The Relationship between Identifiable Attributes and Decision-Making Ability of Purchasing Personnel as Measured by the Results of a Management Game Page: 35
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managers know that professional buyers trained in negotiating and
skilled in determining the capabilities of potential suppliers, can do
a far better job of buying than a foreman whose training and skills
have been developed in the direction of using the raw materials or
supplies once they have been acquired. ^
The second stage of development evolved as a result of rapid
industrial expansion. Foremen were no longer able to handle the
myriad of details. Therefore, functional assistants in the form of
purchasing clerks were hired in order to shift some of the clerical
responsibilities from the foreman to clerks who were typically young
and untrained. Figure 3 depicts the shifting of the clerical aspect
of purchasing, but not the responsibility for its accomplishment.
This movement of the mundane clerical activities of purchasing from
the foreman to the purchasing assistant succeeded in relieving the
foreman's time, but did little toward developing standardized pur-
chasing procedures or allowing quantity discounts through grouping
Continued growth of industrial organizations gave rise to the
third stage of development. It became increasingly apparent that
^Ibid. , p. 16.
47Ibid. , p. 17.
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Ellis, Norman Dean, 1933-. The Relationship between Identifiable Attributes and Decision-Making Ability of Purchasing Personnel as Measured by the Results of a Management Game, dissertation, May 1973; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc164597/m1/48/: accessed April 18, 2019), University of North Texas Libraries, Digital Library, https://digital.library.unt.edu; .