The use of computer models simplifies forecasting and planning for manpower needs by manipulating available data through mathematical techniques. At this point, models appear to serve a “reality testing” function for managers, and represent a new tool, a new source of feedback information in this difficult area of management responsibility. The author discusses forecasts of organizational needs for manpower (less amenable to modelling than forecasts of available manpower); manpower supply models (experience is more extensive in this area, and a number of models have been suggested); analysis of career movements of managers and professionals; and simulation models. The objectives remain constant: increased understanding of manpower levels and flows that may contribute to improved manpower planning.

Abhijith S

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