S an F ern ando Val l ey S t at e Co l lege
A STUDY OF THE RELATI ONSHI P OF THE F I ELDS OF
MANAGEMENT TO THE AREA AND LEVELS OF
EDUCA T I ON AND F I ELDS OF
WORK EXPER IENCE
A t he s i s subm i t t ed i n p ar t i al s at i s fac t ion o f t h e
r e qu i r ement s fo r t h e d e g r e e o f Mas t er o f S c i en c e i n
Bu s in e s s Admi n i s t r a t ion
by
Thbmas J. Bal l
June ,
1968
APPROVED by thesis committee
TABLE OF CONTENTS
P age
LIST OF TABLES
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ABS TRACT .
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viii
Ch ap t e r
I.
PURPOS E OF THE S I S
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Why Th i s Subj e c t
Obj e c t i ve s o f Th e s i s
II.
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METHOD OF GATHERING INFORMATI ON
Re ference Document s
Opi n ion s o f Pro fe s s i o na l s
R e ader Ut i l i z at i on o f Th e s i s
I n form at ion
III .
OBSERVATIONS DERI VED FROM WORLD WHO'S
WHO I N COMMERCE AND INDUS TRY
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R e l a t ionship o f F i e l ds o f Management
to Edu c a t i on
Rel at ionsh ip o f F i e l ds o f Management
to F i e l ds o f Work Exp e r i e n c e
S i gni fi c ance o f R e l at ionsh i p s o f
F i e l d s o f Man agement t o E du c a t ion
and Work Exper i en c e
IV.
OBS ERVAT I ONS DERI VED FROM THE B I G
BUS INE S S EXECUT I VE
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Rel at ionship o f Fi e l d s o f Man agement
to Edu c at ion
S i gn i fi c ance o f R e l at i o n sh ip s o f
Fi elds o f Managemen t t o Educ a t ion
V.
OBS ERVATIONS DER IVED FROM BUS INE S S WEEK
SAMPLE .
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S i gn i fi c ance o f F i e l d o f Management
and Exp e r i en c e
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P age
Chap t er
S igni f i c an c e o f Educat ion L ev e l
a n d F i e ld
S i gn i f i c an c e o f Age of Execu t i ve s
VI .
OPINI ONS EXPRESSED BY PROFE S S I ONALS .
S ign i fi c an c e o f
S i gni fi c an c e o f
S i gn i f i c ance o f
Ch ar ac t er i s t i c s
D e t ermined
VI I .
CONCLUS I ONS
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Edu c a ti o n
Tr a i ni n g
D r i ve
C annot b e
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Summary o f R e l a t ion ships o f F i e ld
o f Man agement to Edu c a t ion and
Work Exp e r i en c e
S t a t e o f Concl u s ion s
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B IBL IOGRAPHY .
APPEND I CES
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L I S T OF TABLES
P ag e
Table
1.
Edu c a t i o n F i e l d by F i e l d o f Management
24
2.
Level of " H i gh e r" E ducat ion by Field
o f Managemen t .
26
3.
L evel o f " Hi gh e r " E du c a t i on by
Edu c a t ion F i e l d .
27
Years o f Work Exper i en c e i n F i e l d
o f Managemen t .
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Hal f o f Years o f Exper i en c e i n
F i e l d o f Management
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Academ i c Degre e s o f Big Bu s in e s s
Execu t i v e s
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Big Bu s in e s s Execu t i ve s E v a l u a t e
Th e i r E du c a t ion .
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Edu c a t io n o f B i g Bus ines s Execut iv e s
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Edu c a t i o n o f B i g Bus in e s s Execut ive s :
Comp a r e d Wi th The i r Cont empo r ar i e s
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Edu c a t ion o f B i g Bu s in e s s Execu t i ves 1 9 6 4 .
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11 .
Edu c a t i o n a l Background o f Techn i c a l
and Non t e ch n i c a l Execu t i ve s .
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12.
Fi e l d o f Managemen t o f Execu t ives .
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Edu c a t ion F i e l d o f Execu t i ve s .
14 .
Educat ion L evel o f Execu t i ve s
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Age o f Execu t i ves
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Fi r s t l e t t e r r e que s t ing que s t ionn a i r e
i n format i on
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Qu e s t ionn a i r e for f i r s t l e t t e r
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P age
Table
18 .
S econd l e t t er requ e s t i n g qu e s t i o n­
naire i n format ion .
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19 .
Que s t i onnaire for s e cond l e t t er
20 .
Educ a t i on F i el d by F i e l d o f
Management - Tabu l a t ion
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Level o f " H i gh er" E du c a t i o n by
Fi e l d o f Man agement .
Tabu l at ion
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87
22 .
L evel o f " Hi gh er " E du c at ion by
Edu c at i on Fi e l d - T abulat ion
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Ye ar s of Work Exper i en c e i n
F i e l d o f Management Tabu l at ion
89
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Ac adem i c Degr ee s o f Big Bus i ne s s
Execut i ve s - P ercent ag e
D i s t r ibu t ion
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90
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Evalu a t ion o f S c i e n t i f i c, Techn i c a l or
Pro fes s io n al Tr a in i ng By Tech n i c al
and Non t echn i c a l Execut i ves - 1 96 4
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26 .
27 .
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E duc at ion o f Big Bu s in e s s Execut iv e s
P erc ent age D i s tr ibu t ion . .
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Comp ar i son o f Propor t ion o f
Execu t i ve s Wi th Some C o l l ege
E du c a t ion and Propor t i on o f
To t al Mal e Popu l a t ion . . . .
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E du c a t ion o f Big Bu s i nes s Exe c u t ives
1 9 64
Tabu l at ion .
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29 .
3 0o
Compar i s on o f Tech n i c a l and
Non t echn i c a l Execu t i ve s :
E du c at i onal Backgr ound .
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F i e l d o f Man agement o f Execu t i ve s Tabu l ation . .
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92
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95
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T ab l e
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P age
Educ ation Fie l d o f Executives Tabu l at ion
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Edu c ation L evel o f Executives Tabu l a tion
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Age o f Executives - T abu l a tion
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ABSTRACT
A STUDY OF THE RELATI ONSHIP OF THE F IELDS OF
MANAGEMENT TO THE AREA AND LEVELS OF
EDUCAT I ON AND F IELDS OF
WORK EXPER IENCE
by
Thomas J . Ball
Mas t er of S c i en c e i n Bu s i n e s s Admi n i s t r a t i on
June, 1 96 8
Th i s t h e s i s pre s en t s a s tudy t o d e t ermine t h e
r e l at ion s h ip o f t h e f i e l d s o f m anagement t o th e are a a n d
l evel o f edu c a t ion a n d fi e l ds o f work exper i enc e .
Th i s
s tudy p r e s en t s fou r inve s t igat ions wh i ch w e r e condu c t e d
t o de t e rmine t h e r e l a t ionsh ips between m an agement oc cupa­
t ions and the s ub j e ct , cont ent and l e v e l o f educ a t ion .
One inves t ig a t i on i s b a s ed on a r e v i ew o f t h e
b i ogr aph i c a l dat a from Wo r l d Who ' s Who i n Comme r c e and
Indu s t ry .
I t summ ar i z e s t h e r e l a t ionship s o f the
biogr aph i e s fo r execu t i ve s aged f i f ty-five o r younger
who ar e r e s i d en t s o f the Uni t ed S t a t e s and are from
m anu fac turing o r i en t ed i n du s t r i es .
The s econd i n ve s t igat i on i s bas ed on t h e repo r t
Th e Big Bu s i ne s s Execu t i ve wh i ch was repor t ed in a s t u dy
conduc t ed by S c i en t i f i c American .
viii
Th i s s e c t i on pr e s e n t s
the r e l at ionship s o f th e f i e ld s o f man agement to edu c a­
t ion and wo rk exper i en c e .
The t h i r d i nves t i g a t ion i s b a s e d on a review o f
biogr aph i e s s e t fo rth i n Wor l d Who's Who i n Commerce and
I ndu s t ry , b u t t h e b i ogr aph i e s were s e l ec t ed from th e
Bu s in e s s Week mag a z i n e s ummary o f s al ar i e s o f top execu­
t i ve s as del i n e a t e d in t h e May 2 0 , 1 9 6 1 and May 2 0 , 1 9 6 7
i ssues .
Th i s s e c t ion provides a comp a r i son b e tween th e
edu c a t ional and wo rk exp e r i en c e b ackground a t the two
di fferent t imes of r e fe r e n c e .
The l a s t i nves t ig a t i o n provides a s e l e c t ion o f
opi n i o n s a s exp r e s s ed by bu s i n e s s and edu c a t ional
p ro fe s s io n al s .
Th e opi n ions i nc lude point s o f v i ew
r egar d i ng the s i gn i fi c an c e o f edu c at i on,
t r ai ning,
and
p e rsonal dri ve , and the po s i t i o n t h a t cha r a c t eri s t i c s
o f a " s u c c e s s fu l " execu t i ve c annot b e d e t ermined .
Th e final ch ap t e r o f t h i s th e s i s s ummar i z e s t h e
r e l at i o n s h ips e s t ab l i shed and s e t s fo r t h the resu l t i ng
conclu s ions .
lX
CHAPTER I
PURP OSE OF THES I S
Why Th i s S ubjec t ?
The subj e c t fo r th i s th e s i s w a s evolved by f i r s t
e s t abl i sh i ng a s e t o f r equ i r emen t s f o r t h e s ub j e c t and
then s e l ec t ing the s ub j e c t agains t t h i s s e t o f r equ ire­
ment s .
The requ i r ements or gui de l in e s e s t ab l i shed a s
a ba s i s for s e l e c t i o n were :
1.
The s ub j e c t mu s t be o f s igni f i c an c e to the
f i e ld o f bu s in e s s .
2.
Th e subj ec t mu s t be r e l a t i vely un s e t t l ed o r
con t ro ve r s i al .
3.
Opi n i o n s r egard i ng th e s ubje c t mu s t be o f
sign i f i c ance .
4.
Reso l u t ion o f the que s t ion do e s not need t o
be abs o lu t e or d e f i n e d by po s i t i v e con­
clus i on s .
5.
Th e s ub j e c t mu s t add t o t h e gener al know l e dge
o f th e f i e l d o f bu s i n e s s .
A ft er the gui de l ines we r e e s t ab l i s h ed , numerous
s ign i fi c ant qu e s t i o n s match i n g th e proper pat t e rn w e r e
c ons i d e r e d .
Th e qu e s tion o f th e r e l a t io n s h ip o f edu c a t ion
and work exper i enc e to the s u c c e s s and fi e l d of succ e s s
1
was s e l e c t ed as an appropr i at e s ub j e c t .
A d e t e rm i n at ion o f the r e a l e f fe c t th e a r e a and
l evel o f edu c a t io n h ave upon th e a t t ai nmen t o f car eer
ob j ec t i ve s and execu t i ve po s i t io n s h as c au se d concern
amon g s tudent s , p e r sonnel and managem e n t development
m an ag e r s ,
and e du cato r s .
Th e wide v ar i at ion i n the
confidence l evel compan i e s have r eg a r d i ng sys t ems
u t i l i z e d to p r ed i c t the r e l at ion s h ip b e tween fi elds o f
man agemen t ,
e du c a t ion, and execu t i v e s u c c e s s h a s r e-
s u l t ed i n w i d e v ar i a t i o n s i n t h e c r e d e n c e var iou s
c ompan i e s p l a c e o n evalu a t i on o f e du c at ional and exp e ri en c e ba ckground s .
The i mpo r t ance o f det e rm i n i n g the r e l at ion s h ip
o f th e s e f a c t or s from a company s t andpo i n t i s d i s cu s s ed
by Thoma s M ahoney :
The s igni fi c ance o f th e s e s tu d i e s appears fi r s t
i n t h e i de n t i fi c at ion o f p r e d i c to r s o f manager i a l
e f fe c t i ve n e s s whi ch a re va l id i n a w i d e v a r i ety o f
s i tu a t i on s .
Thi s f i n d i ng sugg e s t s th a t t h ere i s a
p h enomenon o f g ener a l m an ager i al e f fec t iven e s s wh i ch
c an be i dent i fi ed and p r e di ct e d r e g ar d l e s s o f th e
sp e c i f i c a s s i gnment o f a man age r .
Findings o f th e s e
a n d s im i l ar s tudi e s a r e appl i c ab l e i n predic t i ng
man ager i a l e ffect iven e s s i n v a r i ed comp an i es and
i ndu s t r i e s .
Fu r thermo r e , findings o f the s e s tu d i e s
are avail abl e fo r immedi a t e app l i ca t i on w i th i n
Th e p r edi c t i on s y s t em
i nd i v i du al organ i z at ion s .
developed i n th e Minne s o t a s tu d i e s c an be app l i e d
di r e c t ly by s m a l l organ i z at io n s and w i t h th e n e c e s ­
s ary r es ou r c e s and fac i li t i e s th e s e comp a n i e s c an
u s e t h e s e r esults -as- a -ba sis for-- re f i n ement and
developme n t of an improved s ys t em spec i fi c to th e i r
s i tu a t io n s .
Fur th e r s tudi es o f th i s typ e and
con t i nu e d r e f i n emen t o f pr edi c t i on sys t ems speci f i c
to i ndi v i du a l s i t u a t ions should con s i d e r ab l y improve
our abi l i t y t o i den t i fy management po t en t i al and to
u t i l i z e it mos t e f fe c t ively in devel opment of the
man agemen t t eam . l
Th e s igni fic an c e o f det ermining t h e r e l at ionsh ip
o f t h e s e fac t o r s from t h e s t andpoint o f i n d i v i du a l s
shou l d n o t be underes t imat ed .
Many s tuden t s,
trainees,
and mana g e r s p l an th e i r edu c a t i on a nd work exper i en c e
pro gr am s b a s e d o n th e i r own eval u at ion o f th e ext ent
t o whi ch t h e s e exp e r i enc e s wi l l suppor t t h e i r p e r s o n a l
go a l s f o r a dvancem en t .
Th e p e r s o n a l a sp e c t o f deve l op-
men t i s d i s c u s s ed by B l ack and For d :
No o n e
·O f cou r s e, s e l f- developmen t i s p e r s o n a l .
method i s b e s t for eve rybody .
Bu t you s e l ec t the one
b e s t s u i t ed t o your needs .
Perhap s you g o t o out s id e
c l as s e s o r p l an a r e ading progr am .
P o s s ibly you
s tu dy th e p r ac t i c e s of you r bo s s and ask h i s adv i c e
I t do e s n ' t m a t t e r wh at you do s o
and gui d anc e .
long as you get r e s ul t s .
·
Howeve r, t o g e t r e sul t s qui ckly a n d e f fec t ively
you n ee d a sys t emat i c p l an .
Otherw i s e you ' r e o f f
i n a l l d i r e c t i o n s and apt t o wind up l ik e the man
who spe n t th e w i n t er bu i l d i ng a bo a t i n h i s c e l l ar
o n l y to d i s cover h e h ad forgo t t en t o m e a s u r e th e
w i d th o f th e bas em en t door . 2
Th e s ign i fi ca n c e o f the indivi du a l ' s p l an o f
act ion t o t h e s u c c e s s and achi evem e n t o f h i s goa l s i s
1
Thom a s A . Mahoney ,
( New Jer s ey : P r en t i c e-Hal l ,
2
Bui l di ng Th e Execu t i ve T e am
I n c . , 1 9 6 1 ) , pp . 2 0 9- 2 1 0 .
Jame s M . Bl ack and Gr eg B . Ford, Fron t-L i n e
Man agemen t ( New York, Toron to and London : Mc G r aw-H i l l
Book Co . , 1 9 6 3 ) , p . 2 0 7 .
di s cu s s ed i n th e book , Exe cut i ve Sk ills:
In the l i gh t of th i s contro ver s y , the young man
or woman s e ek i n g an execu t i ve c ar eer , or h i s po t e nt i al
Should th e would-b e execu t i ve
employer , m ay ask:
For
s ign up for E n g i n e e r i n g o r E ngl i sh L i t er a tur e ?
Bu s in e s s Adm i ni s t r a t io n or H i s t ory?
Should the
recru i t er s e ek out th e S c i ence ma j or or the Human i t i es
B e c au s e the mi s t ak e s made i n s uch c ho i c es
gr adu a t e ?
are not apt to b e reveale d to th e u n fo r t u n a t e v i c t im
fo r two decade s , adv i c e mus t be we ighed c ar e fully . 3
Dec i s io n s regarding the i n fluen c e edu c at i o n h a s
o n management t r a i n i n g a n d s el e c t ion a n d v i c e ver s a will
cert a i nly i n flu enc e fut u r e edu c a t ional curri cula .
P e ckh am
di s cu s s ed th i s at some length :
I t i s , th en , i mposs ible and undes i r able to
choo s e the s ub j e c t s and direct the t ea ch i n g i n s u ch
a way that the p rogr am will have an immed i a t e ,
obviou s , and u s e ful r elat i o n ship t o bus i n e s s .
Th i s
do e s not mean th at non e o f th e sub j e c t s a n d me thod s
o f t e ach i ng will b e u s e ful i n bus i n e s s , p r e s ent and
I n fac t , i t would
fu tu r e .
A g r e a t m any will b e .
be almo s t impo s s ible to choo s e a s ub j ect for wh ich
some connect ion to s ome bu s i ne s s do e s no t exi s t .
