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This paper deals, with business philosophy and the perception of executives of their responsibility towards owners, employees, customers and the public. The study indicates a changing trend in belief patterns in that more executives believe that business should be responsible to customers, employees, and the public, in addition to stockholders. [ABSTRACT FROM AUTHOR]

This study is concerned with manager's behavior within the international personnel selection decision process. Managers play an active role in the process, and their behavior is influenced by their perception of the job environment, the candidate's qualifications, and the availability of persons qualified to fill the job. [ABSTRACT FROM AUTHOR]

Seven levels of management from five electric utility companies rated eight cases involving infraction of rules by hourly workers on a disciplinary action scale. Higher level managers rated the cases more severely and cases involving safety violations were judged most severely by all managers. Among several demographic and structural variables examined, only number of managerial levels was associated with company differences in ratings. [ABSTRACT FROM AUTHOR]

Ninety days after a human relations training program, little change in attitudes and behavior of managers was observed. Eighteen months later, significant positive changes in attitudes existed in the experimental group; negative changes were observed in the control group. The manager's perception of the organization's climate moderated these findings. [ABSTRACT FROM AUTHOR]

This paper reports on the results of a study of the attitudes of international chief executives toward supervisory values and practices. As such, this paper is part of a larger study of the attitudes of international chief executives toward education and management education, business responsibility, and labor-management relations and supervision. Questionnaires were set to 571 top executives throughout the world to test the role of culture in explaining the attitudinal responses of the responding population. Usable replies were received from 177 top executives (or 31 percent of the sample chosen). Statistically significant differences were found for the five cultural groupings in five of the eight questions dealing with supervisory values and practices. Furthermore, the confidence level was greater than 0.001 in four of the five significant questions. The results were also tested with other demographic characteristics. Only in the cases of (a) ownership of firm by chief executive, and (b) size of company were there significant differences in at least one-half of the questions. The results of the analysis of variance tests supported the hypothesis that culture plays an important role in explaining the differences in attitudinal responses by the chief executives. The value of the findings rests with the need of international firms to recognize the limitations of any universal managerial philosophy at the present time. [ABSTRACT FROM AUTHOR]

The article reports the authors' opinions regarding a criticism of their article "Some Personal and Situational Correlates of Reactions to Management Development Training." The authors' focus on comments made about the purpose and content of management development programs. Possible reasons that executives might have for supporting or opposing management training programs are also discussed.

The author, applying a business simulation technique finds that attitudes of participants and performance results are directly related to the frequency of feedback on performance. These findings are corroborated by a field study of 134 managers in 59 companies. In both instances participants who received fairly frequent reports tended to have better attitudes, better performance and higher levels of aspiration. [ABSTRACT FROM AUTHOR]

Management literature is just beginning to explore in depth the uncertain and amorphous relationships that exist in organizations among people who are not in a direct chain of command. Increasing stress is being placed on the "horizontal" or "diagonal" relationships where no one is clearly "superior" and no one is clearly "subordinate." While the literature manifests increasing interest and attention on these relations, empirical evidence is scarce. The authors have embarked on a long range investigation of several executive positions whose relationships are essentially non-linear. The overall purpose is to get a more accurate picture of the authority-influence status of each of these functional specialists. This initial portion of the study deals with the corporate personnel director. [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 provides information on a survey that explored certain aspects of executive behavior and ineffective supervision. The survey was made by use of a seven-item questionnaire given to a variety of small groups. Characteristics that were most frequently cited involve failure by superiors to recognize and make use of the full capabilities of others, as subordinates viewed these capabilities. Supervisory characteristics mentioned by respondents which, in their view, bred lack of confidence in others included indecisiveness, personal insecurity, emotional immaturity and extreme self-interest.

The theory of participative management has held the spotlight of debate in management literature. This article examines the purposes of participative management and, using different systems and models, discusses its advantages and disadvantages. [ABSTRACT FROM AUTHOR]

The article reports the author's opinions regarding human relations training for middle managers. The author focuses on responding to the article "Human Relations Training for Middle Management: A Field Experiment," by Herbert H. Hand and John W. Slocum, published in the December 1970 issue. Topics of discussion include organizational behavior and the attitude scores of middle managers.

The article discusses the study which examines the differences and similarities among management personnel in terms of their knowledge of traits related to management functions. It says that directing the activities of others is one of the important functions of a managerial personnel, citing the supervision in foremen and head clerks which involves the immediate interpersonal relationships between a manager and workers. It suggests that the management must be able to meet the problems head on to provide an immediate solution and keep its operation functioning and without interruption. Furthermore, the Self Description Inventory is discussed.

The article presents a study which aims to describe an approach to managerial leadership that offers practical and effective ways for fulfillment of individual personal value in the organization and business work objectives. It provides assumptions regarding managerial leadership including values as the main factors in employees' motivation for work, being dynamic of the said value, and then following their own decision that the recommendations of others. It mentions that with the said type of mind frame, people have good chance to be motivated by self-discipline, creativity, and high productivity.

Studies the development of motivational value systems among executives. Outlook difference between aggressive managers and more conservative seniors; Importance of environment in executive motivation; Need for willingness to uproot old patterns.

Advises managers on how to deal with employees' personal problems. Recognition of the fact that compassion is a normal feeling; Need to maintain objectivity; Employees' need to formulate their feelings; Examination of courses of action; Response to conflicts among subordinates.

Presents guidelines on how managers can get positive payoff from criticizing subordinates. Managers' motive for criticizing subordinates; Analysis of the need for criticism; Effective techniques for criticizing.

The purpose of this paper was to review the research literature on the relationship between "Consideration," "Initiating Structure," and organizational criteria. The results show a predominance of low to moderate correlations, but almost all of a concurrent validity nature. There is as yet almost no evidence on the predictive validity of "Consideration" and "Initiating Structure" nor on the kinds of situational moderators which might affect such validity. [ABSTRACT FROM AUTHOR]

The article discusses the changes in work behavior which follow supervisory training. Because the main objective of training is to bring about desirable changes in a trainee's work behavior, any training program that does not result in behavioral changes must be viewed as a failure. The author notes that changes in the knowledge, skills, or attitudes of individual trainees are of little value unless they are reflected in the way these people go about their jobs. The article looks at a series of off-the-job training programs. Some explanation is perhaps in order as to why this form of training should be chosen. Efforts have been made to provide a greater proportion of on-the-job training as a result of criticism towards the course approach to supervisory training.