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These papers from the Midwest History of Education Society's 1973 annual meeting include topics on United States and Japanese education, A. S. Neill, and Ella Flagg Young. The editor's supplement includes two papers on U.S. educational administration. "American Education at the Turn of the Century" (P. A. Graham) urges that research of this period focus less on educational reforms and examine the educational process instead. "The History of the Soka Gakkai Movement and Its Educational Implications" (C. H. Gross) describes the history, the appeal, and the philosophical base of the Soka Gakkai (Value Creation Society) in Japan from 1930 to the present. "A. S. Neill, Summerhill, and the Anarchist Tradition" (J. Kirschner) examines anarchism and traces its influence on Neill's educational philosophy. "National Identity and Education: Symbols and Reality" (N. R. Bernier) is a thought paper on national cohesion through the socialization process. To avoid national disintegration, a national identity is promoted through national symbols that incorporate a collective self-image of an interdependent people. "Ella Flagg Young: Chicago School Superintendent, 1909-1915" (R. V. Donatelli) details the accomplishments of Young. "The Founding of the U.S. Office of Education: A Legislative History" (D. R. Warren) describes the U.S. Congress's debates over H.R. 276 in 1866-67 for the formation of the U.S. Office of Education. "The Iowa Experiment with an Integrated System of Higher Education" (E. Rutkowski) describes the history of the attempted coordination of Iowa's three state universities and their curricula under a state board of control at the turn of the century. The program, the business meeting's minutes, and attendees' list is included. (DJC)

The personalities and negotiating behaviors of samples of Japanese and American managers are compared in this paper. The Japanese managers were found to be more risk-avoiding, more suspicious, and more oriented towards belief in external or environmental control. In negotiations in a standardized bilateral monopoly context, the Japanese buyers and sellers approached equal profits while the American buyers and sellers moved less towards such an equalization. The most striking differences occurred among those managers bargaining in a reactive (or responding) position versus an initiatory one. Here, the Americans consistently reacted more competitively than the Japanese (that is, they yielded less to their opponents). The Americans reached agreement more quickly, but used more bids to do so. These differences are interpreted within a framework of stereotypical Japanese-American attitudes and behaviors. Speculations also are drawn for Japanese managerial practice. [ABSTRACT FROM AUTHOR]

Motivation and its organization determinants in the contemporary Japanese work group are analyzed in this paper. The analysis uses an operational model, developed by James V. Clark,1 that explains motivational behavior based on conditions in the work group's environment. The study compares six environmental conditions in the Japanese work group with their western counterpart: employment security, interaction opportunity, status congruence, type of leadership, perceived contribution opportunity, and the company's supportive role. Conclusions drawn from the study are: (1) that this type of analysis, based on Clark's operational model, offers a systematic and rational explanation for much of the motivational behavior demonstrated in the contemporary Japanese work group; (2) that the Japanese work group appears to operate at the higher need levels and to exist under maximal environmental conditions; (3) that the six environmental factors analyzed represent the "keys" to much of Japan's achievement; and (4) that, while it may be folly to suggest that the west copy the Japanese system, we must begin thinking about how we might emulate their organizational climate. [ABSTRACT FROM AUTHOR]