Bu t the con n e c t i o n i n any s ub j e c t b etwe e n i t s bu s in e s s
aspect and i t s human i s t i c o r s cholarly aspect i s
r emo t e and i nd i re c t .
I t i s much e a s i e r t o find a
conn e c t ion between th e bu s i n e s s approa ch t o expe r i en c e
and t h e hum an i s t i c appro ach , as gener al m ethods o f
organi z ing exper i en c e , t h an i t i s t o find such a con­
nect ion in any spe c i f i c a r e a of expe r i en c e .
Th e
po s s i ble bu s i n e s s valu e o f cour s e , th en , i s not
elimin a t ed .
R ath e r , bus in e s s valu e a s a p r i n c iple o f
I t i s a nega t i ve p r i n c iple .
s elec t i on c annot b e u s e d .
Th e next problem i s t o con s i de r wh e t her or no t
the t ypi cal huma n i t i e s progr am o f the p r e s ent-day
univer s i ty needs adap t a t i on and revampi n g , both i n
method and s ub j ec t , for t h e p r e s en t purpo s e .
It
m ay b e s ai d a t o n c e th at , i n both r e spect s , lib e r al
•
•
•
3
Roger Bellow s , Thoma s T . Gils o n , and George s.
Odiorne , Execu t i ve Skills ( New Jers ey : P r en t i c e-Hall
I nc . , 1 9 6 2 ) , p . 1 8 7 .
a r t s programs , a s they a r e curren tly a dm i n i s t ered ,
n e e d such r ework i n g . 4
Th ere i s li t tle doubt a s to t h e impor t an c e o f
e s t abli sh i n g th e relat ion s h ip o f th e e f fe c t i v e n e s s o f
manage r s t o edu c at ion and wo rk exp e r i e nc e .
Th e importance o f good manager s i s s e t fo r th i n
th e following quot at ion from Man age magaz i n e:
The fi r s t t h i n g t h a t m an a g e r s i n an expandi ng
o r g an i z a t i o n mu s t r eal i z e i s th a t corpo r a t e t rend s
h appen a s a di r e c t r e s ult o f pe�son n el t r ends .
And
th a t means a personal and dyn ami c cont r ibut ion by
e ach manager in each p a r t of th e comp a ny ' s func t ion s .
Wh e n p rodu c t io n shows s i gn s o f b ecom i n g mor e orderly ,
swi nging with a be t t er rhythm , th e re i s n o mys t iqu e
abou t t h i s ; i t i s not some t h i ng wh i ch " h appens " o n
i t s own .
I t i s a dir e c t r ea c t ion to t h e a c t i on o f
the group o f people i n managemen t who h ave become
mor e famili ar w i th men , money and mat e r i als-- and
who h ave i n fect ed t h e i r employe e s w i th th i s con fident
lead e r s h ip . S
Th e prope r s ele c t i on o f managers c an very e a s ily det erm i n e the s u c c e s s of any comm e r c i al con c e rn and the
impor t an c e of prope r sele c t i on e s t abl i sh e s th e import ance
of th e conclu s ion s t o be d eveloped in thi s Th e s i s .
Having d i s cu s s ed t h e impo r t a n c e o f a s c e r t aining
the r elat ionship of fac t o r s wh ich a f f e c t the s elec t i on
o f man agers the next po i n t t o b e d i s c u s s ed i s th e doubt
4Mor s e Peckh am , Human i s t i c E du c at i o n for Bu s in e s s
Execu t i ve s ( Philadelph i a: Un i ve r s i ty o f Pennsylvani a
P r e s s, 1 960} , pp . 4 4 and 4 8 .
5
Rod e r i ck Wilki n s on , " Corpo r a t e Growth i s
P e r s onal Growth," Man aqe Maga z i n e ( Novembe r-December ,
1 9 64} , p . 1 7 .
regarding the corr e l a t i on o f educat i on and work exper i ence
to f i e l d s of managemen t .
Th e un s e t t l e d n ature of the
qu e s t i o n has been d i s cu s s ed by v a r i o u s peop l e .
Lap i de s ,
Albert
a fellow s t udent at S an Fernando S t a t e Co l l ege ,
i n a book r eport on Men Who Man age , by Mel v i l l e Dal ton ,
no t ed t h a t n o t h i ng h a s yet app e ared on th e s c ene to make
the det ermi n a t ion o f abi l i ty obj ect i ve.
R a th er , he s t a t es
t h at men a r e promo t ed by thei r s t an d i ng w i th i n a c l i que ,
by th e i r i n t errel at ionships t o other c l i qu e s , by the i r
own per sonal i t i e s , by the i r abi l i t i e s ,
and b y th e
manager i al comprom i s e s made i n th e i r d i r e c t i o n .
Dal ton
mak e s i t qu i t e c l e ar th at h e bel i eve s th a t re gardl e s s
o f t h e obj e c t i ve t e chn i qu e s
( i ncluding t e s t s ) u s e d i n
any promo t ional s ch eme th ere i s l i t t l e r e a l ob j ec t i v i ty .
Manag e r s can d e c i d e wh o they want and t h en find a
r a t i o n a l e to prove th ems elves r i gh t .
Th e value o f vari ou s typ e s o f edu c a t ion w a s
d i s cu s s ed by Roger Bellows:
A r e l a t ed que s t ion , wh i ch is c u r r en t l y being
deb a t ed , is th e k i nd of educ at ion wh ich is mo s t
va l u abl e fo r an execut ive .
A move exi s t s towar d
emph as i s on th e l iberal a r t s as a b a ckground fo r
the g e n e r al i s t , who i s adm i t t edly the man requ i r e d
fo r top po s i t i o n s .
Howeve r , obs ervat i on o f
gradu a t e s o f t h e l iberal a r t s c u r r i c u l a i nd i c a t e s
t h a t s o ft n e s s a n d fal s e expe c t a t i o n s a r e o ft en the
produ c t r ather than the d i s c ip l i n e d m i nd and th e doer
ne eded by bu s in e s s .
Eng i n e e r i n g and pro fe s s ional
bu s in e s s curri cul a will cont inue to co n t r ibu t e a
l arge number o f tomorrow ' s bu s i ne s s l e ade r s . 6
6
Bellows , p . 1 8 9 .
Th e follow i n g hypoth e s i s was fin ally s elec t e d a s
be ing o f vi t al s ign i fi c anc e to bu s i n e s s a n d approp r i a t e
fo r th i s th e s i s :
"In manu fac t u r i ng ori ent ed indu s t r i e s there i s no
s i gn i fi c ant relat ionship of the fi elds of m an agemen t i n
wh ich execut ives a r e engaged to the a r e a and level o f
educat ion o r t o t h e fi eld o f wo rk exp e r i en c e . "
The preceding page s demon s t r at e th a t a hypo thes i s
was s elec t ed wh e r e i n opi n ions are impo r t an t and the
qu e s t io n po s e d by the hypo th e s i s has not been s e t tled .
Also , i t appears ch ange s m ay b e i n proc e s s wh i ch n e g a t e
previou s analy s i s , a n d e v e n t h e apparently obviou s
r elat ion ships may b e b a s ed on a fals e o r changing s e t o f
s t andards .
Th e m a i n no t at ions r eg arding the op inio n s
o f auth o r s on th i s s ub j e c t are pr e s en t ed l a t e r i n th i s
thes i s , but the quo t at ion s i n t h i s ch ap t e r w e r e s elec t ed
to demon s t r a t e how var i ed the opi n i o n s o f s ome o f the
au thors i n th i s fi e ld h ave been .
Mes s r s . Cle eton and
Mason no t ed :
A br i e f s tu dy o f th e s u c c e s s e s and failur e s
o f promi nent m en who s e n ames a r e i n daily u s e
will clearly i nd i c a t e th a t leade r s h ip i s a great
as s e t t o execu t i ve s , bu t i t will also r eveal the
fac t that a le ader , par t i cularly the demagogue who
c ap i t ali z e s on human weakn e s s e s , i s not n e c e s s ar ily
an out s t anding execut ive .
An exe c u t i ve who lacks
tho s e personal qu al i t i e s whi ch i n s t a n tly s ecure
wholeh e a r t ed r e spo n s e from subord i n a t e s may be
cons i dered a f a i lu r e a s a le ad er , but i f he
recogn i z e s th i s sho r t coming and s ele c t s s ubor din a t e s
who h ave tho s e quali t i es o f leade r s h ip n e c e s s ary
to c arry ou t h i s plan s , he s t i ll may be s u c ce s s ful
as an execu t i ve
The bas i c abili t i e s upon
wh i ch execu t i ve c ap a c i t y dep ends h av e b e en pos s es s ed
by men in all periods o f h i s t ory ;
bu t th e s e abili­
t i es h ave no t always been c alle d into play to the
s ame ext e n t by the c i r cums t an c e s of th e t imes .
Du t i e s o f execu t ive s h ave ch anged a s the soc i al
order h a s ch anged .
The tyrant and au t o c r a t who
s u c c eeded a gen e r a t io n ago i s not tol e r a t ed i n
Imag i n e th e ama z ement wh i ch would
indu s t ry to day .
be evidenced by a c ap t a i n o f i n du s t ry o f the " m a iled­
fi s t typ e " o f a gen e r a t ion ago i f h e were apprai s e d
o f the f a c t t h a t many modern execut ives spend mor e
than one-four th o f th e i r t ime i n consult ing other
men i n the organ i z at i o n s con c er n i ng t h e condu c t o f
bus i n e s s
The impo r t an c e o f t echn i c al know­
ledge i s g ener ally recogn i z ed .
The r ange o f
t e ch nology i n volve d i n modern indu s t ry i n c r e a s e s
yearly .
Twenty- f i ve year s ago i t was pos s ible for
the owner-manager to b e i n t im a t ely acqu a i n t ed w i th
every det ail o f t h e ope r a t i o n s o c c u r r i n g i n h i s
plan t .
Today, the execu t i ve who would p r e t end
s uch an ext en t o f knowledge would be open to
de s erved s u spi c i o n . 7
•
•
•
•
•
0
•
•
Th e thr e e preceding quo t at ion s ar e from the s ame book by
Cle eton and Mason yet i n d i c a t e t h r e e varyi n g opin ion s as
to wh a t is mo s t s i gni fi c an t in s elec t i ng or p r ed i c t ing
s u c c e s s a s man age r s .
Jo s eph T r i cke t t ,
i n h i s Surv ey o f Man agement
D evelopmen t , not only pr e s en t ed s i xt e en man agement
a t t r ibu t e s but s e t th em down in wh a t he con cluded to be
the order of impor t ance .
H e en t er ed a con t rovers i al a r e a
wh e n h e s e t fo rth t h e followi n g measu r e s:
7
Glen W . Cleeton and Charle s W. Mason , Execut i v e
Abi l i ty ( Ohio :
Th e An t io ch P r e s s , 1 94 6 ) , pp . 1 0 , 1 4 ,
and 8 4 .
Top Man agement A t t r ibu t e s - I n Order of Impo r t ance
1.
2.
3.
4.
5.
6.
7.
8.
L e ade r s h ip
C h a r ac t e r- I nt egr i ty
Abi l i ty i n Human
Rel a t i o n s
Emo t i o n al S t ab i l i ty
I n t e l l i g en c e o r
Ment a l Abi l i t y
Abi l i ty t o I n spi r e
o r I n flu ence
Adm i n i s t ra t i v e or
Manager i al Abi l i ty
Abi l i t y to G e t Along
w i t h P eopl e
9.
10 .
11 .
12 .
13 .
14 .
15 .
16.
Ope r a t ing or
Techni c a l Abi l i ty
Health
Gene r a l E du c a t ion
Abi l i t y t o Exp r e s s
S e l f-Or a l l y
Abi l i t y t o Te ach or
Develop S ubordin a t e s
Abi l i t y t o Expr e s s
S e l f-Gene r a l ly
E n ergy-Dr i ve
Abi l i ty to Expres s
S e l f i n Wr i t ingS
Another cr i t er i a for th i s th e s i s w a s that i t
mu s t add to th e background and gener a l knowledge regarding the subj e c t .
The fol lowing quo t a t ion s demons t r a t e
th e impo r t an c e o f p e r fo rming t h e type o f analys i s wh ich
adds to the general knowledge an d background of a subj e c t
and t h u s pro vides a fi rmer b a s i s fo r th e dec i s io n s o r
s t andards wh i ch a r e e s t ab l i shed fo r the s el ec t ion and
t r a in i ng o f m an agement personn e l .
The r o l e o f the type
o f analys i s per formed in t h i s th e s i s i s di s cu s s ed i n
S ome Th eor i e s o f Organ i z a t io n:
Th e rol e o f sys t ema t i c r e s e a rch i s to produce n ew
i d e a s and to s er ve as a mon i tor o n the c o r r e c t ne s s
and u s e fu l n e s s o f the older i d e a s .
Th e r e s e arch
en t e rpr i s e is a r ep e a t ed cyc l e o f theo r e t i c al
fo rmu l a t i o n , der i va t ion o f qu an t i t at i ve s t a t i s t i c a l
hypo th e s es, dat a col l ec t io n , s t a t i s t i c al an alys i s
and t e s t s , i n t e rpret a t ion o f th e r e s u l t s , comp a r i s on
w i th o th er r e s ul t s , an d more theo r i z i ng and
8 Jo s eph M. T r i cket t , Sur vey o f Man agemen t De­
velopment ( New York :
Ame r i c an Management A s s o c i ation ,
1 954) , p . 38 .
.LU
9
h ypo t h e s1z1ng
. .
.
Th e n e ed t o s upplement res ea rch i n t h i s fi eld i s
further point ed out i n t h e two following quo t a t ion s .
Fir s t from Wh a t Mak e s an Execu t i ve :
By t h e t im e the group ended i t s di s cu s s ion , two
po s i ti on s h ad emerged .
One was th a t s i n c e all
execu t i ve s ope r a t e by h andling people , t h e .type o f
organ i z at ion i n wh i ch they find th em s elve s mak e s
The other po s i t ion s t r e s s e d
li t tle di f ferenc e .
t h e ext en t t o wh i ch th e s i z e and s c ope o f an
o r g an i z a tion c alls fo r spe c i fi c qu al i ti e s i n i t s
execut i ve s .
All t h e part i c ip an t s agreed , howeve r ,
t h a t t h i s cruc i al s ub j e c t would requ i re much
10
r e s e ar ch b e fore i t could b e adequ a t ely an swer ed .
The s t a t em e n t by Thoma s Mahoney b e s t i nd i c a t e s
t h e n e e d t o add t o t h i s b a ckground :
Man ager i al s t a f fing deci s i o n s mus t be b a s e d
upon p r ed i c t io n s o f man ager i al e ffe c t i ve n e s s .
Dec i s io n s m ad e o n t h e bas i s o f th e s e p r e d i c t ions
are g ambl e s in t h e s ame manner th at a deci sion
to b ack a g i ven hor s e i n a race is a g amble .
Management s t a f fing dec i s ion s c an b e qui t e exp en s i ve
g amble s , s i nc e th e impact o f a s ingle d ec i s io n c an
a f fe c t t h e en t i r e organ i z a t ion .
A wrong dec i s i on
in managerial s t a ffing a f f ec t s the per form anc e o f
t h e po s i t io n s t a ffed and the per forman c e o f
s ubordi n a t e s t o th i s pos i t ion and o f o t h e r memb e r s
o f the managemen t t e am , and i t m ay a f fec t over- all
per forman c e o f t h e man agement t e am through i t s
The
imp a c t upon t h e mor ale and spi r i t o f the t e am.
r i s k involved i n such dec i s ions var i es w i th the
accur acy o f p r e di c t io n s of manag er i al e f fe c t i ven e s s
and t h e r elat i ve impo rt ance o f t h e s ta ffi ng dec i s i on s ;
9 Alb er t H . Ruben s t e i n and C . J . Haber s t roh , S ome
Theor i e s of Organ i z a t i o n ( Illi noi s :
Th e Dor s ey P re s s ,
I nc . , 1 9 60} , p . 4 8 3 .
1 0 wh a t Mak e s A n Execu t i v e r epo r t
,
o f a Round Table
on Execu t i v e Po t en t i al and P e r formanc e ( New Yo rk :
Columbi a Uni ve r s i ty P r e s s , 1 9 5 6 ) , p . 1 58 .
anyth ing wh i ch improve s p r ed i c t i o n s redu ces th e
r i sk involved and c o n t r i bu te s to o ver- a l l p e r fo rm­
anc e and developme nt o f th e man agement t eam . 1 1
Obj e c t ives of Th e s i s
Th i s th e s i s s t a t e s the hypo th e s i s und er con s ide r ation,
expl ains th e approach u s ed for the s tudy ,
d e s c ribes th e methods and re ferenc e s u s e d .
and
Th e s t a t ement
of con c l u s ion s in th e l as t ch ap t e r s e t s for th th e answ e r s
wh i ch achieve t h e ob j e c t i ve s e s t ab l i s h e d for t h i s thes i s .
The quot at ions der i ve d from the r e ference documen t s provide a rep r e s e n t at i ve col l ec t ion of the opi n i o n s
o f " pro fes s ional s " spe c i al i z i n g i n f i e l d s direc tly
r e l a t e d to this pa r t i cu l ar subj e c t .
