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The main focus of this paper is on factors that influence how well prepared an organization will be for succession in its top positions. Data are drawn from cases of imminent or completed succession in over one hundred small manufacturing companies. In these companies the main factors influencing succession planning and subsequent profitability appear to be the availability and competence of a family member as successor. Their influence appears to operate mainly through their effects on the timing of the succession-planning process. [ABSTRACT FROM AUTHOR]

The paper presents relationships between three types of competition and their aggregate measure, and four dimensions of top management control, for 96 manufacturing firms in diverse American industries. The data suggest that overall competition positively affects control, and that of the three competitions, product competition alone has a significant positive influence on all four management control variables. [ABSTRACT FROM AUTHOR]

This paper presents the results of a study which sought to determine whether the status of large member banks as owner-controlled or management-controlled has borne a significant relation to bank profit rates during recent years. The impetus for the study was provided by the view, encountered frequently in the literature, that management-controlled firms may place less emphasis on profit rate than owner-controlled firms, sacrificing it for performance goals regarded as more consistent with management interest. W. Baumol [1, p. 4 and pp. 101-104], for example, has argued that management-controlled firms may sacrifice profit rate in order to achieve higher growth rate and reduced risk acceptance. R. Monsen and A. Downs [11] suggest that such firms may sacrifice both profit rate and growth rate for reduced risk acceptance. K. Cohen and S. Reid, in their study of bank merger activity during 1952-1961 [5], argue that bank managers, as compared to bank owners, place more emphasis on growth rate and less amphasis on profitassociated variables. Other possibilities present themselves. Managementcontrolled firms may sacrifice profit rate directly for management salaries, bonuses, and fringe benefits, including benefits associated with management prestige. The management-controlled firms may simply pursue efficiency less vigorously. Recent studies by D. Kamerschan [8] and R. Monsen, J. Chiu, and D. Cooley [10] have posed the question of a possible influence of control status on profit rate in the context of large United States nonfinancial corporations. These two studies differ as to their essential conclusion, however, apparently because of differences in statistical technique, though possibly due in part to a slight difference in period surveyed. Kamerschen found no significant differences in profit rate due to control status. Monsen, Chiu, and Cooley concluded that profit rates were significantly higher for owner-controlled firms. [ABSTRACT FROM AUTHOR]

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This study reformulates and measures variables defining bureaucracy and presents a multidimensional method for classifying bureaucratic patterns. The empirical data were collected in 30 industrial plants. The Guttman-Lingoes multidimensional scab gram analysis-I program was employed for establishing the typology, and six bureaucratic types have been identified: rudimentary, interpersonal, emergent, balanced, technical, and managerial. No claim is made for the exhaustiveness of the typology, but only for the usefulness of the approach. [ABSTRACT FROM AUTHOR]

The article presents a list of books and reports related to general industrial management. The books include Multinational Corporations and World Order edited by George Modelski and International Control of Investment edited by Don Wallace Jr. Among the articles listed were Dynamics of the Multinational Enterprise by L. M. Salter, The Multinationalization Process by Chaim Ginsberg, and Mining the Resources of the Third World.

Presents an interviews with W.G. Reed, Jr., chairman of the board of Simpson Timber Ltd. Information about the growth rate of the company; Implementation of a mathematical approach to maximize the amount of lumber; Reasons for the worldwide shortage of paper.

The article focuses on the participation of businessmen in the higher echelons of the United States government. Their participation in the higher echelons of the United States government has been receiving much notice in recent years. During the 1952 Presidential campaign Dwight D. Eisenhower promised to bring to the costly operations of government to the help of business and professional examiners who can speak for the Chief Executive with expert knowledge. This he has proceeded to do in the almost pathetic belief that the Executive branch of the government can be run along the neat organizational lines of a modern corporation, with himself as chairman of the board. At the same time, systematic investigation of the participation of businessmen in government has led to questions about the effects of this trend. It is the purpose of this paper to show how these questions may be answered, in part, by examining the participation of businessmen in posts connected with the conduct of foreign relations. First it will be shown to what extent the proportion of businessmen in these posts has increased under the Eisenhower administration. Second, this change will be examined in terms of its implications for the conduct of foreign relations.

