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The article highlights that the general advantages of uniform accounting among hospitals are the same as for business enterprises, namely, comparison of operating efficiency between hospitals and periods of time, and establishment of effective relations with the public served by the institutions. Hospitals are a combination of commercial enterprise and social agency. As a commercial enterprise a hospital may provide services to customers, that is, patients, at prices presumably based upon the costs of the services rendered. As a social agency a hospital may serve a client or customer, regardless of his ability to pay, the costs being met by some other individual or group. This dual aspect of hospital service pervades every problem of administrative practice or public relations. Governmental hospitals are, for the most part, conducted strictly as social agencies with the direct beneficiaries paying none of the costs. Privately owned hospitals, on the other hand, are conducted strictly as commercial enterprises, with the patients paying the full costs including the fixed charges, and with charity provided only by compulsion through the uncollectibility of accounts receivable. The incorporated non-profit hospitals combine both the commercial and social aspects.

Examines the factors contributing to the failure of U.S.-based international business enterprises abroad. Adequacy of experience of managers; Failure to establish effective relations between field managers and parent company management; International orientation of decision-makers.

This article reviews the video recording "Management By Objectives," produced by EMI. Management by Objectives was the first film in the series, produced then by Associated British Path&escute;, subsequently to be taken over by EMI, made in association with The Times Business News and The British Institute of Management. The release of Management Training as the fifth film in the EMI Special Film Unit's series affords an opportunity to look at the contribution this John Humble-inspired set of training packages has made to management. Good results depend on good management and good management means good individual managers. But a good record of effective relations with colleagues must be allied to a good record in terms of practical results achieved within the context of specific targets. The film commentator warns against the dangers of concentrating on personality assessments, promotion as the incentive, looking to training as a ready-made solution; getting on the bandwagon of the fashionable procedure. The film opens with a studio mock-up of a senior management meeting with a commentator pointing out that this is a group working to an overall strategy.

While authority may be delegated, power is a personal thing derived from the individual's own special skills, integrity, and contacts. It is achieved and kept through the user's recognition that he possesses power and his continuing and well-timed use of it, not for purposes of domination, hut to get things done. But, this writer observes, it is a two-way street with its own checks and balances, the greatest of which is the possession by one or many members of a corporation of the means essential to the realization of the goals of others, including the objectives of the organization itself. [ABSTRACT FROM AUTHOR]

Never underrate the power of French unions. Don't be fooled by their apparently scant formal membership, tenuous financing, and violent ideological disagreements, this article based on recent firsthand observations advises. The truth is that unions in France represent and have the support of a large segment of the working force for, under French law, certain key union contracts set industry-wide labor standards to which all employers must adhere. [ABSTRACT FROM AUTHOR]

This paper reports the results of an empirical test of the thesis that an adequate concept of leadership must include the performance of the leader in representing the interests of the group to higher organizational levels and to the organization's clientele. Two indexes were developed and incorporated into a Leader Behavior Description Questionnaire. Data from 872 elementary school teachers describing the behavior of 53 elementary school principals provided tentative support for the hypotheses. [ABSTRACT FROM AUTHOR]

Propositions about the influence of environmental constraints on organizational behavior are rare, but they are essential in administrative science. Behavior depends on the patterns of inputs from the environment to an organization and on the interpretation of these inputs as tasks by members of the organization. A study of two Norwegian firms shows how the autonomy of managerial personnel—their decisions for and against independent action—may be influenced by the structure of the environment, by the accessibility of information about the environment, and by managerial perceptions of the meaning of environmental information. [ABSTRACT FROM AUTHOR]

This study reports one "spin-off" from the basic technology of sensitivity training, which is now widely used for inducing attitudinal and behavioral change in organizations. Changes in attitudes of members of a complex business organization are reported in this paper, and they support the value of the "confrontation design." Similar results have been obtained in other business and government settings. [ABSTRACT FROM AUTHOR]

The article discusses the role of the Tennessee Valley Authority (TVA) in pioneering public service labor relations in the U.S. The board of TVA in the 1930s chose to hire its own construction workers in the building of the Norris and Wheeler Dams. In 1934, the board passed a resolution in which it granted its employees right to organize and bargain collectively. The resolution set the example for federal service and in 1962, Executive Order 10988 or the Employee-Management Cooperation in the Federal Service, was issued.

The article focuses on the initiative undertaken by the U.S. and the Soviet Union towards reaching an accord on arms control. Having advanced nuclear capabilities, both countries have stockpiled the equivalent of 10 tons of high explosive power for every man, woman, and child in the world. Despite America's long and sincere efforts to reach accord with the Soviet Union on the formal terms of an arms limitation agreement, the progress has been far too slow. And the U.S. is placed under pressure to keep its efforts ahead of the rapid advance in armament technology.

The article focuses on the problems of bringing the arms race under control and consequently replace it by progressive disarmament. The international scientific community held its meeting at the Sixth Pugwash Conference in Moscow from November 26 to December 5, 1960. During the convention, several ideas were presented dealing with problems of international cooperation and the resolution of political and ideological conflicts. Most Western scientists left Moscow with the impression that the Soviet scientists are genuinely enthusiastic about an immediate and far-reaching disarmament.