The obs er v a t i o n s deve lop ed from the r e ference
documen t s provi de, t o t h e ext en t po s s ibl e , unb i a s e d
con clus ions bas ed o n the accumu l a t ed d at a .
The compari son
of the unbi a s ed conc lu s io n s to th e s ub j e c t i ve conc lus i o n s
r epre s ent ed b y the op inion s o f the var ious autho r s i s
devi s e d to provide a n i n s igh t into the spe c i fic n a t u r e o f
the probl em and to i n di c a t e the h a z ar d s a s s o c i a ted wi th
t h e form a t i o n of spec i fi c conc l u s i on s .
Wh i l e th e analys i s o f the opi n ions o f the variou s
au t ho r s i s pres ent e d i n th e body o f th e thes i s ,
two
s t a t ement s were s e l ec t ed to i l l u s t r a t e th e degree to
ll Mahoney , p . 1 8 1 .
12
whi ch various "pr o fe s s ionals " r ecogn i z e t h a t op inions
are u s e d to s elec t man ager s .
Cle e t o n and Mas on indi c a t e
t h e degr e e o f opi n i on th ey ar e u s i ng i n t h e i r book ,
Execu t i v e Abili ty, wh en they s t at e :
However , there i s n e e d fo r execu t ive t ale n t
to d i r e c t t he act ivi t i es o f th e s e spe c i ali s t s .
Hen c e , t h e r e a r e men i n many organi z a t i on s who are
purch as ing execu t i ve s , product io n execut i ve s ,
r e s e ar ch execut i ves , s al e s execu t i v e s , and personnel
exe cu t i ve s .
Men sough t to fill th e s e pos i t i on s a r e
u s u ally tho s e who h ave gene r al exe cut ive qu ali t i e s
i n add i t i on to c apabil i t i e s i n th e i r fi elds o f
sp e c i ali z at ion .
No mech an i c al m e a s u r i n g
devi c e c an be applied to human b ei n gs with th e
hop e o f absolu t e accur acy o f p r e d i c t i on .
Too many
elemen t s i n flu ence th e s u cc e s s or failu r e o f
human b e i ng s for one t o b e able t o measur e , weigh ,
Any s et o f t e s t s will
and cont rol all o f them .
do no mo r e th an measure s ome o f th e mo s t s i gni f i c an t
fact o r s common to a ma i or ity o f t h e c as e s to wh i ch
t h ey a r e adm in i s t ered . � 2
•
•
Als o , Mes s r s . Bellows, Gil s o n ,
and Odiorne s t a t e
t h e i r opi nion wi th apparent autho r i t y:
The Ho r a t i o Alger i de al o f execut ive suc ces s
h a s g i ve n w ay t o conc ept s o f th e pro fe s s i o n al
manage r .
Wi th i n a gen e r a t i on , man agement s t yle
h a s developed from the h ar d-no s e manager , th rough
th e hum an-r elat ion i s t , t o t h e p r e s s u r e - fo r - r e s ult s
execu t i ve o f t h e fi ft i e s .
Ju s t a s each was a
produ c t o f t h e t ime s , s o t h e n e x t decade o f the
man ag e r of s i tu a t ion s will als o r e fl e c t the t i mes .
Th e t r end i s away from a t t emp t s to mold th e execu t i ve
p e r s on al ity .
I t i s toward wh a t t h e execu t i ve g e t s
done and how h e do e s i t .
T h e s u c c e s s ful execu t i ve i s
o r i en t ed toward r es ult s and r e spons ibili t y .
He c an
wo rk i n v ar i ed s i tu at ion s and d ep ends on an organ i z a­
tion .
H� learns from f a ilu r e and develop s s el f­
i n s i gh t . 1.3
12
13
Cl eeton , pp . 2 1 and 2 1 2 .
B ellow s , p . 2 8 7 .
To s ummar i z e :
(1)
Th e r e fe r e n c e s u s ed and th e
conc l u s ions re ach ed by the analys i s wi l l b e p r e s e n t ed .
(2)
The con c lu s ion s r ep r e s e n t e d by the opi n i o n s o f the
s el e c t ed autho r s w i l l be pres ented .
Th e con c lu s i on s
( 3)
r epre s ent ed b y t h e analys i s o f th e r e fe r e n c e s a n d derived
from the authors wi l l be compare d .
(4)
Th e final
con c lu s ion s deri ve d for thi s thes i s will b e p r e s en t e d .
Th e purpo s e o f th i s thes i s wi l l b e ach i eved i f
the r e ader unde r s t ands th e methods u s ed , t h e bas i s fo r
th e conclu s ion s wh i ch ar e p r e s ented ,
and i s provided
wi t h a pr ac t i c al gui d e for con s i de r a t ion and gu idan c e
i n m a t t e r s per t ai n i ng t o t h e coun s e l i ng o f per s o nn e l
on edu c at io n a n d work exper i ence progr am s .
CHAPTE R I I
METHOD OF GATHERI NG INFORMATI ON
Th i s ch apt e r de s c r ib e s the methods u s ed to g ather
the i n fo rm at ion for t h i s the s i s and d e s c r ib e s the root
of e ach s e t of obs e r v a t ion s .
The des cription i s
pre s en t e d i n three p a r t s - -R e ference Docume nt s , Opi n i o n s
o f Pro fe s s i o n a l s and R e ad e r Ut i l i z at io n o f th e s i s
i n fo rmat ion .
R e f e r e n c e Documen t s
Variou s do cument s were r e v i ewed i n a s e arch
to l o c a t e a r e fe r e n c e wh i ch wou l d provide the proper
typ e o f i n form a t io n .
Th e goa l was t o find a r e ferenc e
wh i ch provided u s e fu l dat a on the subj ect , was not too
s el ec t ive , and was no t b i a s ed .
Sour ces con s i de r ed i ncluded such s t andard
r e ferences as Who ' s Who I n Amer i c a , b y Marqu i s ;
Poo r s
Regi s t e r o f D i r ec tor s and Execu t i ve s , b y S t and ard and
Poors ;
Who ' s Who In Th e Wes t , by Marqui s ;
Bu s i n e s s
Execu t i ve s o f Amer i c a, by t h e New York I n s t i t u t e For
R e s e arch ; and d i s cu s s io n s i n cur r ent p e r i od i c al s .
Two
r e ferences wer e s el e c t e d-- Th e Marqu i s Comp any r e ference
14
book , Who ' s Who In Commerce and I n du s t ry ,
1
h e r e a fter
r e fe r r e d to a s " Who ' s Who " and Th e S c i e n t i fi c Ame r i c an
·company r epo r t , The Big Bu s i n e s s Execu t i v e 1 9 6 4 - A
S tudy of H i s S o c i al and Educ at i o n a l B ackground ,
2
here-
a f t e r re ferred to a s " The Repor t . "
" Who ' s Who " w a s s e l ec t ed becau s e i t provi ded a
l arge s ampl e i dent i fi e d a s to execut i ve po s i t i o n ,
educ a t ion ,
s i gni fi c ant exp er i e nc e ,
o f endeavor .
age ,
and the cu rrent fi eld
" Who ' s Who " con s i s t s o f 1 , 4 6 4 pages , o f
which 1 , 3 9 4 pages p r e s ent biograph i e s o f s ub j e c t s
e l i gibl e for con s ide r at i on under t h e ru l e s e s t ab l i shed
for th i s s t udy .
Th e r e are approximat ely s even t e e n n ames
to a pag e ,
thu s , approx ima t e ly 2 3 , 7 0 0 b i og r aph i e s were
r evi ewed .
Th e c r i t er i a e s t ab l i sh e d a s a b a s i s fo r
s e l ect i n g th e d e s i r e d s amp l e o f p e r s o n s i n manu facturing
o r i ent ed i ndu s t r i e s were a s fol low s :
1.
Biograph i e s exc luded wer e:
a.
Biograph i e s of p e r s o n s born i n the year
1 91 0 or ear l i e r to l im i t th e s ampl e to
tho s e aged fi fty- f i ve or young e r .
b.
Biograph i e s fo r p e r s o n s who were not
r e s ident s of the Uni t ed S t a t e s .
1 The Marqu i s Company , Wo rld Who ' s Who I n Commer c
e
a n d Indu s t ry , for 1 9 64-1 9 6 5 ( Ch i c ago:
Marqu i s - Who ' s
Who , 1 9 6 5 ) .
2 sc i ent i fi c Amer i c an , Th e Big Bu s i n e s s Execut
ive
1 9 64 - A S t udy o f H i s Soc i a l and Edu c a t ional B ackgrou nd
( New York :
S c i en t i f i c Ame r i c an , 1 9 6 5 ) .
c.
Biogr aph i e s for persons engaged i n t he
fol lowing c a t egor ies o f non-manu factur ing
a c t i vi t i e s were exc luded :
Execut ives o f th e fo l l ow­
ing types o f compan i es
were excluded
Adver t i s i n g
Airlines
Chemi c al s
Dep a r tmen t S to r e s
D i s t i l l ery
Finance
I n s u r ance
Newspap e r
Oil
Ph armaceu t i c a l
Radio
E ng i n e e r i ng
R e a l E s t at e
Banking
d.
2.
Execut i v e s engaged i n the
fo l lowing p r o fe s s i on s
w e r e excl uded
Accoun t an t s
Arch i t e c t s
C l e rgyme n
Corporat ion Counc i l s
Economi s t s
Edi t o r s
Geolog i s t s
Gove rnmen t O f f i c i a l s
Judges
L awyer s
Med i c a l
Doc t o r s
Biograph i e s fo r i nd i vi du a l s a s s o c i a t ed
w i th t h e bus i n e s s a s fou nd er s , owne r s ,
or family were exclu ded from t h e
analys i s .
Th e s e per s on s w e r e con s i d e r ed
p r i v i l eged and i t was a s sumed t h e i r
pos i t ion s were not d i r e c t ly r e l a t ed t o
th e i r educ at ion or work exp e r i ence .
Biograph i e s for persons engaged i n the
fo l l owing ac t i vi t i es wer e i n c l uded i n th e
analys i s :
A i r c r a f t Manu factur ing Execu t i ve
Automot i ve Manu fac tur ing Company
Exec u t i ve
Bu s in e s s Execu t i ve
Corpo r at e Execu t i ve
Corpor a t ion O f f i c i al
E l ec t r o n i c Comp any Execu t i ve
I n du s t r i al Execu t i ve
Manu fac t u r ing Company
Execu t ive
17
Ut i l ization o f the c r ite r ia de fi ne d in paragraph s 1 and 2 above re s u lted i n the tabu lat ion o f 4 80
biogra phie s and the r e s u lt i ng data and ob servat ions a re
s et for th in Chapter I I I .
" The Report " w a s s e lecte d b e c a u s e i t pr ov ided a
summa ry of the spe c i f i c r e l at io ns h ip s be i ng stu died.
" The Report" provi d e d a c urre nt summary ba sed on a n
e l aborate s amp l ing and re s e arch program .
The u s e o f "Who' s Who , " c ompri sed o f unb i a s e d
bi ographi ca l data , a n d " The Report , " compr i s e d o f the
re s ult s o f a study to e stab l i s h th e re l at i on ship of
f ield s of manageme nt to a re a a nd leve l o f e ducat ion and
f i e l d o f e xpe r ie n ce , pr ovided a v a lua b le p a i r o f
r e fe r e nce d ocuments for th i s the s i s.
The fai lur e of an a n a ly s i s ba sed on a qu e st io nna ire , de s cribed i n a section o f th is chapter , r e su lte d
i n a de c i s ion to p e r form one a dd it iona l su rvey uti l i z i ng
the infor mati on from Wor l d Who' s Who in Comme rce a nd
I ndu str y .
Bus ine s s Wee k annua l ly i s s ue s a s umm ary of
s a la r i e s for to p exe cutive s .
The l i st s i s sued 20 May
1 9 6 7 3 a nd 20 May 1 9 61 4 we re u se d a s the ba s i s for a stud y
3 "At the T op, S a la r ie s St i l l C l imb , " B u s ine s s
We ek ( May 2 0, 1 9 6 7 ) , pp . 7 7 - 1 02 .
1961)
1
4 " Top Pay Re s i st s S l ump , " B u s i ne s s Week ( Ma y 2 0 ,
PP• 6 3 -94 .
t o compare the edu c a t ion and work exper i ence b ackgrounds
Th e n ames were
o f thi s group at th e s e two t im e per iods .
.look ed up i n the World Who ' s Who in Commerce and Indu s t ry
and th e age ,
r e corded .
educat ion , and work exp e r i en c e w e re
Th i s i n formation w a s then summ ar i z ed to
provide a compari son of the 1 9 6 1 and 1 9 6 7 s ample s .
The
r es ul t s o f thi s s tu dy are s e t for th i n Ch apt e r V .
Opinions of P r o f e s s i o n als
Opi n ions and quo t a t io n s from autho r s p r e s en t i n g
m a t eri al a s " s tuden t s " a n d " au th o r i t i e s " i n th e are a o f
execu t i v e evalu at i on and s elec t io n w e r e anoth er source
of mat e r i al used i n th i s t h e s i s .
Numerous books per t a in­
i n g to th e general fi eld o f m an agem en t were revi ewed and
quo t a t i on s were s el ec t ed from some older " au thori t i e s "
o r " clas s i c s " and from n ew e r , mo re curr ent book s .
Quo t at io n s o f variou s au tho r s wer e s el e c t ed to provide
a good c ro s s s e c t io n o f th e opi n i on s o f the e s t abli shed
autho r i t i e s such a s Argyr i s , Koont z , O ' Donnell , and
L e avi t t,
L iker t ,
and som e o f the n ewer autho r i t i e s s u ch as
Bellows ,
and Mahon ey .
P e riodi c als were reviewed
to obt a i n a cro s s s ec t ion of s t at emen t s by bu s i n e s s
execut i ve s to p r e s e n t th e i r p e r s onal op i n i o n s wh i ch ar e
b a s e d o n year s o f p r a c t i c al exp e r i e n c e .
Ano t h e r appro ach
to s ecuring th e op i n i on o f pro fe s s i on al s w a s the u s e o f
a qu e s t ionn a i r e s en t t o a repr e s e nt at i v e s ampl e o f
maj or compan i e s .
Th e qu e s t ionn a i r e was developed to
con duc t a survey wh i ch wou l d indi c a t e wha t a r epr e s e n t at i v e group o f comp an i e s con s idered to b e t h e mo s t import an t f a c tor s in t h e s e l ec t ion of management p ersonnel .
Th e s i gn i fi cant po i n t o f th e qu e s t ionnai r e program was
to det e rmine wh a t comp a n i e s beli eved w a s mo s t important .
To a p e r son s eeking employmen t or promo t ional opportunit i e s , wh a t a company con s i de r s to be impo r t an t i s o f
more s igni fi c an c e than a det ermin a t i o n o f the fac tor s
wh i ch a r e a c t u a l l y impo r t an t .
A company may b e u s i n g
the w r o n g c ri t er i a f o r s el ec t ion or promo t ion but th i s
wi l l n o t a l t er th e i r s el e c t i on proc e s s i f th ey a r e
con v i n c e d the i r sys t em employs the p roper c r i t e r i a .
I nqui r i e s were l imi t ed to m anu factur ing o r i en t e d
indu s t r i es and th e a c t u al s e l ec t i on o f compan i e s was
condu c t ed on a r andom b a s i s .
For t u n e
5
A l i s t w a s s el e c t e d from
magazin e , Jul y , 1 9 64 , l i s t i ng o f th e 5 0 0 l arge s t
corpo r a t ion s a s ranked by do l l ar s s al e s .
Ut i l i z i n g t h a t
l i s t ing , r andom s e l e ct ions o f t en from t h e top 1 0 0
compani e s ,
t en from the 2 0 0 - 3 0 0 group , a n d t en from
t h e 4 0 0 - 5 0 0 s i z e comp a n i e s wer e mad e .
Th i s provided
S " Th e For tu n e D i r e c tory , Th e 500 L a rg e s t U. S .
Indu s t r i al Corpor at io n s , " For tune ( Ju l y , 1 9 6 4 ) , pp . 1 7 91 97 .
a good s elec t io n c o ver i n g th i r ty i ndu s t r i al concerns wi th
s ales from e i gh t y m illi on t o t h r e e billion doll a r s and
i ncluded a var i e ty o f typ es and s i z e s encomp a s s i n g th e
correct a r e a s .
Th e o r i g i n al l e t t e r and que s t i on n a i r e
and 1 7 ) wer e not a t all s uc c e s s ful .
( T able s 1 6
Thi rty que s t ion-
n a i r e s were m a iled to the D i r e c to r of I ndus t r i al R el at io n s for e ach compa ny and answe r s w e r e r e c e ived from
only two comp ani e s .
Th e que s t ionn a i r e and le t t er wer e
revi s e d ( T able s 1 8 and 1 9 ) , and n ew requ es t s were s en t
t o t h e P e r s on nel Adm in i s t r a tor o f e ach o f t h e s ame
comp an i e s .
Th i s t im e r epl i e s were r e c e ived from t h i r t een
o f the t h i r ty comp a ni e s .
Th e r e spo n s e was t o o meager
t o use for any spec i fi c conclu s io n and a s ample b a s e d
o n the Bu s i n e s s Week Maga z i n e surve y o f s al a r i e s w a s
s ub s t i tu t ed for t h e que s t io nn ai r e .
