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The new & rapidly changing environment of development admin'ors includes (1) the emergence of a world society of interdependent nations, (2) a rapid & confusing technological & sci'fic revolution, (3) the expansion of "service societies" in industr'ized countries, (4) new major alternatives for war, neo-colonialism, despotism & materialism, & (5) development problems of ascending complexity & difficulty. Post-industr beginnings in modern manag arise from a background of manag thought & technique in agri'al epochs & the more recent industr revolution. They encompass computer technology; operations res; systems approaches, including systems engineering, manag information systems, & general systems res; cost-effectiveness analysis & PPBS; soc indicators; & "future-casting." Their development has contributed to a growing gulf between technique & capability, to a "triumph of technique over strategy" & a "retreat from human values." Attention is directed to specific strategies & tactics of introducing modern manag techniques in developing nations. The efforts to do this during the 1960 Development Decade are reviewed. The prospects for the 1970's are previewed, & suggestions offered for "problem area task forces" & the expansion of UN activities in advancing, not merely diffusing, the current "state of the art." Since the most signif modern manag advances have been tactical, a dozen principles of strategic decision-making are suggested. Finally, vital questions are raised on the improvement of managerial values. This is done by specific proposals for a code of managerial ethics & the foundation of more humanistic manag goals. Modified HA.

Federal & state gov efforts to improve the nation's health focus particular attention on the necessity of increasing the number of MD's. Yet, evidence from several studies suggests weak linkages between health & the number of MD's. This study surveys civilian health & the number of MD's during the period of mobilization in the US during the 1940's. It is shown that because health generally improved over a period when MD manpower was substantially depleted does not warrant the conclusion that MD's are not important in improving health--even when health is measured by mortality rates. Reduced numbers of MD's are shown to have had a measurable negative impact on civilian health over the period. Sound policy in health may, however, lead to a cutback of subsidies to produce more MD's in favor of improving health in other less expensive ways. Modified HA.

The general problem of interdisciplinary relations & interdisciplinary integration has its counterpart in the field of education in the problem of producing generalists rather than specialists, & at the undergraduate Coll level, in the problem of devising a rational core curriculum. At present, neither the student nor the faculty knows why one mixture of courses is better or worse than another. A solution to this problem based on the development of a computerized model of core courses in which the interrelated mutually relevant concepts of various disciplines would be associated with teaching time allocations proportional to their degree of conceptual relevance is advocated. The foundation for such a development is laid by a discussion of conceptual vs personal relevance, acculturation vs exculturation, or education vs instruction, & of immediate vs delayed motivation. An algorithmic procedure is then outlined which would result in a dynamic model allowing the determination of educational bottlenecks or critical paths in the communication network transforming inputs into outputs. The general concepts of dynamic programming, program evaluation, & review techniques, system & decision theory are used in developing the algorithm. The existence of such a model would allow a rational optimization of the curriculum & would make the present perennial trial-and-error experimentation in curriculum design unnecessary, since the computer could test various alternatives quickly & efficiently. 2 Figures. Modified HA.

Advocacy of neighborhood government should be based on a careful assessment of possible dangers & deficiencies, as well as merits. The obstacles to increasing neighborhood power are listed as the costs of community organizing in terms of time & effort, community conflict, city-neighborhood conflict, & the general political conflict. To persuade individuals to engage in collective action it is necessary that the rewards of such action be greater than personal costs. Serious participation is likely to occur only when neighborhood government programs offer visible rewards & work to solve concrete problems. There is a specific awareness that many unions & politicians will fight neighborhood government & that they have the power to damage & destroy it. There is also the sense that, whereas there has been success in developing community structures, it has been difficult to move government toward decentralization & toward more flexible administrative procedures. Thus in NY, where experimentation with neighborhood government has gone the furthest, the strategy now is to face the failures of government directly first, before promising participatory innovations. It unlikely that the neighborhood government program will be implemented in many cities soon, especially where there are minorities present which will seek centripetal participation--control of city hall. Modified HA.

The new & rapidly changing environment of development admin'ors includes: (1) the emergence of a world society of interdependent nations, (2) a rapid & confusing technological & sci'fic revolution, (3) the expansion of "service societies" in industr'ized countries, (4) new major alternatives for war neocolonialism, despotism & materialism, & (5) development problems of ascending complexity & difficulty. Post-industr beginnings in modern manag arise from a background of manag thought & technique in agri'al epochs & the more recent industr revolution. They encompass computer technology; operations res; systems approahces, including systems engineering, manag information systems, & general systems res; cost-effectiveness analysis & PPBS; soc indicators; & "futurecasting." Their development has contributed to a growing gulf between technique & capability, to a "triumph of technique over strategy" & a "retreat from human values." Attention is directed to specific strategies & tactics of introducing modern manag techniques in developing actions. The efforts to do this during the 1900 Development Decade are reviewed. The prospects for the 1970's are previewed, & suggestions offered for "problem area task forces" & the expansion of UN activities in advancing the current state. Since the most signif modern manag advances have been tactical, a dozen principles of strategic decisionmaking are suggested. The paper ends by raising vital questions on the improvement of managerial values. This is done by specific proposals for a code of managerial ethics & the formulation of more humanistic manag goals. Modified HA.