The considerable attention devoted to individual self-influence processes in organizations has been limited to scope, focusing primarily on self-management that facilitates behaviors that are not naturally motivating and that meet externally anchored standards. In this paper, individual self-control systems are viewed as the central control mechanisms within organizations. An expanded “self-leadership” view is developed that includes (a) self-imposed strategies for managing performance of tasks of low intrinsic motivational potential and (b) self-influence that capitalizes on the “natural”/intrinsic motivational value of task activity. Implications for theory and practice are addressed.

The article reviews the book ?Novations: Strategies for Career Management,? by Gene Dalton and Paul Thompson.

This article introduces a special book review section on management classics. The section reviews: “Scientific Management,” by Frederick W. Taylor, “The Writings of the Gilbreths,” edited by William R. Spriegel and Clark E. Myers, “Dynamic Administration: The Collected Works of Mary Parker Follett,” edited by Henry C. Metcalf and L. Urwick, “General and Industrial Management,” by Henri Fayol, “The Functions of the Executive,” by Chester I. Barnard, and “Management and the Worker,” by F.J. Roethlisberger and William J. Dickson.

The article reviews the book ?Scientific Management,? by Frederick Winslow Taylor.

The article reviews several books pertaining to management including “Principles of Management,” 2nd ed., by L. E. Boone and D. L. Kurtz, “Principles of Modern Management: Functions and Systems,” 2nd ed., by S. C. Certo, and “Management,” by R. W. Griffin.

This paper examines why group norms are enforced and how group norms develop. It is argued here that groups are likely to bring under normative control only those behaviors that ensure group survival, increase the predictability of group members' behavior, avoid embarrassing interpersonal situations, or give expression to the group's central values. Group norms develop through explicit statements by supervisors or co-workers, critical events in the group's history, primacy, or carry-over behaviors from past situations.

A facet design describing the theoretical and empirical interrelationships among five forms of work commitment (Protestant work ethic, career salience, job involvement/work as a central life interest, organizational commitment, and union commitment) is presented. The analysis reveals that these concepts are partially redundant and insufficiently distinct to warrent continued separation. Suggestions for advancing the study of work commitment are rendered.

This paper relates the project planning process and implementation. An implementation approach is determined by the manager's choice of power bases to be applied and techniques to be used lo enhance the prospects of plan adoption. Sixteen planning environments are defined by the degree of centralization, amount of complexity, type of production, and emphasis on efficiency. A framework is proposed that suggests an implementation approach for each of the environments.

A typology of leadership research utilizing an attributional paradigm is presented. Studies are typed according to three pertinent questions: (1) What is to be studied? (2) Whom do you ask? and (3) What is the purpose of the research? The typology reveals that most of the research using the attribution paradigm is descriptive rather than prescriptive. Moreover, there is a serious lack of prescriptive-process research. Future research matching superior and subordinate attributional tendencies is suggested.