The Bu s in e s s We ek
survey i s s e t fo r t h in Ch ap t er V .
Fou r example s o f typ i c al r e spons es t o t h e
que s t ionnai r e s a r e i n cluded t o indi c at e t h e r e a son s
compani e s di d no t r e spond t o th e r eque s t s :
Th i s i s i n r eply t o your November 24 mimeogr aph e d
let t e r i n whi ch you a s k u s to s end you c e r t ai n d a t a
on our p r e s iden t , v i c e p re s id en t s and s ever al o t h e r
prin cipal execu t i ve s .
We h ave very c ar e fully reviewed you r requ e s t
and the a c companying que s t i onn a i r e .
I r eg r e t t o
The amou nt o f t im e
t ell you that w e mu s t b e excu s e d .
and e f fo r t t h a t would b e requi red o n ou r p a r t- - i f our
reply i s to be a t all m e an ing ful--to diligen tly and
con s c i en t i ou s ly r e spond to th e qu e s t ion n a i r e would
be r ather far out o f proport ion to t h e bene fit s we
wou l d normally expec t t o receive from our par t i c ip a­
t ion i n i t .
I t i s our g en er a l pr ac t i c e t o coope r a t e to the
degree th a t i t is pr a c t i c able whe n we g e t reques t s
from s tuden t s worki ng o n t erm p aper s , r e s e ar ch ,
t h es i s , e t c . -- and w e r e c e ive a good m any from
s tuden t s at bo th the u n d e r gr adu a t e and g r adu a t e
l eve l .
Bu t our abi l i ty t o do s o i s governed largely
by the amount of m anpower and t ime r equ i r ed to
comply wi th t h e r e que s t , a s r ela t e d to th e value
wh i ch migh t be expected t o accru e .
In the cour s e o f e ach mon th w e rec e iv e a number
of requ es t s t o fi ll o u t qu e s t ionnai res .
Bec au s e
o f lim i t at ions o f t ime and m anpowe r w e ar e not abl e
t o comply wi th t h e s e r eque s t s .
Th e r e fore , I regre t
t h a t we can no t a s s i s t you and am h e r ewi t h r e tur ning
you r que s t io nn a i r e .
I n the cou r s e o f e ach mon th , w e r e c e i v e a numb e r
o f r equ e s t s s im ilar t o th e on e wh i ch you m ade t o u s
under d a t e o f No vember 2 4 , 1 9 6 4 , s eeking inform a t i o n
B e c aus e o f l imi t at ions o f
vi a a que s t ionn a i r e .
t ime and pe r s o nn e l , u n fo r tunat e l y w e a r e no t abl e
t o comply w i t h any o f t h e s e r eque s t s .
The r e for e , I r e g r e t t o s ay t h a t w e sh all h ave to
turn down you r r eque s t .
Th ank you fo r your l e t t e r o f November 2 4 con­
c e r n i ng i n fo rma t i on fo r your r e s e arch pro j e c t .
As
a r e s u l t o f comp any pol i cy we are u n able t o d i s c l o s e
the i n format ion t h at you h a ve r e qu e s t ed .
We regret t h at we a r e u nable t o be o f a s s i s t an c e
to you o n you r t h e s i s ; however , w e wi sh you the b e s t
o f luck on you r r e s e ar ch a c t i v i t y .
Thank you again fo r your i n t e r e s t .
R e ader Ut ili z at ion o f Th e s i s I n format ion
Th e re feren c e mat er i al s and appro ach u s ed h ave
been des c ribed in d e t ai l t o provide a sound b a s i s for
t h e r eader to evalu a t e th e con c l u s i o n s pre s e n t ed i n
Ch apter VI I and pro v i d e r e ference i n format ion other
"s tudent s " c an u s e for add i t ional an alys i s .
It is
hop ed th e con clu s ion s will b e u s e ful t o p e r son s engaged
i n manager i al s elec t ion , t ra i n i ng , or c ar e er coun s eling .
The re h a s been no a t t empt to evalu a t e t h e
v al i d i ty a n d s t at ur e o f th e v i ew s a n d opi n ion s o f t h e
variou s au tho r s .
Th e thes i s pre s en t s quo t at i on s s elec t ed
becau s e th ey are r ep r e s en t at i ve o f t h e v a r i o u s op i n io n s
p e r t a i n i n g to the hypo th e s i s o f th e th e s i s .
CHAPTER I I I
OBS ERVAT IONS DERIVED FROM WORLD WHO ' S WHO
IN C OMMERCE AND INDUSTRY
R e l a t ionship o f F i e l ds o f
Managemen t t o Edu c a t i on
The summary o f t h e obs ervations p e r t a i n i n g t o
t h e r e l a tion sh ip o f f i e lds o f edu c a t i o n t o t h e fi el ds o f
m an agement i s s et fo r th i n th i s s ec t ion .
I n T ab l e 1, Edu c a t ion F i e l d b y Fi e l d o f Man agem en t , t h e pr edom i n an c e o f Engin e e r i ng E du c a t i o n o f
E ng i n e e r i n g Execut i v e s i s po i n t ed out .
Th i s i s under-
s t andabl e bu t the i n d i c a t ion 9 5% h ave s uch a b ackground
was a s u rpr i s e .
The edu c a t i onal b ackgrou n d o f Manu-
f ac tu r i n g execut i v e s i s as exp e c t ed, i n c luding the 1 6%
wi th no " hi gh er" edu c at i on s i nc e t h i s i s t h e h ome o f
mo s t " s hop t r a ined" execut ives .
I t i s s u rpr i s i ng th at
only 3 0% o f the Fi n a n c e execu t i ve s were e duc a t ed in
F i n an c e bu t th i s m ay b e a t t ribu t ed to the f a c t "Finan c e"
educ a t ion i s r e l a t i v e ly n ew wh en comp a r e d t o Engineer i n g ,
L aw ,
and Ar t s and L e t t er s .
The fac t t h a t 3 9% o f t h e
Gener al Man agement execu t ives h ad Eng i n e e r ing edu c a t i o n a l
t r ai ning w a s a de fi n i t e surpr i s e .
23
TABLE 1
EDUCATION FIELD BY FIELD OF MANAGEMENT
Per Cent
100
_�
8_0
----
6o
---H+f--1--40
ra
��
��/�V � ·--�-�
//
�
v /
--
-}r 7 ----
��;;
)' /
Engi­
neer­
ing
-
//1
/ v
/v/v
'
s::
I
�b:88 -- Manufac­--�General
______
Market­ Finance
ing
�---
)"�/
�--r V1
�---'/11�---���-- /�� Engineering
Finance
l
2o
--rttH---+�++-�--i--l1,...L-r:L
0
Field of
Education
None
All
Other
"'�
General
'<v
/ /
Management
_
_
_
__
y/
turing
Manage­
ment
:J/1 Arts and
�All
Letters
Others
FIELD OF MANAGEMENT
Source: Table
20
N
*"'
The o th er r eveal ing finding w a s t h a t none o f
t h e Manu f ac t u r ing execu t i ve s i n thi s s ampl e h ad an
edu c a t ion i n th e f i e l d of F inanc e .
The s ummary o f obs erva t i ons p e r t a i ni ng to th e
l ev e l o f edu c a t i on to fie l ds o f management a s deri ved
from " Who ' s Who "
1
i s set fo rth in T abl e s 2 and 3 .
According t o Tabl e 2 , L evel o f " H ighe r " Educat ion
by F i e l d o f Management , the Eng i ne e r i ng fi eld h a s
approx i m a t e l y 5 0 % o f the m anager s w i th over s ix y e ar s
o f " high er " e du c at ion and over 9 5% w i t h over fou r years .
In a l l fiel d s except Manu factur i n g ,
a t l e a s t 8 5% o f the
managers h av e over four ye a r s of " h i gh e r " edu c at ion .
T ab l e 3 , Level o f " High e r " Edu c a t i on by Educ a t ion
Fi e l d , i nd i c a t e s th a t Engineering m a j or s h ave th e mo s t
edu c a t ion wi t h Gener a l Managemen t f i e l ds a c l o s e s econd.
The Engineering l e v e l s e ems r e a s on ab l e but the fac t th a t
over 3 0% o f t h e General Management group h a d over s ix
y e a r s o f " h i gher " e du c a t i o n was o f s igni f i c ance to th i s
s tu dy .
R e l a t i onship o f Fields o f Management
to F i elds o f Work Exper i ence
Th e s ummary of obs e r v a t i ons pert aining to th e
1
Wor l d Who ' s Who In Commerce and I ndu s t ry ,
1 9 64 - 1 9 6 5 .
fo r
':!;'ABLE 4
LEVEL OF 11HIGHER11 EDUCATION BY FIELD OF MANAGEMENT
Level of
Education
Per Cent
100
�l �
�Iff
J-"L_
80
6
""'
�
.l
��
�
I
f- ·f--
0
!--
-·· c--·--·
-- ... ...
20
. -·
0
�
All
Others
-·
�
Marketing
--
--
----·-
21
.... .., ....... __ -
.
_.,_
q��.
. ��
�
years
1.'�
r�,
�
,. �-----· · -- -··
,I-
6
4
years
�
t/j �
7/
Finance Manufac- General
turing
8
years
V-
FIELD OF MANAGEMENT
Source: Table
�
�
�
�-
. ...
Manage­
ment
[/ /.
E: g
neer­
ing
Less than
4 years.
TABLE 3
LEVEL OF "HIGHER" EDUCATION BY EDUCATION FIELD
Level of
Education
8
years
Per Cent
100
6
years
80
60
40
4
years
20
0
Arts
Letters
All
Others
Source: Table
&
General
Manage­
ment
EDUCATION FIELD
Finance
Engi­
neer­
ing
22
1\.
......
r elat i on s h ip o f year s o f wo rk expe r i e n c e to fi elds o f
management as der i ve d from " Wh o ' s Who "
2
i s s e t for th
i n Tab l e s 4 and 5 .
Re ferring to Tab l e 4 , Year s o f Work Experi ence
in Fi e l d o f Management , not e that for a l l fi elds exc ept
General Management approximat e l y 80% o f the execu t i ve s
i n that respec t i ve f i e l d had over t en y ears o f t h e i r
expe r i ence i n the same fi e l d as t h ey ar e curr ently
manag i ng .
Approximate ly 40% had over twenty years o f
exp er i en c e i n the same f i e l d .
The apparent lack o f exp e r i en c e o f Gen eral
Management ex ecu t i ve s in t h e f i e l d o f General Manag ement
i s n o t surp r i s i ng s ince mos t o f General Manag ement mus t
come from anothe r f i e l d .
Two i t em s o f s i gn i fican ce
whi ch app ear once agai n are that mo s t Engi n e e r ing
execu t i ve s have Eng in e e r i ng exp e r i e n c e and that Manufac t -u r in g execu t i v e s come from mo r e u n re lat ed fields
than any o ther group of execu t i ve s .
Re ferring to Tab l e 5 , Hal f o f Year s o f Exper i ence
1 n Field of Managemen t , the same r elat i o n s h ip s d e s c r ibed
for Tabl e 4 exi s t .
Near ly 8 0 % o f al l Execut ives i n al l
fi e lds exc ept General Manageme n t had over hal f o f th e i r
expe r i e n c e i n the i r r e spec t i ve f i e l d .
2
wor l d Who ' s Who I n Commerce and Indu s t r y ,
1 9 64-1 9 6 5 .
for
TABLE 4
YEARS OF WORK EXPERIENCE IN FIELD OF .MANAGEMENT
Years of Experience in Field
of Management
Per qent
100
I
I
�
I
I
I
I
80
21
&
up
60
40:
11 - 20
20
0
6 - 10
0 5
All
Others
Source: Table
Manufac- General
turing Manage­
ment
FIELD OF MANAGEMENT
Market­
ing
23
Finance
Engi­
neer­
ing
TABLE 5
HALF OF YEARS OF EXPERIENCE IN FIELD OF MANAGEMENT
Per Cent
100
l JT
80
60
40
20
'
i»
�
�
·?;
77
V/
»
�
//
�
'
//
//
/
»
.�
o_Engi­
neer­
ing
///
-�'
Marketing
/
·�
�
l-
Years of
Experience
Less Than
Half
�
�
:0/
�·
I�
Over
Half
� 7/ �
0
�-- � . .�.il 0
Finance Manufac- General
All
turing Manage- Others
»
-�
0
.LL
//
·--
ment
FIELD OF MANAGEMENT
Source: Table
23
u
c
S igni fi c ance o f R e l at ionships o f F i el ds
o f Management to E du c a t ion and
Work Exper i enc e
The t abl e s and analys i s pr e s ent ed in th e fi r s t
s ect i on o f t h i s chapt er indi c a t e t h e r e l at ionships o f
educat ion and work expe r i enc e .
Th e mo s t s igni f i c ant r e l a t ionsh ips developed
through the t ab l e s are a s fo l lows :
1.
G eneral m anagement comes from a l l are as o f
exper i ence and t h e mor e t e chni c a l a r e a s o f
m anagement t end t o com e from t h e i r own a r e a s .
2.
C on s i d er ing a l l management , 80% o f the
execu t i v e s h ave over t en years expe r i ence
i n th e i r current m anagement ar ea and 40%
h ave over twenty years exper i ence i n th e i r
c u r r ent management a re a .
3.
Over 3 0% o f Gene r a l Management execu t i v e s
h ave o v e r s ix ye a r s o f " h i gher " educat ion .
4.
A l l f i e l d s o f management exc ept m anu factur ing
h av e 8 5% o f the manag e r s w i t h over fou r years
of " h i gh e r " educ at ion .
5.
Over 9 5% o f the Engineer ing execu t i ve s h ave
engine e r i ng edu c a t i on and 3 9% of th e gene r a l
m anagement execu t i ves h ave engine e r ing
educa t i ons .
Th e d e fini t i ons o f wh a t was inc l uded in th e
Fi elds o f Edu c a t ion i n th i s analys i s wh i ch u t i l i z ed
" Who ' s Who "
as th e r e fe r ence a r e a s fol lows:
F i e l d s of Management and Work Expe r i ence
1.
Engineering ( Inc l uding Phys i c s , Chemi s t ry and
Geology ) .
2.
Mark e t ing ( Inc luding Advert i s i ng and S al e s ) .
3.
Finance ( Including Ac count ing , E c onom i c s and
S tati s t i cs ) .
4.
Manu fa c t u r ing ( Inc luding P roduc t ion Contro l , Too l i ng ,
and Indu s t ri a l Eng i neer ing)
•
5.
General Management ( Inc l u d ing Vic e P r e s i dent s ,
P r e s i dent s , Admini s t r at i on and Manager s )
•
6.
Al l Oth e r s ( Inc luding Agr icul t u r e , C l e r gyman ,
Medi c ine , Publ i c R e l a t ions , Indu s t ri a l Rel at ions ,
Qua l i ty A s suranc e ) .
Fi e l ds o f Edu c a t ion
1.
A r t s and L e t t e r s ( Incl uding Pol i t i c a l S c i enc e ,
Ph i losophy , Fine A r t s , P rint ing , L i t er ature ,
Humani t i e s , Human L e t t er s , D i plomacy , Mu s i c , Or atory ,
and Journal i sm ) .
2.
Engine e r i ng { Including Ae ronau t i c a l , C ivi l ,
Chemi s t ry , Phys i c s , Engineer ing , Mine s , Mech ani c al ,
and Arch i t ec t u r e ) .
3.
Finance ( Including Account ing , F inance and
Economi c s )
•
4.
Gener a l Managem ent
and E conomi c s ) .
( Incl uding A c count ing , F inance
5.
A l l Oth e r ( Including L aw , Medi c ine , Agr icul ture ,
Th eology , Edu c a t ion , and S o c i a l Wo rk ) .
6.
None - No fo rma l co l l ege educ a t i on .
CHAPTER I V
OBSERVATIONS DER I VED FROM THE
B I G BUS INE S S EXECUTIVE
Rel a t ionsh ip o f Fi el d s o f
Management to Edu c a t i on
Th e s ummary o f the obs ervat i o ns p ert a ining to
th e r e l a t ionsh ip of fi elds o f m anagement to t h e fields
and ext ent of educa t ion a s develop e d in " Th e Repor t , "
Th e Big Bu s ine s s Execu t i ve ,
t h rough 1 1 .
Th i s survey,
1
i s s e t for th i n T abl e s 6
condu c t ed by S c i ent i fi c
Ame r i c an , w a s bas ed on informat ion fo r s ome 1 , 0 0 0 men
h o l d ing th e top t i t l e s
Vi c e Pr e s i dent )
( Pr e s ident , C h a i rman , or Princ ipal
i n the 5 9 3 l arge s t Uni t ed S t at e s non-
financ i al corpo r at ions .
Wi t h r espe c t t o Tabl e 6 , A c ad em i c Degr e e s o f Big
Bu s ine s s Execu t i ve s ,
the mo s t s i gni f i c ant ob s ervat i on i s
th a t the number o f execu t ive s wi th ac adem i c degrees
i nc r e a s ed from 28% i n 1 9 00 to 7 4% in 1 9 6 4-- an inc r e a s e
o f two and one h a l f t imes from 1 9 00 to 1 9 6 4 .
