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During the past two decades the Federal Government has become involved in programs for training, education, health, business, and housing, focusing on a variety of disadvantaged groups. Few programs have been specifically aimed at or involved a significant number of Asian-Americans. This probably reflects the traditions of social responsibility within this group, but it is also true that this group has been overlooked by the government. Programs are now getting underway aimed specifically at their needs, and they have now recognized that there is no stigma attached to involvement in Government programs. A task force has been established to develop recommendations concerning education and training for minority business enterprise. Since the Asian-American response to poverty, discrimination, and ethnic visibility has been the development of small business ownership, this entrepreneurial spirit must be kept alive and allowed to expand into areas from which it was once excluded. The task force concluded that this is possible and has proposed eight areas where federally assisted education and training could be used. (SA)

This paper is a combination of research in the behavioral sciences and administrative behavior, concerning the realm of change in village culture. The findings have been formulated in terms of a case study because the research lends itself admirably to such a format, anthropologists have been interested in case studies,[1] and, innovation follows certain patterns[2] which may be conveniently and usefully traced in the format of a case. The central theme reflects a theoretical treatment of an important, though often neglected view--that culture strongly affects the activities o f business administration. Many authors seem to recognize this phenomena; Pfiffner and Sherwood have treated the subject in some detail. They state that cultural awareness gives management better understanding, ability to predict behavior, vicarious experience, and aid in facilitating change.[3] Few writers, however, have exemplified this through research studies. The following research study makes specific examination of the various characteristics of village culture in general, anal particularly in India, and their effects on the management of an enterprise. [ABSTRACT FROM AUTHOR]

This article examines the theory and literature of strategy-making in management research. It states that there is little empirical research on the subject. It claims that the strategy-making theory falls into three modes: the planning mode, where strategy-making is depicted as a systematic, neatly integrated process; the adaptive mode, characterized by incremental, disjointed steps in reaction to external pressures; and the entrepreneurial mode, in which the powerful strategy-maker takes bold, positive steps in the face of uncertainty. It states that there has been little attempt either to address the contradictions among these three modes or to subject these abstract depictions of the strategy-making process to empirical research.

The article presents a panel discussion on the post-merger integration of acquiring and acquired firms. The panel discussion was lead by Bill Wolfe and included Irvin Grossack of Indiana University, Paul Zivkovitch of Whittaker Corporation, O.J. Krasner of North American Rockwell, and M. Mead Montgomery of McKinsey & Co. The article addresses some of the issues that confront newly merged companies: synergy and integration, what to do with the entrepreneur of the acquired company, sharing of knowledge across newly affiliated companies, the sources of performance fluctuation, and personnel issues.