Section Twoamong team members based on the stage of product
development cycles, were addressed. The increasing practice of
human resource outsourcing was described as a major change
in the management of human resources. In addition, there was
discussion of the continued emphasis of TQM, which requires a
number of changes in the human resource function, including a
stronger service orientation. The implications of several other
managerial trends were examined, including integrated
manufacturing, process reengineering, and managing an
increasing number of professionals. There also was a discussion
of how organizations will need to prepare for and deal with the
aftermath of mergers and acquisitions.
Several other trends also were examined, including
demographic trends such as the aging work-force, the age gaps
and bulges that have resulted from the baby boom and baby
bust, the possibility of continuing labor shortages, greater racial
diversity, changing occupational distributions for women, and
dual-career couples.
Trends in the utilization of human resources were also
examined, including telecommuting and the relocation of work.
The implications of telecommuting and the migration of
information workers to rural areas and small towns for cost-of-
living and quality-of-life reasons were discussed. In addition,
there was a discussion of the relocation of companies that are