Th e per-
c en t ag e o f execu t i ve s w i th l aw degr e e s h a s remained nearly
con s t ant , i n c r e a s ing from 9% to 1 1% .
1 Th e Big Bus ines s Execu t i ve 1 9 6 4 - a S t udy o f Hi s
S oc i al and Educat ional B ackground .
33
..r·r
TABLE 6
ACADEMIC DEGREES OF B IG BUS INE S S EXECUT I VE S
P e r C ent
100�------
80------
60
All
O th e r
Degr e e s
40
Law
Degr e e s
Techni cal
Degrees
1900
S ourc e :
Tab l e 24
1925
1950
1964
35
Wi th r e spect t o T ab l e 7 , B ig Bus i n e s s Execu t i ves
E val u a t e The i r Educ a t i on s , th i s s ummary s e t s forth
opi n i o n s of execut i ve s as t o how h e lp fu l h i s edu c a t i o n
h a s proven t o be from h i s vi ewpo i n t .
T o t h e qu e s t ion :
" How h el p ful i s you r s c i en t i fi c , t echn i c al or pro fess i onal training i n you r po s i t ion ? "
execu t i v e s r ep l i ed ;
Five hundred ei gh t e en
8 5% r a t ed t h e i r edu c at i ons h igh ly
a s p r ep a r a t ion for the i r p r e s e n t r e spon s ibi l i t i e s .
Tho s e
w i th t echn i c a l e du c a t i o n s found th e i r t r ai n ing to be
"very" and " absol u t e l y " h elp fu l in s om ewh a t l arger
p e r c en t ag e s t h an d i d t ho s e w i t h non t e chn i c al educations .
Th e f a c t t echni c a l execut ives con s i d e r th e i r edu c a t i on
mo re i mpo r t an t th an non- t e chn i c a l i s n o t s u rpr i s ing .
I t i s s i gn i f i c an t that execut i ve s con s i der
edu c a t i on impo r t an t t o th em s e l v e s s in c e i f t h ey g i ve
edu c a t ion credit for t h e i r s u c c e s s t h e y wi l l a l so
con s i de r it a s i gn i f i c ant f a c t or i n t h e s e l ec t i o n o f
p e r s onnel fo r th ei r o r g aniz at i o n s .
Th e s ummary o f th e obs er vat i o n s p e r t a in i ng t o
t h e l evel o f edu c a t i o n t o fi elds o f m a n agemen t a s deri ved
from Th e Big Bu s i n e s s Exe cu t i ve ,
8,
2
is s e t forth i n Tables
9 , 1 0 , and 1 1 .
T able 8 , Edu c a t i on o f Big Bu s i ne s s Execu t i ve s ,
2
Th e Big Bu s i n e s s Execu t i ve 1 9 6 4
S oc i al and Edu c a t ional Background .
-
a S t udy o f Hi s
36
TABLE 7
BIG BUS INESS EXECUT IVE S E VALUATE
THE IR EDUCAT I ONS
Execut i ve
R epl i e s
P e r Cent
100
80
'
�
�
c-
·--
�
G?
Not Ver y He lpful
S om ewhat Hel pful
60
Ver y
H e l pful
40
20
0
�
I//
�
?;; �
�
Al l
Execut ives
Tech­
nical
�
0
Non­
t ech­
ni cal
TYPES OF EXECUTIVES
S our c e :
T ab l e 2 5
Abs o l u t e l y
Helpful
TABLE
8
EDUCATION OF BIG BUSINESS EXECUTIVES
Per Cent
100
�
!tk.-:�
j;.·��dm��
��
11�+-�
ool
��
�h�
�rn�
Pn11 GUG]�f�
College-k"'-� �No Degree
ee
60
40
20
0
Older Younger
1900
Source: Table
Older Younger
192 5
Older Younger
19 50
Older Younger
1964
26
w
-.
c l e arly indi c a t e s th e t rend o f execu t i ves over the p a s t
s ixty ye ar s .
A
s i gn i f i c an t i ndex o f th e pro fe s s i on ali z a­
t ion o f the big bu s i ne s s execu t i ve i s th e doubling o f
t h e p e r c en t age wi th some h i gh e r educ at i o n between 1900
( j u s t under 40%) and 1964
(mor e th a n 90%).
Th e per­
c ent ages with col l eg e degre e s and gradu a t e t r a i n ing among
younger execut i ve s con s i s t en t l y exc e eded the corr e spond­
ing p e r c en t age s among o l der execu t i ve s i n e ach year
s tudi ed a f t er 1900.
T ab l e 9, E du c a t i o n o f Big Bu s i n e s s
Execu t ives Compa r ed Wi th Th e i r Con t empo r a r i e s , shows h ow
the percent age wi th s o m e college e du c at i o n comp ar e s t o
" al l m al e s " w i th s ome col lege educ a t ion .
The po i n t i s
made t h a t wh ile th e " al l male s " o n l y doubled th e
" execu t i ves " now n e a r l y a l l h ave s ome " h i gh e r " edu c a t i o n .
Th i s i s a s i gn i fi c an t con clu s i o n s i nc e w i th t h e a l l mal e s
i n c r e a s ing by 130%,
from 39.4% t o 90. 6%,
i t c l e ar l y indi­
c a t e s the t rend is not m e rely a r e fl e c t i on of th e
i n c r e a s ing l evel o f edu c a t ion .
Tabl e 10, Edu c a t ion o f B i g Bu s in e s s Execu t i ve s
1964,
-
shows t h a t over 30% o f t h e execut ives h ave t echn i c al
degr e e s and ano ther 30% h ave degr e e s o th e r th an t echn i c a l
o r law .
Th e edu c a t i o n a l a t t ainment s o f t h e b i g bu s in e s s
execu t ives a s o f t h e y e ar 1964 a r e ch art ed i n d e t ai l .
The t o t al execu t i ves w i t h t ech n i c a l b ackground
(5%)
i n c ludes the execu t i v e s who acqu i r e d t h e i r t e chn i c al
TABLE
9
EDUCATION OF BIG BUSINESS EXECUTIVES:
COMPARED WITH THEIR CONTEMPORARIES
Per Cent
Attending
College
100
__
__
__
__
__
__
__
__
__
80
60
H-1-l
1--1-li
---
40
20
o
11 1 1 1
�
11111
�
1 1 1 1 1 ��
1 1 1 11 n
Execu- All
tives Males
Execu- All
tives Males
Execu- All
tives Males
Execu- All
tives Males
1 900
1 925
1 9 50
19 64
Source: Table
27
w
\.0
TABLE
10
EDUCATION OF BIG BUSINESS EXECUTIVES
1964
100
High School or
Less
College--No Degree
All Other Degrees
Law Degrees
No Degree or Nontechnical
Degree with Technical
Training
Technical Degree
Source: Table
28
t r aining on the j ob o r broug h t spec i a l gi ft s for inven t ion
and innovat ion t o th e i r o rgani z a t i o n s .
I n a number o f
n o t abl e c as e s , i n r e c e n t year s , s u ch men h ave b e e n the
founders or pr incipal o r g an i z er s o f th e i r f i rm s .
T able 11 , Edu c a t ional Backgroun d o f Tech n i c a l
and Non t echni c al Execu t i v e s , point s o u t th a t n e a r l y 90%
o f th e t op execut i ves who were educat ed i n s c i en c e and
engineer ing are formal l y qu al i fi ed by the b ach elor ' s
degre e ;
about 3 0% w e n t o n t o gradu a t e s ch ool .
sma l l e r percentage
Wh i l e a
( 6 5%) o f t h e n o n t e ch n i c a l execu t ive s
fol l owed their co l l ege cou r s e s th rough to th e bach e l o r ' s
degree , a somewha t h igh e r p e r c e n tage went on t o gradu a t e
s chool and gradu a t e degree s , p r incipal l y i n l aw .
S igni fi cance o f R e l a t ion ship o f F i e l d s
o f Man ag ement t o Educ at ion
The tabl e s and a n a lys i s pr e s en t e d i n the fi r s t
s e c t ion o f th i s ch ap t er i n d i c a t e th e r e l a t i on s h ip o f the
fi e l d o f work experi e n c e t o edu c at ion .
The mo s t s igni fi c an t r e l at i o n s h ip s developed
th rough the use o f the t ab l e s are a s fol l ow s :
1.
The number o f execu t ive s w i th degr ees
comp ared t o the number w i t hou t degr ees has
increa s ed 2 - 1/2 t imes from 1 9 0 0 to 1 9 6 4 - 28 . 3% i n 1 9 0 0 to 7 4 . 3% i n 1 9 6 4 .
2.
Over t h e p a s t s ixty ye ars " al l m a l e s ·: wi th
degr e e s h a s i n c r e a s ed by 8 9% and execu t i ves
with degr e e s h as incre a s ed by 1 3 0% .
42
TABLE 1 1
EDUCATIONAL BACKGROUND OF TECHNICAL AND
NONTECHNICAL EXECUTIVES
Educational
Per Cent
Background
100
--,��r.....---���----��� H igh School or Less
High School
Graduate
80
Attended College
60
College Degree
40
Graduate Work
20
Graduate
0
All
Executives
Technical
Nontechnical
TYPES OF EXECUTIVES
Source: Table
29
43
3.
Con s ider i ng al l managers , 33% h av e t echn i c a l
degree s , 1 1% h ave l aw degr e e s , 30% h ave
o th e r typ e s o f degrees and 2 6% h ave no
degr e e s .
4.
T echni c al execu t ives con s i de r edu c at i o n t o
be v i t al a n d a l l other typ e s con s id e r
edu c a t i o n t o b e impo r t an t .
CHAPTER V
OBSERVATIONS DERIVED FROM BUSINESS WEEK SAMPLE
The magazine Busine s s Week annually issue s a
summary o f salaries for top executive s . The summarie s
in the issues dated 2 0 May 1 9 6 7 1 and 2 0 May 19 6 1 2 were
used as the basi s for a study to compare the education
and the work experience backgrounds of execut ives from
manufacturing oriented industries at these two t ime
perio ds .
The two lis ts were first checked and the executives of companie s which were not manufacturing oriented
were excluded from the a na lys is . Executives from
industrie s such as appare l and textile , communicat ions ,
distillers , food products , and mai l order houses were
not included . Executives from manufacturing oriented
industries such a s agricultura l machinery , aircraft and
missi le manufacturing , a utomobi le companie s , and
e lectrical equipment companie s were inclu ded. The names
of the execut ive s in the industries which were included
l "At the Top , Salarie s Still Climb , " Busine s s
Week Magazine ( May 2 0 , 1 9 67 ) , pp . 7 7 - 1 0 2 .
2 "Top Pay Resist s Slump , " Busine ss Week Magazine
( May 2 0 , 1 9 6 1 ) , pp . 6 3 -94 .
44
were l ooke d up in the Wor l d Who ' s Who I n Comme rce a nd
I ndu st ry3 a nd t he age , educa t io n , a nd w ork expe r ience
we re r e c or de d .
The findings per t a in i ng to e xpe ri ence ,
e duc ation , and age a re s umm a r iz e d i n the f o l lowing
sect ions .
S ign i f i can ce o f F i e ld o f Ma nageme nt
a nd Experi e nce
A c c or d i ng t o T able 12 , an examinat ion of the
Fie ld s of Mana g ement spe c i f ie d fo r exe c ut ive s indi cate s
the ma j or it y of t he exe c u t iv e s a re e ng a g e d in Gene ral
Managemen t , 72% fo r b oth the 196 1 a nd 196 7 t im e per io d s .
Ther e wa s ve ry l itt le v a r i at i on in t he p e rcentage s o f
exe c u t iv e s engaged i n a ny o f the f ie ld s o f Management
fo r the two t im e per io d s .
No s ig n i f i c a nc e can be
atta ched to this bre akdown s i nce i t p robably re s u lt s
from the genera l t it l e s given t o the execut i v e s ra ther
th a n the i r f ie l d of e n de a v or .
Ther e was one s ign i f i c a nt ob s e rva t ion deve loped
in th e analys i s re g a r d i n g wo rk expe r ie nc e .
An ana l y s i s
wa s made o f the per cent a g e o f e xe c u t iv e s who h a d mo st
of the i r work expe r ie n ce in one f ie l d .
The de term inat ion
o f work expe r ie nc e in o ne f ie ld d id not r e late to the
exe c ut ive s expe r ie nc e in h i s pr e s e nt p o s i t ion s in ce mos t
3 wor ld Who ' s Who I n Comme r c e a nd I ndustry .
46
TABLE 1 2
FIELD OF MANAGEMENT O F EXECUT I VE S
Per C e n t
100
-
80
Field o f
Man a g ement
��
V//
"' "' "
���
60
�
/ //
t'�
� - ·-.;;:.
Eng i n e e r in g
Marke t i n g
F i n an c e
Manu f a c t u r i n g
--
Gen e r al
Man agement
40
--·
20
;
0
� <'-'.: ..:.- Oth e r s
1 967
s ampl e
S ou r c e :
T ab l e 3 0
1 961
s ampl e
o f the execut i ve s l i s t e d in the Bus ine s s Wee k r epo rt s
a re top exe c ut i ve s wi thout fun ct iona l a s s ig nme nt s .
The
196 1 sample o f 104 execut iv e s rep r e s e nt e d a g r ou p in
whi ch 4 2% ha d mo st of the ir wor k expe r ie nc e i n one f ie ld
and 5 8% d i d not .
The 196 7 s ample o f n i ne ty-one ha d 54%
w ith mo st o f t he i r w o rk e xp e r ience in one f ie l d a nd 46%
di d not .
Th is sh i ft taken a l one may not be c o n si dere d
s igni fic ant ; h ow ever , i nf or m ati on deve lop e d e l s ewhe r e in
th i s the s i s s t r e ngthe n s the po s s ibi l it y that the re i s a
trend tow a r d s top exe c ut iv e s rea chi ng the i r p o s it ion by
le s s gene r al work expe r ience and w it h a c oncent rat i on of
work in one p a rt icu l a r f ie ld .
The shift between 1 9 6 1
an d 1 9 6 7 group from 4 2% t o 54% , a n incre a se o f 1 2 % i n
s ix ye a r s ,
is quit e dramat i c .
S igni f i c an ce of Educ at i on
Level a nd Fie ld
An examina t io n of the fie ld of edu cat i on of the
execut ive s in the 1 9 6 1 a nd the 1 9 6 7 samp le s r e s u lt i n
some s i g nif ican t f i nd i ng s .
Re f e r r i ng t o T a b l e 1 3 ,
exe cut ive s with no r e c orded c o l lege educ at i on dr oppe d
s igni f i c a nt ly from the 1 9 6 1 to the 1 9 6 7 sample ,
from
29% to 2 0% , and t he exe cut iv e s w ith Law degre e s d roppe d
s i gni f ic an t ly , from 2 5% in 1 9 6 1 t o 1 5 % in 1 96 7 .
The
i n c r e a s ing pe r centage o f exe c ut ive s wi th educ a t ion in
F ina nce , E ng inee r i ng , a nd the A r t s and Le tter s i s
48
TABLE 1 3
EDUCAT I ON F I ELD OF EXECUT I VES
Field o f
E du c at i o n
P er Cent
100
80
60
40
Eng i n e e r ing
20
Ar t s
0
1967
s ampl e
S ou r c e :
T ab l e 3 1
1961
s ampl e
&
Letters
49
con s i sten t w ith the i n format ion deve l o ped i n other
por t io ns of this the s i s .
With r e spect to the e d u ca t ion l evel o f exe cu­
t ive s , re fe rr i n g t o Table 14 , i t w a s surpr i s in g t o note
tha t the p e r c e n tag e w i th Doc t or at e degr e e s de c r ea sed
from 19% for the 1 9 6 1 samp le t o 1 6% for th e 1967 group .
I be l ie ve th i s i s dir e ct ly re late d to the age grou p and
the qua nt ity o f exe c ut ive s w ith Law degr e e s rathe r th a n
a n indi cat io n o f a t re nd to exe c ut ive s w ith a d e c r e a s ing
t ende ncy to a cquire D o ct o r at e s .
The pe r c e nt age w i thout
a degre e , a s note d e a r l ie r , dropped from 2 9% for th e
1 9 6 1 group to 2 0% for the 1 9 6 7 g rou p .
T h e re d oe s not
s eem t o be a ny que s t i on but that the pre s e nt g ro up o f
exe c ut iv e s ha s a highe r leve l o f e d uc at i o n tha n the
s ame grou p did s ix ye a r s e a r l ie r .
The c ha nge in the
e duca t io n a l ba ckgrou nd o f the se top exe cu t i ve s i n su ch
a sho r t per iod of t ime is very s ig n i f ic a n t .
S ign i f i ca nce of Age of Exe c u t ive s
The Tab l e 1 5 tab u l a t i on o f Exec ut ive s by age
group s r eve al s some ver y int e re s t i ng fa c t s .
Of t he 104
execu t iv e s in t he 196 1 sample , the r e wa s a pp r ox imat e ly
3 2% ( 3 4 )
aged s ixty- six a nd ove r .
The 1 9 6 1 s amp le o f
n i ne ty-one execut ive s incl ud e d only 10% ( 9 )
i n the
s ixty- s ix a n d ove r g roup fo r a re duc t i o n of 2 2% in s ix
y e ar s .
