A study of Japanese-managed companies in the U.S. and Japan found that their decision-making processes are not much different from American companies. However, an eastern perspective on management and organizational communication emphasizes the value of the subtle arts employed by successful Japanese and American managers alike. (JG)

How companies can respond to the needs of those entering corporate life or moving up the management ladder. (Author)

Contrasts popular myths about managers' duties with the facts, as indicated by various studies of managers and how they function. The author argues that managers often have distorted views of their role, and that they must first recognize what their job really involves in order to perform it effectively. (JG)

Concentrates on the managerial issues involved in computer planning models. Describes what computer planning models are and the process by which managers can increase the likelihood of computer planning models being successful in their organizations. (Author/DN)

Comments on recent literature that reflects the increasing influence of situational thinking on management philosophy. (JF)

Claims that the chief cause of the predicted dearth in managerial talent is "no will to manage." Explores a number of remedial actions that companies can take, such as more selective recruitment, more vigorous weeding out, and more participative management. So far, the most promising approach is formal training to shape managerial motivation.…

Argues that public management differs from private management not just in degree but in quality, so that American business is an inappropriate analogy for evaluating public management. In particular, "purpose,""organization," and "people" have different meaning and significance in public agencies and private businesses. (JG)

Can a single, integrated system be devised to fill all of management's information needs? Only if Superman lends a helping hand. (Author)

Argues that managers need to be skilled at acquiring and using power to do their jobs, and discusses four different types of power they can use to influence others. (JG)

Guidelines from behavioral science theories vs those from experience for effecting managerial style changes. (RA)

Technologically sound administrative control systems may have undesirable results if they are not properly utilized. Before adopting a control system, a manager should consider how well it fits his managerial style, the organizational climate of the organization, the personality of his subordinates, and the goals of the organization. (JG)

Being judged both as women and managers, women managers risk being perceived as ineffective managers or "unwomanly" women. The key to changing perceptions of women in organizations is a critical mass of women at senior levels, redefining management along less gender-specific lines. (SK)

Current plotting techniques offer new ways for decisionmakers to look at data via graphs, pictures, maps, and 3-D models. (Author)

This interview with the chief executive of Donnelly Mirrors, Inc. explains the basis of the company's leadership in participative management and discusses why it is more successful than traditional authority-based management styles. (Author/JG)