A Commitment Approach to Management Development

All studies meet the conventional tests of scientific research. For a more thorough treatment of this research, see House R. J. , Management Development: Analysis, Prediction, Design and Measurement (Industrial Relations Research Bureau, University of Michigan, in press).

This literature survey was conducted within the limits of the interlibrary loan system. It is not unlikely that some important studies have been missed through oversight. Consequently, no claim can be made that this review has exhausted the pertinent literature.

See Schien Edgar , “Management Development as a Process of Influence,” Industrial Management Review, I:1 (May 1961), for a detailed description of the influence process as it relates to the development of managers. For a discussion and critique of social influence theories and experiments, see Schien Edgar Schnier Inge Barker Curtis H. , Coercive Persuasion (New York: W. W. Norton and Co., 1961), pp. 241–263.

For an excellent discussion of the requirements and methods of establishing developmental objectives, see Mager Robert F. , Preparing Objectives for Programmed Instruction (San Francisco: Fearon Publishers, 1962).

For a case study which reports the results of such a feedback meeting, see House Robert J. McIntyre John M. , “Management Theory in Practice,” Advanced Management, XXVI (1959).

Allen L. Management and Organization. New York: McGraw-Hill Book Company, 1958.

Buchanan P. C. “Factors Making for Effective Supervisory Training,” Personnel, XXXIV: 55 (1958).

Cassels L. “Eight Steps to Better Training,” Nation's Business, XLIX (March 1961).

Cattell R. B. “New Concepts for Measuring Leadership in Terms of Group Syntality,” Human Relations, IV (1951), 161–184.

Charters W. W. Jr. Newcomb T. M. , “Some Attitudinal Effects of Experimentally Increased Salience of a Membership Group.” In Swanson C. E. Newcomb T. M. Hartley E. L. , eds., Readings in Social Psychology, rev. ed. New York: Henry Holt & Co., Inc., 1952.

Culbertson F. M. “The Modification of an Emotionally-Held Attitude Through Role Playing,” Journal of Abnormal and Social Psychology, LIV (1957).

Eisman H. “Some Observational Measures of Cohosiveness und Their Interrelationship.” Human Relations, XII (1959).

Fleishman E. A. Harris E. Burtt H. , Leadership and Supervision in Industry. Bureau of Educational Research. Monograph 33. Ohio State University, 1955.

Form W. H. Form A. L. , “Unanticipated Results of a Foreman Training Program,” Personnel Journal. XXXII: 6 (1953).

Gruenfeld L. W. “Selection of Executives for a Training Program,” Personnel Psychology, XIV: 4 (1960), 421–431.

Hariton T. Conditions Influencing the Effects of Training Foremen in New Human Relations Principles. Unpublished doctoral dissertation, 1951, Vol. 11. pp. 734–735.

Harrell T. W. Managers' Performance and Personality. Cincinnati, Ohio: Southwestern Publishing Co., 1961.

Hemphill J. K. Group Dimensions: A Manual For Their Measurement. Bureau of Business Research. Ohio State University, 1956.

House R. J. Tosi H. L. Jr. An Experimental Evaluation of a Management Training Program. Unpublished manuscript (mimeographed), 1963.

Katzell R. A. , “Testing a Training Program in Human Relations,” Personnel Psychology. I (1948). 319–329.

Likert R. “Measuring Organizational Performance.” Harvard Business Review, March-April 1958, p. 41.

McClintock C. G. “Personality Syndromes and Attitude Change,” Journal of Personality. XVI (Dec. 1958).

McGeoch J. A. Irion A. L. , The Psychology of Human Learning. New York: Longmans. Green & Co., Inc., 1952.

Mahoney T. A. Jerdee T. H. Nash A. , “Predicting Employee Effectiveness,” Personnel Psychology, XIII: 2 (1960), 147–163.

Manager Development Guide Book I: Managerial Climate of the Organisational Component. General Electric, 1956.

Mann F. C. Studying and Creating Change: A Means to Uuderstanding Social Organization. Industrial Relations Research Association, XII, 1957.

Massel M. Z. “An Audit Method With an Application to Management Programs for Determining Differences of Opinion Within and Between Policy Makers. Policy Implementers, and Policy Receivers.” Unpublished dissertation, Northwestern University, 1958.

Meyer H. Walker W. , “Need for Achievement and Risk Preferences as They Relate to Attitudes Toward Reward Systems and Performance Appraisal.” Journal of Applied Psychology. XLV: 4 (1981).

Meyer H. Walker W. “A Study of Factors Relating to the Effectiveness of a Performance Program,” Personnel Psychology, Autumn 1961, p. 291.

Mowrer O. H. Learning Theory and Personality Dynamics. New York: The Ronald Press Co., 1950.

Neel R. G. Dunn R. E. , “Predicting Success in Supervisory Training Program by Use of Psychological Tests.” Journal of Applied Psychology. XLIV: 5 (1960).

Peak H. Morrison H. W. , “The Acceptance of Information Into Attitude Structure,” Journal of Abnormal and Social Psychology. LVII (1958).

Rosen H. “Managerial Role Interaction: A Study of Three Managerial Levels.” Journal of Applied Psychology. XLV (1961).

SavItt M. A. “Is Management Training Worthwhile?” Personnel. Sept.-Oct. 1957.

Sherman H. “Reducing Grievances Through Supervisory Training.” in Jennings E. E. , ed., Wisconsin Commerce Reports, III: 4 (1952).

Super C. “Reactions to Administrative Change: A Study of Staff Relations in Three British Hospitals,” Human Relations, VIII (1955).

Stodgill R. M. “Personal Factors Associated with Leadership,” Journal of Psychology, XXV (1948).

Sykes A. J. M. “The Effects of a Supervisory Training Course in Changing Supervisors' Perceptions and Expectations of the Role of Management,” Human Relations, XV (1962).

Thistlethwaite D. L. de Haan H. Kamenetzky J. , “The Effects of ‘Directive’ and ‘Nondirective’ Communication Procedures on Attitudes,” Journal of Abnormal and Social Psychology, LI (1955).