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The London School of Economics have, since 1959, studied the jobs of supervisors in a number of plants to demonstrate their range and variety and the relation of supervisory systems to technology. A previous article (see below) on the first part of the research argued that there was no straightforward relationship between the two, but that organizational and human factors could also greatly determine supervisory jobs. This paper describes the last part of the research which was devoted to a far deeper and more detailed analysis of supervisory jobs in one large firm in an attempt to find more concrete evidence of different influences on supervisory jobs. The results show that the nature of the product, the technical situation, the factory organization, the supervisory training programme and the supervisor's personality all affected both his behaviour and the demands made on him. A supervisor was seen to be reacting to a continuous succession of pressures, some of which ran counter to others. The relative weighting of these against each other, as well as the supervisor's personality, affected the way in which he behaved as well as the subsequent demands made on his job. [ABSTRACT FROM AUTHOR]