Utility theory is interested in people's preferences or values and with assumptions about a person's preferences that enable them to be represented in numerically useful ways. The first two sections of this paper say more about what utility is, why people are interested in it, and how it is interpreted and used in the management and behavioral sciences. The third section summarizes a number of utility theories: it may be used either as a concluding overview of the range and variety of utility theories or as a bridge to the final sections. The final eight sections comprise a semi-technical survey of particular theories for readers interested in greater depth.

The article discusses corporate giving as support of endowed professorships; the author uses examples of news announcements to argue points regarding the practice. The author gives four examples of corporate giving, such as a 1967 endowment of $2 million from the American Association of Advertising Agencies to establish advertising chairs in business schools. The article states that these acts of giving indicate that setting up endowed professorships can be as noble an action as endowing a new classroom or building a new stadium, and that it proves that realism exists in academia. The author argues that the management industry has an opportunity to improve education for business students, therefore benefiting the industry itself, by continuing to provide professorship endowments.

Abstract A graduate seminar conducted by several prominent accountants invited from industry, government, and public accounting has proved to be a worthwhile addition to the curricula at the University of Missouri, Columbia, Missouri. Time is also allotted for private student consultations. Students participate in the course by responding to and questioning the discussion leader, by summarizing the informal discussions for publication and by writing technical papers on related topics. Development of abilities to recognize; define, and analyze current accounting problems is an important part of any graduate program in accounting. The ability to write clearly, logically and forcibly comes mainly from disciplined practice under the guidance of a critical audience. While many courses in the accounting curriculum may offer the opportunity to practice writing, all too few provide critical guidance to point the way for improvement. The success of the program depends to a large degree upon the calibre of the guest speakers and the novelty and significance of the message they have to deliver.

Introduction, 349. — Objectivity or maximization? 351. — Goals and their sources, 353. — Goals and instruments, 357. — Sources of influence, 365. — Maximizing effectiveness of advice, 369. — Analytical approaches, 375.

Parts I and II of this paper have described a new theory for the analysis of games with incomplete information. Two cases have been distinguished: consistent games in which there exists some basic probability distribution from which the players' subjective probability distributions can be derived as conditional probability distributions; and inconsistent games in which no such basic probability distribution exists. Part III will now show that in consistent games, where a basic probability distribution exists, it is essentially unique. It will also be argued that, in the absence of special reasons to the contrary, one should try to analyze any given game situation with incomplete information in terms of a consistent-game model. However, it will be shown that our theory can be extended also to inconsistent games, in case the situation does require the use of an inconsistent-game model.

Taxonomy is viewed as a means of assisting in the development of a unified theory of management and achievement of the status of a true science. A preliminary framework is suggested in the form of a taxonomic matrix patterned after the Periodic Table.

The article presents an obituary for Bernard Kilgore, chairman of the Dow Jones Co.

I. Introduction, 403. — II. Demand equations and evidence for acceleration, 404. — III. The nonstochastic case: no oscillations without acceleration, 406. — IV. Autocovariances of a linear stochastic system, 408. — V. Spectral densities of a linear stochastic system, 411. —VI. Conclusions, 417.