The article discusses Vladimir Mayakovsky's involvement in the efforts to generate support for the art of the young in Russia. The article presents Mayakovsky's correspondences which contain his views on the futurism movement as well as commitment on the cause of the IMO art of the young organization. One of Mayakovsky's works related to his involvement with the IMO was his publication of two books ∣Mystery -Bouffe∣ and ∣The Unsifted Word∣ that were published in celebration of the first year of the October Revolution which is the movement in support of new art.

All the energy and hopes of our people are now directed toward the resolution of the tasks posed by the Twenty-Fourth Party Congress. [ABSTRACT FROM AUTHOR]

Among the broad range of problems posed by the Comprehensive Program of Socialist Economic Integration is the problem of the intensification of the interdependence of internal and for - eign trade prices. "In the establishment of economically substantiated exchange rates or coefficients of national currencies, countries will resolve questions pertaining to the relationship between internal wholesale and foreign trade prices in accordance with their potential and conditions." (1) As the formulation indicates, this problem (1) pertains primarily to the internal national competence of individual socialist countries; and (2) the resolution of the problem is directly coordinated with the action of currency categories. [ABSTRACT FROM AUTHOR]

Focuses on the administration of college staff. Dependence of effective relations between the professor and the administrative officer on the spirit of team-play and a willingness to put oneself in the place of the other man; Need for the administrative officer to remember that the professor is not an institutionally-mined person with business instincts and habits; Duty of the college president to consult his colleagues about matters affecting them.

The following reported research scrutinizes the role of the elemen tary principal in an unusual way. Based on responses to a role norm inventory the authors analyze the difference between the perceptions various groups have of the role of the elementary principal. The data also include the perceptions of the principals as to the views of each of the other groups. In addition to summarizing the basic findings the authors discuss some of the possible implications of the data. This article is a revision of a paper presented at the annual meeting of the NEA Department of the Elementary School Principals, March 22, 1966, Portland, Oregon. [ABSTRACT FROM PUBLISHER]

This article examines educational and psychological testing in professional school level in the U.S. Studies on the measure of educational input suggest that a more sophisticated approach to the incorporation of both test and performance data in selection decisions is required. There is a growing tendency to incorporate various interest, attitude, and personality measures in the admission test batteries of certain professional schools because tests of cognitive attributes have yielded such generally disappointing results. The predictive validity of any instrument depends not only on the validity and reliability of both the predictor and the criterion measures but also on the nature of the environment in which the examinee is expected to function.

Discusses the client-customer relationship between corporate managers and social scientists. Reasons for managers to hire social scientists; Types of services social science research provides to corporations; Chronic problems in the relationship.

The "confrontation technique" has been used successfully in training designs in complex organizations, and this study at once reinforces and extends existing experience. Specifically, what follows is a report on an application of the technique that induced favorable attitudinal changes in the marketing area of a large firm.The similarities of this study with existing ones encompass both design and results. Basically, the design required the exchange of "images" between individuals or organization units. The public sharing of these data apparently reduced the amount of "unfinished business," freed up organization members, and led to favorable attitudinal changes on a variety of before/after comparisons. Thus the study is consistent with a growing major emphasis in the contemporary literature. Numerous observers have cited the necessity and positive consequences of "confronting" in organizations (Davis,:1967; Greiner, 1967, pp. 66-70; Lorsch, 1965, pp. 95-110). Several change agents have successfully varied the basic design of confronting persons in complex organizations with data about how they are seen by some significant others. As in this case, to note one variety of design, the participants may do the actual image building and communicating (Beckhard, 1967; Blake, Mouton, & Sloma, 1965). More or less oppositely, the consultant can play a more active role by interviewing and then synthesizing an image to be communicated to the client system (Argyris, 1962, 1967). A range of variations lies somewhere between these two types (Benedict, Calder, Callahan, Hornstein, & Miles, 1966; Miles, Calder, Hornstein, Callahan, & Schiavo, 1966).Also the design and results of this study are distinguished from other reports in the literature, particularly in four senses. First, the present training experience deals with several functionally related departments. Second, the design encompasses several hierarchical levels down to the first level of field supervision. (Other efforts in the literature tend to deal with two major groups, e.g., labor and management, and apparently with only a few levels of organization toward or at the top.) Third, an unusually wide variety of data was gathered in the present training design. Only gross attitudinal changes in the total population are reported here; i.e., the gross focus here is on changes in how everyone saw everyone else at time, and time2. But the cooperation of the participants permits a range of analysis broader than that of existing reports in the literature. Fourth, the confrontation experience was part of a large and longrange program of organization change. In contrast, existing reports tend to deal with ad hoc efforts. [ABSTRACT FROM PUBLISHER]

Today, public relations (PR) is a crazy-patchwork of ideas and activities. Everybody is talking about PR, but nobody seems to know too much about the meaning of the term. Even workers in the field do not agree on where PR begins and ends, whether it should or should not be a separate activity in a business, or how, when and where it should be applied in an organization. This individual confidence comes in the midst of an astronomical expansion of public relations activities. In every business of any size a new or a considerably enlarged PR department is blossoming. Public relations books and articles, lectures, brochures and pamphlets are rolling from presses in a steadily enlarging stream. Numerous organizations to serve public relations workers have come into being and are thriving. These organizations are setting up groups, producing literature, championing professionalism, ethics and sound practices, and attempting to weld public relations workers into a field with some semblance of order.