U.S. Small Business Administration EB-3 

 MANAGEMENT ISSUES FOR THE 

 GROWING BUSINESS

Jack L. Bishop, Jr., Ph.D. 

President 

Bishop Associates 

Lincoln, Nebraska 

 Emerging Business Series 

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Copyright 1991, Jack L. Bishop Jr. All rights reserved. No part may be reproduced, transmitted or 

transcribed without the permission of the author. SBA retains an irrevocable, worldwide, 

nonexclusive, royalty-free, unlimited license to use this copyrighted material. 

While we consider the contents of this publication to be of general merit, its sponsorship by the U.S. 

Small Business Administration does not necessarily constitute an endorsement of the views and 

opinions of the authors or the products and services of the companies with which they are affiliated. 

All of SBA's programs and services are extended to the public on a nondiscriminatory basis. 

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 TABLE OF CONTENTS

INTRODUCTION 

MANAGING THE EXTERNAL ENVIRONMENT 

MANAGING THE INTERNAL ENVIRONMENT

 Human Resource Issues 

 Structural Issues 

 Policy and Procedural Issues 

 Other Issues 
CONCLUSION 

APPENDIXES 

 A. Checklist for an Effective Organization 

 B. Information Resources 

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INTRODUCTION

Effective management is the key to the establishment and growth of the business. The key to 

successful management is to examine the marketplace environment and create employment and 

profit opportunities that provide the potential growth and financial viability of the business. Despite 

the importance of management, this area is often misunderstood and poorly implemented, primarily 

because people focus on the output rather than the process of management. 

Toward the end of the 1980s, business managers became absorbed in improving product quality, 

sometimes ignoring their role vis-a-vis personnel. The focus was on reducing costs and increasing 

output, while ignoring the long-term benefits of motivating personnel. This shortsighted view tended 

to increase profits in the short term, but created a dysfunctional long-term business environment. 

Simultaneously with the increase in concern about quality, entrepreneurship attracted the attention of 

business. A sudden wave of successful entrepreneurs seemed to render earlier management concepts 

obsolete. The popular press focused on the new cult heroes Steve Jobs and Steve Wozniack (creators 

and developers of the Apple Computer) while ignoring the marketing and organizing talents of Mike 

Markula, the executive responsible for Apple's business plan.*

 The story of two guys selling their 

Volkswagen bus to build the first Apple computer was more romantic than that of the organizational 

genius that enabled Apple to develop, market and ship its products while rapidly becoming a major 

corporation. 

In large businesses, planning is essential for developing a firm's potential. However, many small 

businesses do not recognize the need for long-range plans, because the small number of people 

involved in operating the business implies equal responsibility in the planning and decision-making 

processes. Nevertheless, the need for planning is as important in a small business as it is in a large 

one. 

This publication focuses on the importance of good management practices. Specifically, it addresses 

the responsibilities of managing the external and internal environments. It can provide a basis for 

confronting the challenges of the 1990s. 

*

 References to large corporations do not imply SBA's endorsement of their products or services.

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MANAGING THE EXTERNAL ENVIRONMENT

Two decades ago, Alvin Toffler suggested that the vision of the citizen in the tight grip of an 
omnipotent bureaucracy would be replaced by an organizational structure of "ad-hocracy."*

 The 

traditional business organization implied a social contract between employees and employers. By 

adhering to a fixed set of obligations and sharply defined roles and responsibilities, employees 

received a predefined set of rewards. 

The organizational structure that Toffler predicted in 1970 became the norm 20 years later, and with 

it came changed concepts of authority. As organizations became more transitory, the authority of the 

organization and firm was replaced by the authority of the individual manager. This entrepreneurial 

management model is now being replicated throughout society. As a result, the individual business 

owner must internalize ever increasing organizational functions. 

Another change in today's business environment is dealing with government agencies. Their effect 

on the conduct of business most recently appears to have increased. As industries fail to achieve high 

levels of ethical behavior or individual businesses exhibit specific lapses, the government rushes in 

to fill the breach with its regulations. 

To identify the impact of government agencies on your business and the measures you can take to 

challenge that impact, consider the following questions. 

− Which agencies influence how you conduct business? 

 Local _______________________________________________________ 

 

 State________________________________________________________ 

 

 Federal______________________________________________________ 

− Who are the key contacts in each agency? 

