SEE State Trooper.
1001 ARABIAN NIGHTS. UPA Pictures. Released by Columbia
Pictures Corp. 76 min., sd., Technicolor, 35mm. © UPA Pictures,
Inc.; 1Dec59; LP15055.
ONE THOUSAND AND ONE NIGHTS AND TREASURE WALTZ.
SEE A Thousand and One Nights [and] Treasure Waltz.
$1000 REWARD. SEE Fury.
1000 PROFITS AN HOUR. Gene Olsen Corp. Made by Video
Films. Approx. 12 min., sd., b&w, 16mm. By Jack La Vanway. ©
Video Films; 27Jan59; MU6599.
ONE TO A CUSTOMER. Aetna Casualty & Surety Co. 10 min., sd.,
b&w, 16mm. © Aetna Life Affiliated Companies; 12Apr55;
MP5963.
ONE TOO MANY. Hallmark Productions, 1951. 111 min., sd., b&w,
16mm. © Hallmark Productions, Inc.; 1Jan51; LP936.
1-USA-’57. Chevrolet Motor Division. Made by Jam Handy
Organization. 10 motion pictures (1 min. each), sd., color, 35mm.
Eastman color. © Chevrolet Motor Division of General Motors
Corp.; 28Jun57; MU6356-6365.
ONE WAY OUT. SEE Schlitz Playhouse of Stars.
ONE WAY STREET. Universal Pictures Co., Inc., 1950. 79 min.,
sd., b&w, 35mm. © Universal Pictures Co., Inc.; 17Mar50; LP19.
ONE-WAY TICKET. Hecuba Corp. 27 min., sd., b&w, 16mm. ©
Hecuba Corp.; 21Feb55 (in notice: 1954); LP4535.
ONE WAY TO TAHOE. SEE State Trooper.
ONE WAY TRAIN. SEE Crusader.
ONE WEEK TO LIVE. SEE The Adventures of Ellery Queen.
ONE WENT TO DENVER. SEE The Rifleman, no. 6247.
ONE WILD NIGHT. RKO Radio Pictures, 1951. 17 min., sd., b&w,
35mm. (Leon Errol Series, no. 5) © RKO Radio Pictures, Inc.;
25May51; LP1051.
ONE WOMAN’S STORY. Pinewood Films, London, 1948. Released
in the U. S. by Universal Pictures Co. 86 min., sd., b&w, 35mm.
Released in England under the title “The Passionate Friends.”
Based on the novel, “The Passionate Friends,” by H. G. Wells. ©
Pinewood Films, Ltd.; 11May48; LP410.
ONE WOMAN’S STORY. Pinewood Films, London. Released in the
U.S. by Universal Pictures, 1949. 86 min., sd., b&w, 35mm.
Released in England under the title “The Passionate Friends.”
Based on the novel, “The Passionate Friends,” by H. G. Wells. ©
Pinewood Films, Ltd.; 4Jun49 (in notice: 1948); LP410.
THE ONION RING. Louis G. Cowan, Inc., 1952. 24 min., sd., b&w,
16mm. (Fearless Fosdick Adventures, no. A-1) Based on a comic
strip character created by Al Capp [pseud. of Alfred Gerald
Caplin] Appl. title: Fearless Fosdick in The Onion Ring. © Louis
G. Cowan, Inc.; 6Jul52 (in notice: 1951); LP2262.
THE ONLY GIRL ON BOOT HILL. SEE State Trooper.
ONLY THE BEGINNING. SEE It’s Only the Beginning.
ONLY THE BEST. Chevrolet Motor Division. Made by Campbell-
Ewald Co. 80 sec. Appl. author: Campbell-Ewald Co., employer
for hire of Glenn Wilson, author of script. © Campbell-Ewald
Co.; 28Feb58; MU6450.
ONLY THE VALIANT. Warner Bros. Pictures, 1951. 105 min., sd.,
b&w, 35mm. Based on the novel of the same title by Charles
Marquis Warren. © Cagney Productions, Inc.; 30Mar51 (in
notice: 1950); LP818.
THE ONLY WAY OUT. SEE TV Reader’s Digest.
THE OOMPAHS. Columbia Pictures Corp., 1951. 8 min., sd., color,
35mm. (Color Rhapsody Series, no. 16) © Columbia Pictures
Corp.; 19Dec51; LP1364.
OOOOHS AND AHHHS! Chevrolet Division. Made by Jam Handy
Organization. 1,499 ft., color, 35mm. Eastman color. © Chevrolet
Motor Division of General Motors Corp.; 18Jan56; MU6018.
OPEN AND CLOSE. SEE Hamm’s Beer Commercials, no. H-480-
SC.