T he t r end is de fin i te l y t ow a rd a you nger grou p
50
TABLE 1 4
EDUCATI ON LEVEL O F
EXECUTIVES
Edu c a t i on
L evel
Per Cent
100
No
Degre e
80
60
Bach e l o r s
40
Mas t er s
Doc t o r a t e
1 96 7
s ampl e
S our ce :
T abl e 3 2
1961
s ampl e
51
TABLE 1 5
AGE O F EXECUT I VES
Per Cent
Age
100
66 and
o ver
80
60
56 - 60
50
-
55
under 5 0
1967
s ampl e
S ou r c e :
T abl e 3 3
1961
s ampl e
of top execut ive s .
I n the u nde r f ifty c a t egory the 1 9 6 1
samp l e i ncl ude d e i ght under f i fty f or a n i nc re ase from
2 % in 1 9 6 1 to 9% in 1 9 6 7 .
T he review of the data r e lat ive t o age g roups
re su l t ed in a n add i t i ona l spe ci a l s t u dy s i nc e it
a ppe a re d that the o l der exe cut iv e s u su a l l y h a d Law back­
ground s .
It deve loped t hat of the 1 9 6 1 sample 2 6% ha d
Law degre e s .
Even more s ig n i fi cant w a s the fa ct that o f
th e 1 9 6 1 s ampl e o f 104 exec utiv e s ther e w e re twe nty
e xe cu t i v e s ove r sevent y .
Of the twen ty exe cut i v e s ove r
s eve nty , s i x had n o degree , a n d o f the f o u rt ee n with
degre e s thirte e n ha d Law degre e s .
O f the 1 9 6 7 samp l e ,
o nly two were ove r seve nty and both o f them had Law
d egree s .
I t a ppea r s Law degre e s w e re mor e s ig n i f i cant
in the backgro u nd o f exe c u t ive s s i x ye a r s ago t ha n they
a re t o day .
Thi s is c o ns i st ent w i th the b e l ie f tha t
t e chni c a l and spe c i a l iz e d degree s a re b e c oming more
s igni f i c a n t both in the mid-ex e c ut i v e a n d top execut ive
bracke t s of the maj o r ma nu fact u r ing o r i e n t e d compan ie s .
CHAPTER VI
OPINIONS EXPRES S ED BY PROFE S S I ONALS
Th e op i nion s s el e c t ed fo r th i s the s i s are r epres en t a t i v e o f bo th e s t ab l i shed and novi c e au tho r s and
educ at o rs in the fi e l d of bus i n e s s and exp e r i en c e d
bus i n e s smen f a c e d w i th t h e p r ac t i c a l prob l em o f m an agement evalu a t io n ,
s e l e c t i on , and u t i l i z a t i on .
Th e
opi n i o n s h ave b e e n s ep a r a t ed i n t o four b a s i c ar e as t o
pe rmi t a compa r i son o f vi ews r e gardin g th e s am e s ub j e c t s .
S i gni f i c an c e o f educa t i o n
S i gn i fi c an c e o f t ra i n ing
S i gni f i c an c e o f d r i ve
Ch a r ac t e r i s t i c s cannot b e d e t e rm in e d
The s i gn i fi c an c e o f making prop e r e va l u a t i on s and
s el e c t io n s i s d e s cr ibed by Like r t :
I n th i s ch ap t er , w e h ave br i e fly s ummari z e d s om e o f
the findings eme r g i ng from r e s e arch o n o r g an i z a t ional
per form an c e .
The d a t a show the great i mpo r t an c e of the
qua l i ty o f l e ader s h ip .
For e very c r i t e r i on , such a s
produ c t i v i t y , abs en c e , at t i tudes , an d p romo t abi l i ty o f
the s up e r vi s o r , t h e s am e b a s i c pa t t er n s o f supervi s ion
yi e l d ed th e b e s t r e s u l t s .
Supervi s i on and the gener a l
s tyl e o f l e ad e r s h i p th rou ghou t th e organ i z a t i on a r e
u s u a l ly mu ch mor e i mpo r t ant i n i n fl u e n c i n g r e s u lt s
th an s u ch g e n eral f a c t or s a s a t t i t u d e s t oward the
company a n d i n t e r e s t i n th e j ob i t s e l f . l
l Ren s i s Like r t , New P a t t erns o f Man agement ( New
York , Toron t o & London : Mc Graw-H i l l Book Co . , 1 9 6 1 ) , p . 25.
53
The depth t o wh i ch e valu at ion t e ch n iques are
u t i l i z ed by some o r g an i z a t io n s along w i th r ecognit ion
of the l im i t a t ions o f s u ch " sy s t em s " are exemp l i fi e d
b y the s t a t emen t from S e l e c t i on o f Man ag ement Personnel :
We a t t empt ed t o sharpen our knowl e dge o f the
psycho logi c a l ch a r ac t er i s t i c s of our mo s t succe s s fu l
execu t i ves , a s d e t e rmined by o u r t e s t bat t ery, t o
g ive u s c l u e s r eg arding the s e l ec t ion o f m e n fo r
comparable j ob s i n the fu tu r e .
Th e char ac t er i s t i c s
o f men who a r e l i k e l y t o be s u c c e s s fu l i n our
company wi l l , o f c ou rs e , vary cons i de r ably, depend­
ing upon the k i n d o f wo rk to wh i ch they are as s i gned .
But w e do f ind th a t i t i s pos s ibl e for u s to make
s ome gen e r al s t a t em en t s abou t these charact eri s t i c s ,
a s l ong a s we a r e c ar e fu l t o de fine th e p a r t i cu l ar
group of execu t ive s we a r e t alking about . 2
S ign i fi c a n c e o f E du c a t i o n
The quo t a t i o n s i n th i s s ec t ion were s e l ected t o
d emon s t ra t e t h e comb i n a t i on o f credence a n d doubt wh i ch
ac company s el e c t ion and p r e d i c t i on o f s u c c e s s bas ed on
e du c a t i on .
Cl eeton and M a s o n i n t h e i r book Execu t i ve Abi l i ty
s e em inc l i n ed t o mi s t r u s t educ a t io n al achi e vement , ei th er
qu a l i t y or fiel d ,
a s an i nd i c ator o f p robable succes s :
For some r e a s on , not c l early d e t ermi ned , the re
appeared t o be l ow c or r e l a t io n between rat ings on
t echn i c a l knowl edge and j udgment of fact .
It is
qui t e po s s ible th at r a t ers con s i d e r ed techn ic al
knowl edge in a r e s t r i c t ed s en s e a s applying to
subj ec t s o r d i n ar i l y t au gh t in t echn i c a l s choo l s .
2 Jo s eph Dooher & E l i z abeth Mart ing , S e l e c t i o n o f
Man agement P e rsonn e l ( New York , 1 9 5 7 ) , p . 3 0 5 .
55
S u ch was no t the i n t ent , but t h e fa c t th a l .
p r e t a t ion o f t erminology i n fluen c e s r at i n r t ' '
r eadi ly d emons t r a t ed by th i s exp er i enc e . 3
i n t er­
is
·
. ; ' 1 l ege
S ome t 1m e s t h e f 1 e l d o f m a J o r s tu dy 1n ( , - n t l y
may i ndi c a t e the di vi s i on fo r wh i ch th e r r · ' n ow ever ,
r ecru i t ed c o l l ege gradu a t e i s b e s t f i t t ed . : ; t r on g ly
t h e only types o f cou r s e s i n c o l l ege wh i ch
:; u ch
f ac i l i t a t e or r e s t r i c t p l a c emen t a r e tho S '' : ; c
a s a c count i ng and engin eer in g , a n d e v e n t h '
produ c e t h e i r no rma l quo t a o f m i s fi t s . 4
·
·
·
·
Th e s i gn i f i c ance o f educ a t io n i s r e cogr.
/ r; d i n
·
j_ c a t i ons
th e fol l owing quo t at ion wh ich a l so i nc l u d e qu a l
as to l im i t a t i o n s whi ch mu s t b e r e co gn i z e d .
\
B e l l ows and Gi l s on not ed :
E i th e r ext reme o f n arrow spe c i a l i s t o r va g / . ;ho
g en e r a l i s t prom i s e s t oo l i t t l e for t h e fi r �(
.
. n in an
s eeks th e execu t i ve who c an make th i ng s h e> :u ' , - l ar g e r
:
o r g an i z at i on a t t h e s ame t im e h e r el a t e s t ''
. du a t e
envi ronmen t .
Cer t a i n l y , the l ib e r a l ar t s 'i ·
h im
who can r e l at e w i th and con t r o l wh a t ' s arc · r1 eer
comp ar e s w e l l in h i s c a n d i dacy w i t h t h e en': 1 abl e .
who c an general i z e .
E i th e r rout e m ay b e s
Wh at i s un s u i t abl e , h oweve r , i s th e n ar row
�; d i n
s p e c i a l i s t , voc at i on a l � n h i s out l o ok , � tu :, · : ch
h i s for e s i gh t , and myop 1 c to t h e wo r l d 1n � ,
h e l ives . S
·
:
�
__
·
T h e fol low i ng thr ee quo t a t i o n s from S e l c /
; j_ on o f
rJ i f fer-
Man agem e n t P e r s on n e l r ep r e s en t t h e views o f t h r r '
e n t comp a n i e s s tudied by Dooher a n d Mar t i n g :
1
Ano t h e r qu a l i f i c at ion sough t i s e du c a t i c ::1 su r a t e
a t t a i nment , not n e c e s s ar i ly fo rma l , but co� - _
th e
S i r. /
w i th th e r equ i r emen t s o f t h e bus i ne s s .
. ·-
3
C l e e ton an d Mas o n , p . 1 0 5 .
4 rbid . , p . 187 .
S Bel l ow s and Gi l s on , p . 1 8 7 .
I
I
I
I
I
56
n a t u re o f t h e bu s in e s s i s t echn i c a l , co l l ege - t r a i n e d
p eopl e- -p a r t i cul ar ly i n th e chem i c al o r eng i n e e r i n g
fi elds-- s e em t o b e mor e n at u r al c and i dat e s for
exec ut i ve s p o s i t i o n s i n m anu fac tu r ing or ope r a t ions .
Exper i en c e h as s h own , h oweve r , that t h i s i s not a
r i gid requ i r emen t .
A fu rth er m a j or qu al i fi c at i on s ough t i s s u cc e s s­
Th i s
ful j ob p e r fo rma n c e i n previous as s i gnme n t s .
i s bas i c enou gh n o t t o need further c l ar i fi c a t i on .
I t i s gen e r a l l y r e cogni z ed th a t tho s e men who h ave
suc ces s fu l l y met t h e s t an d a r d s o f p e r forman c e o f
th e i r fir s t s up e r v i s ory j ob s at an a ge younger t h an
the average app e a r t o b e t h e ones d e s t in e d t o go on
t o oth er advanc e d po s i t i on s .
To summar i z e , th en , s ome o f the bas i c qu al i fi c a­
t i ons sought i n m an agement c andi dat e s ( no t n e c e s ­
s ai rly in th e o r d e r o f th e i r import anc e ) are :
1.
2.
3.
4.
Abi l i ty t o a c comp l i sh r e s ul t s t hrough
peopl e .
Exper i en c e and/or e du c a t i o n commensu r a t e
wi th t echn i c al a sp ec t s o f fu ture a s s i gn­
men t s .
Abi l i t y t o a s s ume addi t ional re spon s ibi l i t i es
bas ed on p a s t s u c c e s s ful p e r formance .
Abi l i t y t o d emo n s t r a t e breadth o f j udgmen t ,
vis ion , and m a t u r i t y and to exh ib i t a
bal anced p e r s on a l i t y . 6
We made a numbe r o f ana l ys e s , and throu gh t h em
we l e arned many t h i n g s .
For exampl e , we l e arned
th a t t h e educa t i on a l l e vel of our exe cu t i ve for c e
i s r i s i n g , and th a t now 6 3% o f ou r s t o r e m anage r s
h ave coll ege b ackground s , w i t h 2 6% c o l l ege gradua te s .
Th e propor t i on o f execu t ives with col l e ge t ra in in g
h a s increas ed b y mo r e t h a n one- fi fth i n t h e p a s t
n i n e ye ars .
We l e arned t h a t th e r a t e o f progre s s t o pos i t ions
of r e spon s ibi l i t y i n our comp any now s e ems to in­
c r ea s e wi th a m an ' s edu c at ional l e ve l .
Col l e ge
gradu a t e s b ecome s to r e m anagers i n on e to two years
l e s s t ime than do h i gh s chool graduat e s .
And , a l s o ,
we l earned that th e group o f men who are cand id a t e s
for pos i t ions one s t ep below our p r e s ent o f fi c e r s
nearly al l nave c o l l ege backgrounds . 7
6 nooh er an d Ma r t i n g , pp . 2 8 2 - 2 8 3 .
7 Ibi d .
I
p . 30 5 0
':J I
I n s el e c t i ng our po t en t i al manager s , we look
for edu c a t i on ( co l l ege or the equ i v a l en t ) , evidence
o f s a t i s fac tory persona l i t y , awa r en e s s , abi l i t y
t o g e t a l on g w i th o t h e r s , a n d good app e a r a nce .
No one over th i r ty years o f age i s a s s i gn ed t o the
C adet Program ; i n fact , he would b e employed only
i f h e w e r e ou t s t andingly qu al i fi ed t o fill some
Exp e r i ence i s not r equ i r ed ;
p a r t i cu l ar vacancy .
bu t , i f a candida t e h a s wo rked h i s w ay th rough
s chool by m e ans o f s ome employme n t wh i ch s e ems t o
augment h i s academ i c l e ar n i n g , w e a r e i n c l ined t o
Al s o , many o f o u r pre s en t emp l oyees are
f avor h im .
fur th e r i n g their edu c a t i o n wh i l e working for Con .
Edi son ; and , as th e s e p eop l e r e c e i ve th e i r degr ees ,
th ey a r e con s i der ed fo r t r a n s fer t o the Cadet
P rogr am . B
The s i gni fi cance the General Mi l l s Company
a t t ach e s to edu c a t ion i s s et fo r th in Man age magaz ine :
General Mi l l s h a s p a r t i c ip a t e d i n c ampu s r e­
c ru i t ing a number o f ye a r s and h a s r epo r t ed s a t i s ­
fact ion i n c a l iber o f men h i red and t h e l ongr ange
growth pot en t i al wh i ch t h ey are demon s t r a t i ng .
" Du ri n g t h e fou r y e a r s t h at I
Gay r e c al l s :
h ave been d i r e c t l y connec t e d w i th our recru i t i n g ,
we h ave b e e n h i r i n g abou t t h i rt y t o fou r t y young
men a year a s a r e s u l t of our r e c r u i t ing p rogram, and
we have e n j oyed a 90% r e t en t ion r a t i o .
" S ome o f the f i r s t men who j o i n ed u s du r i n g
m y f i r s t recrui t in g s eason a r e now i n s u ch po s i t ions
a s manager of ou r Ope r at i o n s Res e ar c h Dep a r tmen t ,
a s s i s t an t t r e a s u r e r o f t h e c o rpor a t i o n , a s s i s t ant
t o the f i n an c i al vi c e pre s i d en t , produ c t s man agers
i n our Marke t i ng D ep a r tmen t , ch i e f a c coun t a nt of
our C an adi an op era t i o n , et c e t er a . "
Gay and o t h e r s find th a t no ru l e o f thumb c an
be app l i ed to s e l e c t i o n .
E ach year brin gs more
soph i s t i cat ion into s e l e c t io n pro c e d u r e s and i n t o
o r i en t at ion a n d t r a i ni n g gi ven t o c ampu s r e c ru i t s .
Despi t e bat t e r i e s o f exam i n a t ions wh i ch may be give n ,
i n spe c t ions o f t r a n s c r ipt s and r e f e r e n c e s , t h e re­
cru i t er s t i l l mu s t mak e a s ub j ec t i ve j udgment . 9
B rbid . , p . 2 7 3 .
9 " wh a t H appens to the Br i gh t You n g Men ? "
Magaz ine ( Febru a r y , 1 9 6 6 } , p . 7 .
Man age
58
One o f th e s t rong e s t c a s e s fo r t h e s i gni ficance
of e du ca t i o n as a bas i c ingredient of execu t i ve s u c c e s s
w a s s e t fo r th i n For tune mag a z i n e i n a s tu dy i n wh i ch
" s eve r al thou s and youn g execu t i ve s , " w e r e s u rv eyed .
In
a s e c t ion ent i t l ed " Th e E s s ence o f t h e Man , " For tune
repo r t ed :
F i r s t among the t r a i t s th at d i s t ingu i sh the
you n g execut i ve today is h i s e arly d e s i r e for a
In h i gh s ch o o l o r col l ege
thoro ugh edu c a t i on .
the young man who w a s to become a m embe r of th i s
execu t i v e gen e r a t ion d i s cover ed t h e v a l ue o f
educa t io n a s a tool , and h e s oon s e t about fi t t ing
that tool t o h i s h and .
Accordin g t o For tu n e ' s
s amp l i n g , over 8 5% o f thes e men g r a du at ed from
c o l l ege , one ou t of three of th em w i th ac adem i c
honor s .
O f the co l l ege gradu at e s , o ver 4 0 % went
on to t ake gradu a t e degre e s .
E ig h t y per c en t o f
th e col l ege g r adu a t e s wo rked t o p ay fo r some p art
of th e i r edu cat ion ' s cos t .