 ___________________________________________________________ 

 ___________________________________________________________ 

 

− What regulations currently affect your business? 

 ___________________________________________________________ 

− Are the current public policy proposals expanding the impact of the agency? 

 ___________________________________________________________ 

 

− Do you know how to challenge agency findings? 

 

 ___________________________________________________________ 

 

− Are you ready to work with the agency over the long-term? 

 __________________________________________________________ 
 

− Do you know how to use attorneys effectively? 

 ___________________________________________________________ 

*

 A. Toffler, Future Shock (New York: Bantam Books,1970), 124-125

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MANAGING THE INTERNAL ENVIRONMENT

Human Resource Issues

Ensuring Open Communications 

Effective communications play an integral role in managing and operating any successful business. 

With open communications changes and their effects on the organization are quickly shared. Your 

firm then has the time and skills needed to respond to changes and take advantage of evolving 

opportunities. 

The following checklist addressing how you would respond to an employee's suggestion provides an 

assessment of the communication process in your business. Place a check next to the statements that 

are commonly heard in your business. 

 Statement 

Face facts, it's unrealistic. _____ 

 

Who else has done it? _____ 

 

It's not your problem. _____ 

 

Fill out form XX/xx revised. _____ 

 

It won't work. _____ 

 

Bring it to the committee. _____ 

 

We don't have the time. _____ 

 

We tried it before and it failed. _____ 

 

You think what? You're joking! _____ 

 

Everybody knows that that's foolish. _____ 

 

We can't afford to think about it. _____ 
 

Don't you have better things to do? _____ 

 

Are you some kind of a radical? _____ 

 

We're too small/big for that. _____ 

 

Impossible; our main product line would be obsolete. _____ 

 

The boss would never consider it. _____ 

 

It's contrary to company policy. _____ 

Carefully consider any statements that you have checked. This may indicate that management is 

inflexible and unresponsive to employee suggestions. Management that is unable to respond 

immediately to changes in the market signals an inflexible unstable firm. In the rapidly changing 

business environment such management can mean eventual failure for your business. If you haven't 

developed such a checklist do so. It will help you determine if and where adjustments are needed in 

your management staff. 

Balancing Schedules Stress and Personnel 

Without organization and good management the compressed time schedules associated with modern 

business can cause stress and make extraordinary demands on people. An effective management 

structure can reduce stress and channel the productive capacity of employees into business growth 

and profits. 

Setting Duties Tasks and Responsibilities 

An organization is characterized by the nature and determination of employees' duties tasks and 

responsibilities. While many organizations use different methods for determining these it is essential 

that they be clearly defined. 

The core of any organization is its people and their functions. Duties tasks and responsibilities often 

evolve in an ad hoc manner. A typical firm starts with a few people often one performing all duties. 

As the firm grows others are hired to fill specific roles often on a functional basis. Roles that were 

handled by consultants and specialists outside the firm now are handled internally. As new needs 

emerge new roles are developed. 

Just as an emerging business develops an accounting system it should also develop a human 

resource system. For instance the following employee information should be available and checked 

for accuracy at least once each year. 

− Name 

− Address 
− Nationality (immigration status) 

− Marital status and dependents 

− Hire date 

− Company job history: 

 -- Title and code 

 -- Performance 

− Location 

− Salary rate and history 

− Education including degrees 

 -- Specialty training 

 -- Transcripts as appropriate 

− Pre-employment work experience: 

 -- Key responsibilities and levels 

− Professional licenses or certificates 

− Professional publication and speaking engagements 

− Teaching experience 

− Language abilities: 

 -- Reading 

 -- Writing 

 -- Speaking 

− Leadership evidence: 

 -- Company 

 -- Civic 

 -- Other 

− Relocation preferences and limitations 

− Travel experience and preferences 

− Career goals 

Review your personnel files periodically to ensure that the information is correct and current. 
Implement a system that will make updating personnel files a fairly simple routine yet 

confidential process. 

