Knowledge that Transforms
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The practice of management training in large scale retailing
Actual practice in management training does not match up to what retailing executives agree is theoretically good for the firm.
The business organization, environment, and T‐group training: A new viewpoint
T‐Group training tends to be more effective in certain organizations facing dynamic environments than in other organizations facing stable environments; contingency theory, whose chief spokesmen are Paul Lawrence and Jay Lorsch, helps to explain why training has met with varying degrees of success.
Collective bargaining and consensus: The potential of a laboratory training input
If collective bargaining is a form of conflict resolution, why hasn't laboratory training been used in negotiations, creating conditions of trust and providing consensus solutions to management‐union problems?
Insubordination because of fear: A survey of arbitral findings
The promotion illusion an investigation of the promotability of executives based on an analysis of both self‐ratings and superior ratings
Role clarity, communication, and conflict:
A study of the extent of agreement among workers, supervisors, and managers about role sets, supervisory climate, and patterns of influence.
The assessment center technique: A validation study
It may be that an assessment center predicts potential for higher level management even better than performance at the first level of supervision.
The college graduate and his first job
To determine MBA graduates' subjective responses to their first jobs and the areas of their greatest dissatisfactions, the authors queried a group about ten factors: advancement opportunity, challenging work, responsibility, salary, supervision, location, job prestige, training programs, fringe benefits, and security.