One out of t h r e e of
them went to s chool at nigh t .
A s a group , th e s e
men a r e t h e bes t edu c a t ed ever to emerge i n
po s i t i ons o f bus in e s s impor t ance .
And , s i gni f i c an t l y
enough , mo s t o f th em spent some por t ion o f th e i r
a c ademic l i ve s i n a s tudy o f t h e u s e fu l d e s cipl ines ,
l ike eng i n e e r in g or �conomic or accoun t ing .
Th e i r
edu c a t i o n s erved t £ arm them fo r s o m e k i nd o f
bus i n e s s a c t i v i ty a 0
S igni fi cance o f T r a i ning
Vi ews r egarding th e s i gn i f i c a n c e of t r a ining and
exp e r i ence of t h e execu t i ves are s e t for th in th i s
s ec t ion .
Th e h a z ard o f not having an expe r i ence factor to
l O wal t er Gu z z ardi , Jr . , " Th e E s s e n c e o f the Man ,
"
Fo r t un e , LXIX , No . 6 ( June , 1 9 6 4 ) , p . 1 8 4 .
59
j udge by i s r epo r t e d i n Manage Magaz in e :
The pen al t i es o f as s i gning i n experi enced men
to po s i t i o n s of author i ty i n bu s in e s s and indu s try
wou l d inundat e t h e l arge s t con su l t i ng fi rm i n . the
Again , I h ave ob ser ved compl e t e dep ar t­
coun t ry .
men t a l uph e aval s c r ea t e d by inexperi enced execu t i v e s
who were tho rough l y convinced that Rome r e a l l y w a s
bui l t i n l e s s th an twen ty- fou r hour s .
Th ey p l unge
i n w i th d i r ec t i ve s wh i ch might s u gges t th a t c a u t i on
i s a bet t er demon s t r a t ion o f a f a i r degree o f
admi ni s t ra t i ve ab�l i ty , t o s ay noth ing o f t h e un­
suspect ing employees wh o qu e s t ion an impr a c t i c a l
command .
T o s ay t h a t inexp er i en c e i s apt to i n du c e
impu l s i ve a c t ion i s ano t h e r under s t at emen t . l l
Th e h a z ar d o f a t t emp t in g t o apply exper i ence or
t ra i n in g i n a spec i a l i z e d area to the field o f mana gement
i s d i s cu s s ed i n Execu t i ve Abi l i ty :
S c i ence a s c er t a in s fac t s ; i t forms n o j u dgmen t s
o f value o r u t i l i t y .
Wh e n s c i en t i s t s a t t empt to
find mean i n g in t h e r e l a t io n o f e l ement s whi ch are
not comparabl e , t h e y en t e r th e r ealm of ph i l o s ophy .
Un fortuna t el y , mos t s c i en t i s t s are not good ph i lo s ­
oph e r s .
Indu s t r i a l h i s t o ry provides numerou s
exampl e s o f s c i en t i s t s who were no t good execu t ives .
I t i s i n provi ding a s e n s e o f val u e s , i n exe r c i s i n g
the abi l i ty t o j udge p ro fi t ably cour s e s o f act ion ,
th a t the execu t i v e a s a coord i n a t o r make s h i s
g r e a t es t con t r ibu t i on . l 2
The s i gni fi c an c e the Sylva n i a Corporat ion a t t ac h e s
to exp e r i ence w a s pr e s e n t ed by Dooher and Mar t ing :
At S yl vani a , w e feel th at one o f the b e s t w ays
to avo i d s u ch a m i s t ake i s to u t i l i z e proven p e r­
forme r s i n man agemen t and execu t i ve pos i t i on s - ­
i ndi vidu al s who h av e demo n s t r at ed the i r abi l i ty
We bel i e ve tha t a man ' s
and growth potent i a l .
l l B . G . Gro s s , " Th e P en a l t i e s o f Inexperi enc e , "
Manage Maga z i ne , Vo l . 1 8 (Apr i l , 1 96 5 ) , pp . 2 9 and 3 1 .
1 2 cl eeton and M a s on , p . 3 3 3 .
ou
p a s t per fo rmance i s the b e s t i ndi c a t i on we h ave
Th er e fo r e ,
o f h i s probable fu tur e per formance .
a car efu l a s s es sment o f p a s t p e r formanc e i s t h e key
facto r i n ou r pl acement a c t iv i t y for candid a t e s
13
both with i n .the company and out s id e the company .
A d i s cu s s ion o f the s ig n i fi ca n c e o f edu c a t ion
and t ra i n i ng and the need for a comb i n a t ion of both
fac tors was s e t forth by Mr . M . J . R athbone , C h a i rman o f
the Board and Ch i e f Execu t i ve O f fi c e r , o f S t a ndard O i l
Compa ny o f New Jers ey :
L et me make a few comment s , a s a bu s i n e s s
p r a c t i t ioner , o n bu s in e s s edu c a t i o n for t h e fu ture .
My fi r s t obs er v a t i on i s about th e old argument
b e tween br e adth and dep th--betw e e n so-c a l l ed " gener a l "
a n d " spec i a l i z e d " educ a t i o n .
I t i s fashi onab l e
nowad ays t o s corn overspec i a l i z at io n , and i ndeed
the spec i al i s t who l e arns no t h i n g abou t al l i ed
f i e l d s i s not l ikely to go far .
Bu t spec i a l i z a t ion
w i l l always be w i t h u s .
I t i s n a r row , to be sure-­
bu t s o is t h e cu t t in g edge of a k n i fe .
A modern
bu s in e s s r equ i r e s a g r e a t var i e t y o f spec i al i s t s .
Howe ver , every spe c i al i ty shou l d be bu i l t on a
broad , s o l i d foundat ion .
Th i s br e adth o f t r a i n in g i s even mor e vi t al
for the fu ture manage r .
I n th e h i gh e r l evel s , a
man ager has no t ime to be an exp e r t o n anyth ing-but h e mu s t be abl e to under s t and wh a t the exp e r t s
t el l h im , app r a i s e i t s broad impo r t , and th en we l d
a l l th es e t e chno l og i e s a n d p e r s o n a l i t i es together
i n to an organ i z ed progr am .
C l e ar l y , i f the aim
o f a good bu s i n e s s edu c a t ion i s t o develop s u ch
qu a l i t i e s a s thes e , th en i t cannot s t op w i th the
I t i s r at h e r a l i fe-l ong
gr ant i ng o f a d ipl oma .
proc es s .
Th e bes t man ager w i l l be con s t an t ly
l e ar n i ng on the j ob , t ra n s c ending rou t i n e and
p e r c e i ving r e l at io n s between s e emingly un r e l a t ed
thi ngs . H i s c l a s s room w i l l be h i s o f fi c e , and h i s
t extbook t h e en t i r e bu s i n e s s envi ronmen t .
H e wi l l
be fo r ever trans l a t i ng wh a t h e l e arn s i n to pra c t i c e ,
fr e e i n g h ims el f from automa t i c adh er ence to " the w ay
•
13
•
•
.
Doo h er an d Ma rt 1 n g , p . 3 3 5 .
61
w e h ave always done i t , " p r ep a r i n g h i s organ i z a t ion
to change w i th the ch anging t im e s . 1 4
Th e opi nion o f anoth er promi nent bus in e s s execut ive , Mr . L . Eugene Root , P r e s ident of Lockh e ed Mi s s i l e s
&
Sp a c e Comp any ,
fur th e r demon s t r a t e s th e recogn i t ion
of the s i gn i fi c anc e of t r a in ing and exp er i e n c e :
H aving di s cu s s ed compu t e r s and i n fo rmat i on
s ys t ems a s a prominent fe ature o f ou r mana gement
envi ronmen t , I ' d l ike to t alk abou t another on e .
T h i s i s th e dep t h and bre adth o f edu c a t i o n r equ i red
to e ffec t i vely man age the a f f ai r s of mod ern bu s i n es s .
I n m any compan i e s , the r i s e to m a n agemen t and
execut i ve r anks h a s been through on e or ano t h e r
funct ion a l spec i a l i t y , such a s m a rket i ng , or f i n ance ,
I n s ome organ i z at io ns , i t h a s been
o r p rodu c t ion .
t h rough engineer i n g , a s i n my own c a s e .
But a
r apidly i n c r e a s ing number o f enl i gh t en ed compani es
a r e recogn i z i ng t h e n e ed for broadly t r a i n ed men ,
who h ave s t re t ch e d beyond th e i r b a s i c spec i al i t y
t o fi l l the f i rm ' s m an agement po s i t i o n s . l 5
S igni fi c ance o f D r i ve
The qu es t ion o f how d i r e c t l y execut i ve s u c c e s s
i s r e l at ed to dri ve i s demons t r a t ed b y t h e quo t a t ions
s e l ec t ed for thi s s ec t i o n .
Th e reader shou l d note that
mo s t o f t h e " pro fe s s io n al s " s t r e s s th at dri ve mu s t be
i n con c e r t with the o t h e r abi l i t i es o r t al en t s wh i ch
a r e n e c e s s ary for s u cc e s s i n bu s i n e s s .
1 4M . J . R athbone , " Wh a t Kind o f Man agers for
Tomor row ' s Wo r l d , " Man age Maga z i n e , Vo l . 1 7 (May, 1 9 6 5 ) ,
p . 10 .
l 5 L . E . Roo t , " NMA as Vi ewed by a Comp any
P r e s i den t , " Man age Mag a z i n e , Vol . 2 5
p. 22.
( Janu a r y ,
1 96 6 } ,
Th e fo l lowi ng quo t at i o n from an ar t i c l e i n Man age
Maga z i n e des c r ib e s t h e r e l a t i onship wh i ch d r i ve h a s t o
mak i n g e du c a t i on a m e an i n g fu l as s et :
I t app l i e s
The p r i n c ip l e i s a u n i ver s al one .
I f you want t o d o i t
to a ny j ob o r s e r v i c e .
" pro fe s s i o n a l ly , " you t ak e t h e " long" v i ew ; you s ee
the wh o l e p i c tu r e , i n c luding not only the obvi ou s ,
but a l s o t h e s ub t l e , p o s s ibly h i dden , " fr in g e
And , h avin g t aken no t e o f al l t h e fac to r s
areas � "
i nvo l ve d d i r e c t l y and indi r ec t ly , you e v a l u at e
t h em--yo u as s i gn r e l at i ve s i gn i fi c ances--you p l a c e
e ach s ep a r a t e f a c t o r i n i t s proper po s i t i o n
r e l a t i v e to th e who l e .
L as t , bu t c e r t a i n ly no t
l e as t , you do s ome th i n g about i t �
You t ak e
appropr i at e ac t i on �
.
I wou l d l i k e to con s ider t h e " pro fes s i on a l "
man ( o r woman) a s much l ike t h e s a fe d r i ve r .
He
i s w i de awake .
H e know s , a t al l t imes , wh at i s
goi n g o n arou nd h im , wh a t i s " comi ng h i s w ay . "
He
i s cont in u a l l y e v a lu a t i ng th e i nt e r a c t ions o f many
facto rs and adj u s t i n g pos s ibl e l in e s o f a c t ion to
s u i t the ch ang i n g s i tu a t ion .
H e i s mak i n g fu l l
u s e o f a l l t h e avai l ab l e " t ool s , " and prog r e s s i n g
at a r e a s o n abl e speed t oward s ome wo rthwh i l e
obj e c t i ve--wh eth e r i t b e th e corn er s upermark et ,
the p r e s id ency o f h i s company , o r t h e s o l u t ion to
s ome p ar t i cu l ar p robl em .
He i s do ing h i s par t �
Th e fac t t h a t you were " pr o f es s ion al " ye s t er­
day i s no gu a r an t e e t h at you a r e " pro f es s i onal "
today--or th a t you w i l l be tomorrow .
You may , with
t ime , come cl o s er and c l os er to t h e u l t imat e go a l ,
bu t you c an never a c t u a l l y ach i e v e i t .
The d ay
you b r e a t h e a s i gn o f r el i e f and s ay to you r s el f
" I ' ve got i t made � " i s t h e day you wi l l c e a s e t o
be a t ru e " p ro fe s s i on a l � " l 6
•
•
•
Th e u s e o f edu c a t ion a s an i ndi c at o r o f " d r i ve "
i n s t e ad o f a s the ba s i s o f evalu a t i o n o f ski l l w a s brought
ou t in th e r epor t s umma r i z i ng the r e s u l t of a round t ab l e
1 6 J . W . Morr i s , " P ro fe s s ional i sm vs .
Degr e e i sm , "
Man age Maga z in e ( Apr i l , 1 9 6 6 )r pp . 6 2 and 6 3 .
63
d i s cu s s ion at Columb i a Uni ve r s i t y , Wh at Makes an
Execu t i ve :
Th i s poi n t o f v i ew w a s develop ed i n a s l i gh t l y
di f fe rent manner by anothe r membe r .
" It is a
I t i s not
mean s o f det erm in in g who i s ambi t io u s .
always going to work out , but w e c an ' t wor ry abo u t
thi s . W e mu s t be con c erned abou t our own bu s in e s s ,
not abou t why a p ar t i c u l a r per s on h a s or h as not
I don ' t
h ad an oppo r tun i ty to acqu i re an edu c a t ion .
t h i nk th a t th e bu s in e s sman wo rri e s abou t wh at a man
s t udi es a s much a s wh e t h e r or not he took th e
t roubl e to get a n educ at ion .
" I t h i nk t h e r e a son why bu s in e s smen pu t s o
mu ch emph a s i s o n edu c a t ion i s t h a t today edu cat ion
I t h as become s o e asy to acqu i re
is s o preval en t .
th at we u s e i t a s a fi r s t means o f s ep a r a t i n g the
s h e ep from th e go a t s .
Th e man who h a s no t t aken
the t roubl e to get an edu c a t i o n i s probably l e s s
i n t e l l i gent . "
Th i s pos i t i on was echoed i n mu ch sharper t erms .
" Co l l ege a t t e nd an c e i s a m e a s u r e o f d r i ve , ambi t io n ,
and r e l a t ed qu al i t i e s .
I f a man l acks th e s e qu a l i ­
t i e s , he cou l d h ave very h i gh i n t e l l i gence , bu t
th at i s no t t h e key po i n t . " l 7
Th e impo r t an c e o f appl i c at i on o f indi vidual e f fo r t
o r dr i ve i s emph a s i z ed by B l a ck i n the fo l low ing t h r e e
quo t a t io n s from h i s book , How to Grow i n Managemen t :
But t h e r e i s one th ing you mu s t always k e ep i n
mind .
No company c an develop you .
You ' ve g o t t o
d o th at you r s el f .
I t c an provi d e you w i th educ a t i o n a l
oppor tun i t i e s ; a l e r t man agement do e s thi s .
B u t th e
b e s t a comp any c an do i s to provide the c l i mate i n
wh i ch you c an grow a n d develop .
Th e actual growing?
l
8
Th a t ' s you r j ob .
No ,
there i s n o s u ch t h i ng a s t h e Execut i ve
1 7R epo r t o f a Round T ab l e on Exe cu t i ve Potent i a l
and P e r fo rmance , p . 3 9 .
1 8 Jame s Men z i e s Bl ack , How To Grow In Man
agemen t
{ New Jer s ey :
P r en t i ce-Hal l , I nc . , 1 9 5 7 ) , p . 1 5 .
64
Personal i ty .
And thou gh h e wou l d b e a paragon
i ndeed who pos s es s ed a l l th e t r ai t s and t a l e n t s
t h a t i d en t i fy the comp e t en t man , t h e bu s i n e s s
execu t i ve , l ike any oth er l eader , mu s t h ave ski l l s
and abi l i t i es e s s en t ia l t o ac comp l i s h i ng h i s
Th er e ' s no mys t er y abou t wh at they a r e .
obj e c t i ve .
Any ana l y s i s o f the ch a r ac t er i s t i c s o f s u c c e s s ful
men reve a l s they share a s t ar t l in gl y h i gh number o f
common abi l i t i e s , and n e a r l y a l l o f th em are
qu al i t i e s of l e adersh ip .
Ski l l i n deal ing with
19
peop l e i s e s s en t i a l to the m an who wants t o advance .
Wel l , you c an t r a i n you r s el f t o grow i n man a ge­
men t .
You don ' t need a fo rm a l comp any- sponsored
execut i ve t ra in i n g program to get ah e ad .
Th ere are
men in every bus in e s s i n t h i s cou n t r y who are
p r epar in g t h ems e l ves for promo t ion th rough their
own i n t e l l i gent e ffor t s .
They h ave l e arned one
s impl e fac t .
No management development p ro gr am ,
n o m a t t e r how compr eh ens ive i t i s , no ma t t er how
wel l i t i s condu c t ed , c an do your work for you .
A t mo s t , a form a l p l an c an only d i r e c t you r e f for t .
I t i s up t o you to run w i t h t h e b a l l , and th at
means you mu s t grow on you r j ob u n t i l you acqu i r e
t h e abi l i t y , exp e r i ence a n d knowl edge t o move to
t h e next s t ep of your c a r e e r . 2 0
The s i gn i fi c ance o f d r i ve a s vi ewed by the
execu t i ve s th ems el v e s is s e t fo rth very expl i c i t ly by
Guz z ardi in the Fortune ar t i c l e on " Th e You n g Execu t ives " :
The young execu t i ve i s s er i ou s , with the abiding
s er i ou s n e s s abou t h i s bu s i n e s s th a t is a precondi ­
t ion to al l bu s in e s s s u c c e s s .