Business Team 

The apex of an effective organization lies in developing the business team. Such a team involves 

delegating authority and increasing productivity. Assess the effectiveness of your business team with 

the following checklist: 

 

 The leader of the team is respected by the members. _____ 

 

 The abilities of all team members are respected. _____ 

 A team spirit is evident through activities. _____ 

 

− Individual members compensate for weaknesses in each other. _____ 

 

− Jokes are not disparaging. _____ 

− A genuine feeling of being part of the best is exuded. _____ 

 

− The work area is self-delineated and reflects a spirit. _____ 

 

 Mistakes result in corrective action not retribution. _____ 

 

 Each member understands the importance of his or her contribution. _____ 

 

 The team can explore new areas of activity. _____ 

 

 Security of employment is evident. _____ 

 

Controlling Conflict 

Another key to successful management lies in controlling conflict. Conflict cannot be eliminated 

from either the business or the interpersonal activities of the enterprise. A measure of the 

organization's success is the degree to which conflict can be exposed and the energies associated 

with it channeled to develop the firm. Although establishing policies and procedures represents the 

tangible aspect of organization and management the mechanisms to tolerate and embody challenges 

to the established operation serve as the real essence of a firm that will survive and prosper. 

Structural Issues

Organization 

The effectiveness of a particular organizational form depends on a variety of internal and external 

events for example: 
− Competitors (number or activity) 

− Technology (internal or external) 

− Regulatory environment 

− Customer characteristics 

− Supplier characteristics 

− Economic environment 

− Key employees 

− Growth 

− Strategy (including new products and markets) 

Even though you may discover that certain events are affecting your business be careful not to 

change the organizational structure of your firm without discussing it with your management team. 

Employees generally can accomplish goals despite organizational structures imposed by 

management. Because restructuring involves spending a lot of time learning new rules implementing 

a new organizational structure is costly. 

Structure 

The essence of a successful organization can be more simply summarized than implemented. The 

following checklist can help you determine measures to ensure your management structure is 

adequate. Check the entries that apply to your firm and also find out what measures your company 

needs to take to improve its management structure. 

 Key market and customers are understood. _____ 

 

 Technology is mastered. _____ 

 

 Key objectives are articulated and shared. _____ 

 

 Major functions are identified and staffed. _____ 

 

 A hierarchy of relationships is established. _____ 

 

 A business team is in place and functioning. _____ 

 

 Measurable results are well above industry standards. _____ 

 
 Employees are the best source of new hires. _____ 

 

Policy and Procedural Issues

Authority 

The central element of organizational management is authority. Through authority your firm 

develops the structure necessary to achieve its objectives. 

A. L. Stinchcombe summarized the role of authority succinctly when he stated any administrative 

system that decides on the use of resources is also a system of authority directing the activities of 

people.*

 

*

A.L. Stinchcombe, Economic Sociology (New York: Academic Press, 1983, 137 

The authority that once was conferred by either owning a small business or having a position in the 

bureaucracy of a larger firm has been replaced by technical competence (including that of forming 

and running the business). Forces external to your business may emphasize the elements of granted 

versus earned authority. Once the owner-manager controlled the entire business but suppliers 

customers unions and the government have severely limited the ability of the business ownermanager to take independent action. A primary component of authority is the exercise of control 

within the organization. A thorough system of controls ensures the firm's operation and provides a 

mechanism for imposing authority. Internal controls include the provision that authority be 

delegated and circumscribed; examples of these provisions follow. Place a check by the provisions 

that apply to your firm. Consider implementing controls over areas that you have not checked. 

 Approval for disbursements of cash and regular accounting. _____ 

 

 Reconciliation of bank statements. _____ 

 

 Periodic count and reconciliation of inventory records. _____ 

 

 Approval of pricing policies and exemptions. _____ 

 

 Approval of credit policies and exemptions. _____ 

 

 Review of expense and commission accounts. _____ 

 

 Approval of purchasing and receiving policies. _____ 

 

 Review of payments to vendors and employees. _____ 

 

 Approval of signature authorities for payments. _____ 

 

 Review of policies. _____ 

 
Delegation is a key to the effective exercise of authority in your business. By delegating limited 

authority to accomplish specific tasks the talents of employees in the organization can be used to 

upgrade the skills and experience of the manager. The following checklist enables you to determine 

if you are taking advantage of opportunities to delegate authority. 

 Is your time consumed by daily chores? _____ 

 

 Do you have time for the following: 

 

− Training and development of subordinates? _____ 

 

− Planning? _____ 

 

− Coordinating and controlling work of subordinates? _____ 

 

− Visiting customers and subordinates regularly? _____ 

 

− Remaining involved in new product development? _____ 

 

− Visiting branch locations regularly? _____ 

 

− Attending business meetings outside your business? _____ 

− Participating in civic affairs? _____ 

 Is no one on your staff as good as you are? _____ 

 

To effectively delegate responsibility and authority in your organization you must: 

− Accept the power of delegation. 