The research papers 'Corporate control and bank efficiency,' written by Lynn Pi and Stephen G. Timme, 'Organizational forms in banking: An empirical investigation of cost efficiency,' written by Richard Grabowski et al., and 'Measuring the efficiency of multiunit banking: An activity analysis approach,' written by Rolf Fare and Daniel Primont were analyzed. It should be emphasized that all of the frontier techniques available in the literature calculate efficiency relative to the best practice frontier, not necessarily the true frontier. Thus, even the efficient observations don't necessarily lie on the true frontier. As a consequence , if all observations are inefficient, but equally so, so they will all lie relatively close to the best practice frontier.

The decade and a half since World War II has witnessed considerable activity by industrial managements and the professions serving them in sharpening and polishing management tools that have been in industry's tool sheds for years. However, refurbishing the old tools has been inadequate. During this era industrial products have been radically changed, principles once held inviolate have given way to new ones and the introduction of new industrial processes, techniques, and research methods have radically altered long standing skill requirements. In this environment, if a profession is to survive it can do so only by orienting itself rapidly to the changing circumstances. The accounting profession during the past 20 years has taken many actions in recognition of a changing business environment. During the decade of the 1940's there was for example, considerable activity in describing and codifying accounting principles, standards, guides for professional conduct and the like. During the 1950's there was substantial emphasis on publicizing an image of the professional accountant as an "independent contractor" expert in attesting to and adding credibility to the financial statements of economic organizations.

This section presents a list of books and published articles related to industrial management.

Mathematical models of judgment policy are compared in evaluating 625 performance reports during a single rating cycle. Linear and nonlinear analyses are used to describe the cues most important in determining overall ratings. In addition, performance rating policy is compared with stated policy for each of 40 raters. [ABSTRACT FROM AUTHOR]

The existence of conflicting organizational goals is a real world problem for most marketing organizations. Yet traditional quantitative techniques, such as linear programming, cannot handle multiple goals in multiple dimensions. This article illustrates how an important new technique, goal programming, can be used to determine the extent to which conflicting goals may be realized simultaneously. INSET: MARKETING MEMO. [ABSTRACT FROM AUTHOR]

The article refers to a corporate will, or plan for executive succession, which can be put into effect immediately when a senior executive or other key personnel dies suddenly or is incapacitated. Executive succession planning can prevent stockholder panic and ensure the continuation and optimal performance of the organization. Public relations in times of crisis includes communication with stockholders, employees, and the public which reassures them that the company and profits are being carefully managed. Succession planning also allows personnel to make new appointments quickly and be able to assist the executive's family.

The article discusses aspects of U.S. corporate planning in the 1960's. A substantial number of leading U.S. firms have established staff units devoted to comprehensive planning which report to the chief executive officer (CEO). These small-sized units with moderate annual budgets engage in preparing both over-all and functional plans. Most of the time spent by planners is with contract work, comprehensive analysis, and supervision. The corporate plan is an analytical statement of longer-range intent and strategy evolving from near-term operating realities. It is expressed in annual increments for the planning period with future years presumed less precise than the immediate future.

The present research tests the concept of style of rule enforcement as a function of the reciprocities multiplier advanced by Alvin W. Gouldner. The analogy is drawn between the reciprocities multiplier and partial reinforcement. The lack of enforcement of bureaucratic rules is considered to be a reward factor for conforming behavior by subordinates and should act to elicit reciprocity from subordinates. Four experimental conditions were established in a laboratory experiment: constant rule enforcement, partial enforcement, no enforcement, and laissez-faire. Group effectiveness was found to be highest under constant and partial enforcement. This is interpreted as a greater propensity to reciprocate superiors actions under partial enforcement and, in general, seems to support Gouldner's hypothesis. [ABSTRACT FROM AUTHOR]

The board of directors is considered as an instrument for dealing with the organization's environment. In a random sample of eighty nonfinancial corporations, elements of board size and composition are shown to be systematically related to factors measuring the organization's requirements for coopting sectors of the environment. Organizations that deviate more from an empirically estimated optimal board structure equation are likely to perform more poorly, compared to industry standards. [ABSTRACT FROM AUTHOR]

The actual career and job orientation attributes of a sample of 150 American businessmen show a high degree of approximation to the typology of upward mobile, indifferent, and ambivalent patterns of accommodations to complex organizations constructed by Robert Presthus. The resulting managerial types might pose a contingency for the appropriate form of organizational governance. [ABSTRACT FROM AUTHOR]