The article provides comments from the editor of the last year of the periodical's circulation, from August 1, 1984 to July 31, 1985. The article states that the magazine received 420 manuscripts, 37 percent of which were rejected, and 14 percent of which have been accepted. The author states that the quality of manuscripts is excellent, and that steps have been taken to improve the look of the publication. The article discusses personnel changes in the review board, and states that the editor is looking to gather a consensus of ideas about proper etiquette when submitting work.

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.

Despite the improving economy, consolidation and staff reductions characterize the human resource staffing policies of many firms. Furthermore, economic and demographic pressures indicate that involuntary job loss will be an increasingly common experience for managers and professionals in the coming decade. Based on a synthesis of empirical studies, this paper proposes a model showing factors which may generate career growth from job loss. Organizational strategies are recommended for creative management of this career transition and suggestions are provided to focus future research.

Following a review of literature on the leader-member exchange model of leadership, the model's methodological and theoretical problems are discussed. First, it is argued that leader-member exchange is a multidimensional construct and should be measured accordingly. Second, it is noted that the leader-member exchange developmental process has not been fully explicated. In addressing these problems, a three dimensional conceptualization of the leader-member exchange construct is proposed and a model of the leader-member exchange developmental process is presented.