− Know the capabilities of subordinates. 

− Ensure that specific training is available. 

− Select specific responsibilities to be delegated. 

 -- Clearly define the extent and limits of delegation. 

 -- Match each with necessary authority. 

− Provide periodic monitoring and interest. 

 -- Restrain the impulse to insist on how to do something. 

 -- Remember there are many ways to accomplish a specific objective. 
− Assess results and provide appropriate feedback. 

− Praise and criticize. 

The skills and abilities of each level of authority can be increased by effectively delegating authority 

throughout any organization. 

Management by Objectives 

Many firms have embraced management by objectives (MBO) as a way to effectively integrate 

people into the organization. An MBO system provides a structure to ensure coordination of the 

organization and to effectively delegate authority and responsibilities. Establishing an MBO system 

is a continuing process and includes the following steps: 

− Subordinates submit proposals for objectives and means of measuring progress. 

− A supervisor assesses proposed objectives in light of evolving business needs his or 

her personal perspective and the ability of the company to ensure rewards for 

attaining goals. 

− Supervisor and subordinate discuss the objectives and the standards of measurement 

with appropriate timetables and potential corrective actions. 

− Supervisor and subordinate appraise results. 

− Supervisor and subordinate negotiate results (including changes necessitated during 

the year) establish rewards and begin the cycle again. 

A successful MBO system is tricky to implement and maintain because it requires a high degree of 

honesty in the organization. Such a system can fail in many ways such as when: 

− Managers don't have clear objectives for their units. 

− Managers set objectives that are too high (maybe unconsciously). 

− Subordinates neglect objectives (maybe unconsciously). 

− Responsibilities are ill-defined and remain so. 

− Authority is inconsistent with responsibilities. 

− Simple measurable activities are emphasized over substantive decisions and other 

important activities. 

− Success is measured by the ability to please. 
− Managers emphasize how something is achieved rather than what is achieved. 

 

− Polices do not guide action. 

− Openness is not possible -- game playing is the norm. 

− Secondary goals are not specified causing subordinates to guess what superiors want. 

− Neither sufficient support nor resources are provided as part of the MBO contract. 

− New ways of doing things are not allowed. 

− Ability to give and withdraw rewards is constrained. 

− Management style creates and encourages chaos. 

− The line between flexibility and rigidity is lost. 

− Objectives need adjustment because reality has changed. 

− Excessive chronic flexibility indicates weakness in the objective-setting process. 

− A corporate plan fails to shape the mission of the firm. 

At best the MBO system ensures coordination among the various aspects of the organization through 

the self-management evaluation process. At worst it forces employees into a situation in which they 

are perceived as being either poor performers (failing to meet personally set objectives) or poor 

managers (failing to set objectives high enough or to provide critical self-assessment). The success 

of an MBO system depends on the manager's ability to ensure that objectives are fair and consistent 

with the firm's needs and to reward successful performance. 

Operating Reports 

Operating reports form the organizational basis of your business. Such reports mirror the 

organization its structure and function. They define key relationships between employees and can 

either minimize or increase organizational stress. 

For many businesses the following reports form the basis for analyzing the specific areas of a 

business (the frequency of each report depends on the nature size and organization of your business). 

Check the reports your firm currently generates. Consider creating reporting systems where they are 

lacking. 

 

 Case reports (daily weekly monthly) _____ 

 

 New orders and backlog (weekly monthly) _____ 
 

 Shipments/sales (weekly monthly) _____ 

 

 Employment (monthly) _____ 

 

 Inventory out of stock (weekly monthly) _____ 

 

 Product quality (weekly monthly) _____ 

 

 Accounts receivable aging accounts (monthly) _____ 

 

 Weekly overdue accounts _____ 

 

 Returns and allowances (monthly) _____ 

 

 Production (weekly monthly) _____ 

Reporting must be kept current to allow for timely identification and correction of problems before 

serious damage to the organization occurs. 

Too much reporting as well as inappropriate reporting can be as destructive as too little reporting. 

For instance the CEO of a major industrial firm who receives daily production and inventory reports 

by model can lose his or her ability to maintain an overall perspective. Thus operating managers 

must attempt to identify and solve local problems and take advantage of local opportunities within 

their own authority. Inappropriate reporting compromises management's ability to leverage 

individual skills and abilities. 

