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This study investigated the relationship between company orientation toward managers' wives and conformity behavior of managers and wives. The findings indicate that managers and their wives are relatively more conforming than the general population. The significantly higher conformity scores of managers may well be due to organizational pressures for conformity. [ABSTRACT FROM AUTHOR]

A search of the literature led to the formulation of some hypotheses that Japanese-American managers in Hawaii may be influenced in their attitudes by their ancestral culture. Empirical research produced findings which suggested that there were some differences in the managerial sample studied that could be attributed to culture. [ABSTRACT FROM AUTHOR]

The purpose of this article is to bring together a summary of research on motivation of scientists and engineers in combination with data from interviews with ten scientists and engineers in a large research and development laboratory. Those interviewed were managers, who functioned on various levels. In order to present this summary, the device of a hypothetical clinical study of one George Engineer was chosen. [ABSTRACT FROM AUTHOR]

The article discusses aspects of leader behavior and work patterns, which were components of a paradigm outlined from a sequence of research made by an Ohio State group in educational, governmental, and business organizations. It mentions studies about work patterns of various labor personnel including staff members, administrators, and executives. It cites the difference in the relationship between group effectiveness and leader behavior dimensions. It highlights the importance on the flexibility in leader behavior. It concludes that supervisors, executives and administrators have work patterns based on organizational behavior research.

Enumerates certain attitudes and ways of thinking which will make executives fail. Treatment of office juniors; Refusal of extra work; Worrying about status; Tardiness on principle; Lack of tack in dealing with people.

Discusses issues about the jobs and responsibilities of line managers and those that hold staff jobs in the U.S. Line managers' reasons for saying that line men cannot be put in a line position; Staff men's reasons for saying that a line man cannot fill the shoes of a staff man.

Compares the personal value systems of union leaders and managers. Impact of values on behavior; Correlations between personal value systems and demographic characteristics; Moralistic values of union leaders; Pragmatic values of managers; Value orientations of higher and lower levels of union leaders.

Describes the four major character types among electronics engineers and their managers. Character of the craftsman who holds on to traditional values; Company man who identifies with the large organization; Gamesman who represent the younger high-technology manager; Jungle fighter who plays a key role in advanced technology.