Operating reports not only provide essential data that enable management to accomplish its 

objectives they also focus staff's attention on the organization's goals. If reporting is not taken 

seriously employees may deal with customers suppliers and each other in a similarly trivial manner. 

To avoid inappropriate reporting review reporting policies annually to ensure that reports are 

appropriate and contain the information needed to make sound management decisions. 

Other Issues

Risk Management 

Every organization is vulnerable to low probability events that could have a potentially disastrous 

effect. A small or new business is no exception although it is easy to ignore the probability of such 

events under the pressures of developing and maintaining a business. Identifying and quickly dealing 

with such unlikely events is primarily the responsibility of management. Also only management has 

the ability to assess the full potential impact of these events on the overall organization. Some of the 

potentially disastrous events that may affect your business are listed below. Periodically review the 

list to ensure your current insurance policies adequately cover you. 
− Theft of property: 

 -- Stealing 

 __ Embezzlement 

− Lying 

− Breach of laws: 

 -- Local 

 -- State 

 -- Federal 

− Computer crime 

− Fire and explosion: 

 -- Accidental 

 -- Arson 

− Kickback bribery illegal contributions 

− Fraud gambling 

− Tornado flood lightning freezing 

− Environmental dangers: 

 -- Hazardous spills 

 -- Air/water/ground pollution 

 -- Strike sit-down 

− Discrimination 

− Sabotage 

Determine how vulnerable your business is to these and other such risks by assessing their 

probability and impact. Consider actions that you can take to lower the probability of their occurring, 

i.e. ways to control your risk. Review the checklist each year to ensure the future of your firm is not 

imperiled through neglect. 

Consultants 

Consultants can provide a valuable perspective in developing an organization. A variety of 

circumstances can trigger the need for a consultant including 

− Need for funding 
− Development of a business plan (strategy) 

− Operational shortfalls: 

 -- Late delivery 

 -- High costs 

 -- High employee turnover 

 -- Climbing inventory 

− Loss of market share 

− A lack of direction or sense of malaise 

However consultants cannot solve problems. True solutions must come from within your 

organization and must be implemented daily. 

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CONCLUSION

Successful management is founded on the mastery of a myriad of details. While management 

schools teach the importance of focusing attention on major issues affecting the business practical 

managers realize the major issues are the variety of small aspects that form the business. In an 

increasingly structured society inattention to even one minor detail can result in significant 

disruption of the business or even its failure. Appendix A includes a checklist to help you review 

your management structure. 

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APPENDIX A: CHECKLIST FOR AN EFFECTIVE ORGANIZATION

The following checklist will help you identify and determine the effectiveness of the management 

and organizational structure of the firm. If you answer yes to most of the following questions you are 

effectively managing your firm. A no answer indicates that you need to focus on this management 

issue. 

 y/n 

Are responsibilities clear and matched by authority? _____ 

 

Is your business structure clear yet flexible? _____ 

 

Are communications focused on finding solutions rather than placing blame? _____ 

 

Do people have the information and resources necessary to do an excellent job? _____ 

 

Do you and your employees care about the business? _____ 

 
Does staff come in early and stay late on their own initiative? _____ 

 

Are mechanisms for conflict resolution working? _____ 

 

Is disorder minimized and channeled? _____ 

 

Can people joke with and about each other and you? _____ 

 

Does a corporate plan spell out the firm's vision? _____ 

 

Do employees pitch in unasked during a crisis? _____ 

 

Do customers and suppliers prefer to do business with you? _____ 

___________________________________________________________________________ 

APPENDIX B: INFORMATION RESOURCES

U.S. Small Business Administration (SBA)

The SBA offers an extensive selection of information on most business management topics, from 

how to start a business to exporting your products. 

This information is listed in The Small Business Directory. For a free copy contact your nearest 

SBA office. 

SBA has offices throughout the country. Consult the U.S. Government section in your telephone 

directory for the office nearest you. SBA offers a number of programs and services, 

including training and educational programs, counseling services, financial programs and contract 

assistance. Ask about 

− Service Corps of Retired Executives (SCORE), a national organization sponsored by 

SBA of over 13,000 volunteer business executives who provide free counseling, 

workshops and seminars to prospective and existing small business people. 

− Small Business Development Centers (SBDCs), sponsored by the SBA in 

partnership with state and local governments, the educational community and the 

private sector. They provide assistance, counseling and training to prospective and 

existing business people. 

− Small Business Institutes (SBIs), organized through SBA on more than 500 college 

campuses nationwide. The institutes provide counseling by students and faculty to 

small business clients. 

For more information about SBA business development programs and services call the SBA Small 

Business Answer Desk at 1-800-U-ASK-SBA (827-5722). 
Other U.S. Government Resources

Many publications on business management and other related topics are available from the 

Government Printing Office (GPO). GPO bookstores are located in 24 major cities and are listed in 

the Yellow Pages under the bookstore heading. You can request a Subject Bibliography by writing 

to Government Printing Office, Superintendent of Documents, Washington, DC 20402-9328. 

Many federal agencies offer publications of interest to small businesses. There is a nominal fee for 

some, but most are free. Below is a selected list of government agencies that provide publications 

and other services targeted to small businesses. To get their publications, contact the regional offices 

listed in the telephone directory or write to the addresses below: 

Consumer Information Center (CIC) 

P.O. Box 100 

Pueblo, CO 81002 

The CIC offers a consumer information catalog of federal publications. 

Consumer Product Safety Commission (CPSC)

Publications Request 

Washington, DC 20207 

The CPSC offers guidelines for product safety requirements. 

U.S. Department of Agriculture (USDA)

12th Street and Independence Avenue, SW 

Washington, DC 20250 

The USDA offers publications on selling to the USDA. Publications and programs on 

entrepreneurship are also available through county extension offices nationwide. 

U.S. Department of Commerce (DOC) 

Office of Business Liaison 

14th Street and Constitution Avenue, NW 

Room 5898C 

Washington, DC 20230 

DOC's Business Assistance Center provides listings of business opportunities available in the federal 

government. This service also will refer businesses to different programs and services in the DOC 

and other federal agencies. 

U.S. Department of Health and Human Services (HHS) 

Public Health Service 

Alcohol, Drug Abuse and Mental Health Administration 

5600 Fishers Lane 

Rockville, MD 20857 

Drug Free Workplace Helpline: 1-800-843-4971. 

Provides information on Employee Assistance Programs. 

National Institute for Drug Abuse Hotline: 1-800-662-4357. Provides information on preventing 
substance abuse in the workplace. 

The National Clearinghouse for Alcohol and Drug Information: 1-800-729-6686 toll-free. Provides 

pamphlets and resource materials on substance abuse. 

U.S. Department of Labor (DOL) 

Employment Standards Administration 

200 Constitution Avenue, NW 

Washington, DC 20210 

The DOL offers publications on compliance with labor laws. 

U.S. Department of Treasury 

Internal Revenue Service (IRS) 

P.O. Box 25866 

Richmond, VA 23260 

1-800-424-3676 

The IRS offers information on tax requirements for small businesses. 

U.S. Environmental Protection Agency (EPA) 

Small Business Ombudsman 

401 M Street, SW (A-149C) 

Washington, DC 20460 

1-800-368-5888 except DC and VA 

703-557-1938 in DC and VA 

The EPA offers more than 100 publications designed to help small businesses understand how they 

can comply with EPA regulations. 

U.S. Food and Drug Administration (FDA) 

FDA Center for Food Safety and Applied Nutrition 

200 Charles Street, SW 

Washington, DC 20402 

The FDA offers information on packaging and labeling requirements for food and food-related 

products. 

For More Information

A librarian can help you locate the specific information you need in reference books. Most libraries 

have a variety of directories, indexes and encyclopedias that cover many business topics. They also 

have other resources, such as 

− Trade association information

 Ask the librarian to show you a directory of trade associations. Associations provide 

a valuable network of resources to their members through publications and services 

such as newsletters, conferences and seminars. 

− Books -- Many guidebooks, textbooks and manuals on small business are published 

annually. To find the names of books not in your local library check Books In Print, 
a directory of books currently available from publishers. 

− Magazine and newspaper articles -- Business and professional magazines provide 

information that is more current than that found in books and textbooks. There are a 

number of indexes to help you find specific articles in periodicals. 

In addition to books and magazines, many libraries offer free workshops, lend skill-building tapes 

and have catalogues and brochures describing continuing education opportunities.