H e i s aggr e s s ive ,
con fiden t , i ndep endent , and dec i s i ve- - al l qu a l i t i e s
t h a t s e em t o h av e been p a r t o f h i s n atural ch a r a c t er
and men t a l s t ru c t ure s in c e h e b eg�n to mature .
He
pos s e s s e s an i nqu i ring , acqu i s i t i ve mind that he
h a s t r a i n ed and pol i shed unt i l i t h a s become an
ex t r ao rd i n a r i l y e ffec t i ve i n s t rument with wh i ch to
a t t ack the en twi ned probl ems o f h i s bus i n e s s l i fe .
He works h a r d , p ar t l y b e c au s e h e forever s e ek s
19
rbid . , p . 2 8 .
2 0 rbid . , p . 2 1 3 .
65
" more chall enge and mo re r e spons i bi l i ty, " and h e
bel i eve s h ard work c an a t t a i n f o r h im tho s e twin
des ider at a .
H e h as a s t ron g propens i ty towar d
p r agma t i sm- - h e s t r i ve s always t o e f fect ch anges i n t h e
ex ternal wor l d , ch ange s t h a t h e c an then hold out a t
arm ' s l ength a n d admi r e . 2 1
Thu s armed , they e n t e r ed t h e bu s ine s s worl d .
General l y speak i ng , t h ey e n t e r ed i t in the employ
And i n that b i g company envi ron­
of a big company .
ment - - th a t n at u r al h ab i t a t wh e r e h i s bu s i n e s s l i fe
began- - t h e you ng execut i ve h as r emained ever s� nce .
H e may h ave ch anged compan i e s , and h e cert ainly h a s
ch anged j obs , bu t h e n ever spent very much time
dur in g h i s mature l i fe i n the employ o f a sma ll
Th e b i g organ i z a t io n became th e natural
bus in es s .
fi eld fo r h i s a c t i on .
As s oon as th e s e men wer e edu c a t ed and pl unged
into corpora t e l i fe , t h ey began to d i sp l ay s t i ll
more common at t i t ud e s and t r a i t s o f ch aract er .
Bus in e s s not only o c cup ied them , i t preoc cupied
them .
They wove bu s in e s s i n t o t h e v e ry fabric o f
thei r l i ves . · wh ether th e ob j e c t o f t h e i r attent ion
was New Hampsh i r e h emp or Ch i l e an copper , they
p r e s e n t ly became devo t ed to i t , a nd that devo tion
Th ey are r ar ely fl ippant or
h as s e l dom fl agged .
cyn i c a l abou t th e i r bu s in e s s , and t h ey rar ely
ques t i on wh ether the g ame is wor th t h e candl e . 2 2
One man with a g i an t corporat ion who h a s out­
s t r ipped all the men o f h i s age in h i s department
sums up the reason s fo r h i s frequent promo t ions
t h i s way :
" Good fo rtune h a s a l o t to do with it .
But that i s only one e l emen t .
I think men t a l
at t i t ude has a g r e a t deal o f impo r t ance .
Many
fel l ows I ' ve worked w i th h ave b e e n much smarter th an
I am , bu t t empe r ament al , and wh en the go ing got tough
Some broke up under
they j u s t didn ' t h andl e i t .
pres sure .
Some , with no pres sure , broke down and
j us t didn ' t do anyth in g .
Ment al cond it ion ing was
Th en one o f the import ant
part o f my edu c at ion .
thing s i s des i r e- - I want ed i t . "
Aga i n sounds the
21
wa l t e r Guz z ardi , Jr . , " T h e Young Exe cu t i v es , "
For t un e , LXIX , No . 6 ( June , 1 9 64 ) , p . 98 .
22
b"d.
.!__2_
1
p . 184 .
66
o l d r e fr a i n :
wo rk and you w i n .
S o whe n the young
execu t i ve sounds cheer fu l about h ow he wou l d r e a c t
i f h e los t t h e bi g one , h e m a y b e wh i s t l i ng i n t h e
d a rk .
S ome o f th e s e men , by t h e t im e t h ey come to
the point wh ere t h ey c an no longer move ah ead , may
h ave enou gh acres o f r e spon s ib i l i t y to plow , and
Bu t many o f th em may no t be .
they may be cont ent .
Th e youn g execu t i v e o ft e n r emark s generou s ly o f
cont empo r a r i e s whom h e h as l e ft beh i nd th at " th ey ' re
good sol i d men , they make the i r con t r ibu t io n " - but th at valedictory, e a s y enough fo r h i m to c a l l
back over h i s shou lder fo r s omeone e l s e , i s not
the one he wou l d order up fo r h im s e l f .
He hopes
23
fo r a mo r e re sounding bus i n e s s epi t aph t h a n that .
·
Th e final quo f a t ion i n t h i s s ec t ion s e t s forth
t h e r e l a t i on sh ip and s i gn i fi c an c e o f " dr i ve "
to the
a s s e t s whi ch may be avai l ab l e to t h e i n d i vi du a l aspi r i ng
to c l imb the execu t i ve l adder :
Th e s upervisor i n th e S ix t i e s i s th e key man
in a t r emendous t echnol ogi c a l r evo l u t i on .
The
n ex t t en years wi l l h i t h a r d at t h e manager who
s t ands easy on p a s t ach i e vemen t s , who regards pro­
gres s a s an unwarr a n t ed i n t ru s i on o n h i s pr i vat e ,
comp l a cency- l i n ed r u t o f " everyt h i n g a s u s u a l . "
Yes , you h ave a b i g j ob comin g up .
And i t ' s
up t o you to get r e ady to handl e i t .
An execut i ve
o f the General E l e c t r i c Comp any pu t h i s fi nger on
t h i s fact wh en he obs erved , " We h av e no u s e fo r
t h e man wh o comes t o u s and s o mu ch as s ays , ' Here
I am �
Find my t a l en t s .
E du c a t e m e � '
We are
anxious to h elp the man wh o w an t s t o h e lp hims el f .
Our en t i re t r a i n i n g progr am i s aimed at do ing j u s t
that .
However , the i n d i vidual mu s t have t h e
s t a r t i n g d e s i re--make t h e e f fo r t . " 2 4
23
wal t e r Guz z ardi , Jr . , " Man and Corpo rat ion , "
For t un e , LXX , No . 1 ( Ju l y , 1 9 6 4 ) , p . 2 0 8 .
24
James M . Black a n d G r e g B . Ford , Front-L i n e
Man agement (New York , Toron to & London :
McGr aw-Hi l l
Book Co . , 1 96 3 ) , p . 2 0 6 .
67
Ch a r ac t er i s t i c s C a nnot B e D e t e rmined
Th i s r eport woul d not be comp l e t e un l e s s s ome
v i ew s que s t i o n i n g a l l accep t e d cri t er i a were p re s en t ed .
Th e r e a l m e s s age i n th e s e quo t a t i o n s i s n o t th e ins i gn i fi c anc e of educ a t io n ,
t r a in in g and experi e n c e and
d r i ve bu t th e warning th at on e mu s t be c au t i o u s i n
t rying t o e s t abl i sh meaningfu l val u e s o r evalu a t i on
t echn i qu e s fo r predi c t i ng succe s s .
Th e appr ai s a l i de a or t echn i qu e s i n gen er al are
mal i gn ed in t h e Man a g e magaz i n e ar t i c l e " Man agemen t for
Grea t e r Produ c t i vi t y " :
Th e s ixth ch a l l enge i s the a s s u r i ng o f th e
qu al i t y o f man agemen t .
Th e mo s t d i r e c t o f a l l
cont rol s i s bet t er manage r s , becau s e bet t e r­
t ra i n ed , more ac comp l i shed man agers who know
t h e i r go a l s w i l l m ak e fewer mi s t akes and n e ed
f ewer p ar t i a l con t ro l s o f the type w e u su a l l y
appl y .
A l though s ome p rogr e s s has been m ade i n th e
l as t few ye ars i n man agement appr a i s al , I con s i de r
t h i s a r e a t o be s omewh a t weak .
I f i n d th a t mo s t
compan i e s u s e wha t I regard a s a n outmoded s ys t em
o f management appr ai s a l .
Th i s i s t h e typ i c a l
s ys t em o f man agem ent appr a i s ing o n the bas i s o f
qu al i t i e s - - indu s t r i o u s n e s s , cou r age , l e ade r sh ip ,
I am grat i fied
abi l i ty t o g e t al ong w i t h o t h e r s .
t h a t some compan i e s t oday are u s ing the p e r forman ce app ro a ch to man ager apprai s al .
Th i s approach
m e an s t h a t we d e t ermine op e r a t i o n a l l y wh at our
goal s are in as v e r i f i abl e a way a s po s s i bl e , and
t h en a man c an , in e f fe c t , s e l f- appr a i s e , and he and
h i s s up e r i o r are no t r e a l l y engaging in a l i t t l e g ame
o f w i t s or j udgme n t s bu t i n a ma t t e r o f r e s u l t s . 2 5
2 5 nr . Harold Koon t z , " Managemen t fo r Gr e a t e r
Produ c t i vi t y , " Man age Maga z i n e ( Janu ary , 1 9 6 6 ) , p . 4 7 .
68
Th e qu e s t ion o f the val idi ty o f ac cep t ed t ech n i ­
qu e s i s p r e s e n t ed b y L e avi t t i n Man ageria l P sych o l ogy :
Th r e e g e n e r a l approach e s t o fo rm al a s s e s smen t
h av e been d e s c r i bed :
pen c i l a n d p ap e r t e s t s ,
pr o j e c t i v e s , and s o c i ome t r i c method s .
E ach h a s
i t s own advan t ages and cos t s .
P en c i l and p ap e r
devi c e s a r e r el at i ve ly ch e ap and r e l a t i ve l y
s t andardi z ed , bu t th e i r u s e i s l argely l im i t ed t o
ma s s - s el ec t i o n s i t u at i on s .
P ro j e c t ives go deep
an d a r e r i ch i n the mat eri a l they d redge up , but
sub j e c t i ve , i nd iv i d u a l i s t i c , expen s i ve , and poo r l y
S o c i ome t r i e s a r e e asy and rel at i v e ly
val i da t ed .
val id bu t c ar ry s er i ou s imp l i c at i o n s fo r t h e power
r e l a t i on s h ip s in an organ i z at io n .
D ay- to- day a s s e s s i n g o f p eop l e i s a mor e
di f f i c u l t probl em .
I t c a n be h e lp ed b y a s et o f
c a t egor i e s for th i nk i n g abou t p e r s on al i t y , by
u t i l i z i ng modern i n t er vi ewing t ech n i qu e s , and by
incre a s ing one ' s i n s i gh t i n t o on e ' s s el f .
Th e l arger que s t ions o f a s s e s sment are not
" how " qu es t i o n s bu t qu e s t i on s o f " why" and " how
much � " 2 6
Some peop l e though t on e answer l ay i n find i n g
th e common p e r s on a l i ty charact e r i s t i c s o f s u c c e s s fu l
bu s i n e s s l e ader s .
But a s t h e con c ep t ion o f l eader­
ship became more s oph i s t i c a t ed , mos t p eop l e abandon ed
t h at i de a , h aving found a s m any di f ferent p e r s on a l
ch a r ac t er i s t i c s a s they d i d l eader s .
Mor e r e c en t l y , i n s t ea d o f worki n g on speci f i c
t r a i t s or ch a r a c t er i s t i c s , r e s e arch e r s h ave devo t ed
mu ch e f fo r t to d e s cr ibing t h e soci a l background
and over- al l p e r s on al i t i e s o f s u cc e s s ful and u n­
s u c c es s fu l execut i ve s .
I f c l e ar-cut r e s u l t s emerged ,
a t r a i n er m i gh t t h en t r y to u s e them a s a mo de l
t oward wh i ch t o t r a i n h i s p eop l e .
But the r e su l t s
h ave no t been c l e a r , no r wou l d they be very u s e fu l
for th i s pu rpo s e anyh ow .
Mo del s o f the p e r s onal i t i e s
that c an do a j ob a r e no t , a ft er al l , model s o f a
j ob .
B e s ides , our engi n e e r ing me th o ds for ach i eving
tho s e model s a re p r e t t y poor ; so even if w e cou ld
feel s a t i s fi ed wi th bu i l ding peop l e wh o are l ike
s u c c e s s fu l man a ge r s , we cou l dn ' t do i t anyway . 2 7
2 6 Haro l d J . L e avi t t , Manag e r i a l P sych o l ogy
{ I l l i noi s , 1 9 5 8 ) , p . 1 0 5 .
2 7 Ibid . , pp . 2 3 4 and 2 3 5 .
69
Th e h azards invo l ved in u s i n g e v a l u at i on procedu r e s not a c c ep t in g any b a s i s of evalu a t ion are d i s cu s s ed
by Mes s r s . Koontz and O ' Donne l l at some l en gth .
Four
quot a t i on s wh i ch I feel d emon s t r a t e th e i r po s i t io n
regarding formal evalu at i on t ech n i qu e s were s e l ec t ed
from P r i n c ip l e s o f Management :
I t i s to l i t tl e or no ava i l to h ave advan c ed
s c i en t i f i c knowl edge , engi n e e r ing sk i l l s , or
t echni c a l abi l i t i e s un l e s s th e qu a l i ty of man ageme nt
i n o rgan i z ed group s p ermi t s e ff ec t i ve coordinat ion
o f t h e s e human r e s ou rc e s . 2 8
Th e s impl i c i t y o f the s e l ec t i on p rocedure i s
a lmo s t a n t i c l i ma t i c i n comp ar i son w i th the comp l i c a­
t ion invol ved i n t h e appr a i s a l p r o c e s s .
On t h e
o t h e r hand , tho s e en t e rpri s e s that f a i l t o fol l ow a
sys t emat i c and i n t e l l i gent eval u a t ion procedur e
appl i c ab l e to candida t e s for manage r i al po s i t ion s
wi l l view th e h az ards o f s el ec t i on wi th a great deal
o f mi s g i ving .
Th e s e a r e the en t e rp r i s e s who s e
managers bewail t h e l ack o f obj e c t i ve , val i d a t e d
measures , who a s s e r t that s el e c t i on i s a pure gue s s ,
o r who j oke abou t th e mat t er i n an e f for t to h i de
th e i r own ignoranc e . 2 9
On th e bas i s o f th i s i n format io n e ach man ager
i s in a pos i t ion to d i s ch ar g e h i s p e r sonal respon s i­
bi l i t y t o h i s sup e r i or , t o t h e f i rm , and thence to
s o c i e ty fo r th e s e l e c t i on and p romo t i on of abl e men .
Th i s a h e avy l o ad to c ar r y , but a s P . F . Drucker h a s
s a i d , " From an over- a l l po i n t o f v i ew , the abi l i t y
o f an in s t i t u t io n to produ c e l e ade r s i s more import ant
than i t s abi l i ty t o produce e ff i c i e n t l y and cheaply �S O
2 8Harold Koon t z and Cyr i l O ' Donnel l , P r i n c ipl e s
o f Man agement ( 2nd ed . i New York , Londo n :
McGraw-Hi l l
Book Co . , 1 9 5 9 ) , p . vi i .
2 9 Ibid . , p . 3 5 5 .
3 ° Ibid
•
I
p• 3 5 8
•
70
Oc c a s i on a l ly there h ave app ea r ed i n p r i n t
que s t i o n n a i r e s th a t manage r s a r e e n cou r ag ed to answer
in o rd e r to det ermi n e the i r per s on a l e f fec t i venes s .
Th e valu at ion s are tot a l ed on s c a l e running from
poor to ou t s t andi n g , or on a numb e r ed s c al e .
Th e
form er me thod makes no provi s ion fo r w e i gh i n g ,
wh i l e t h e l at t er me thod w e i gh s i n d i v i du a l qu e s t ions
throu gh the medi um o f a s s i gning d i f f e r e n t numb e r s
t o e a ch i t em .
P e rh ap s the bes t th at c an b e s ai d for management
appr a i s al through the check- l i s t s ys t em is that i t
If
do e s n o h arm and may concei vabl y d o s ome good .
t h e i nd i v i dual m an ager i s hon e s t i n h i s e s t im a t e s ,
a n a l y z e s t h e r eport i n order to d i s c er n a r e a s o f
poor p e r formance , draws up a p l an t o c o r r e c t fau l t s
and a ch i eve improvement , and a c t u a l ly c a r r i e s ou t
th e progr am , t h e r e c an be a pos i t i ve advan t age i n
u s ing s e l f- appr a i s al methods . 3 1
31
I b 1" d , p . 6 9 9
.
•
CHAPTER VI I
CONCLUS IONS
Summary o f the Re l at ionship s o f F i e l d s
o f Man agement to Edu c a t io n and
Work Expe r i en c e
Th e r e l a t i o n s h ip s developed i n th i s s t udy w e r e
s et for t h i n Chap t e r s I I I t h rough VI .
T h e mo s t s i gni fi-
c ant r e l a t i onship s developed f rom the an aly s i s o f
biogr aphi es s e t for t h i n " Who ' s Who "
1.
1
a r e a s fo l lows :
Execu t i ve s engaged i n t echn i c a l a r e a s tend
to h ave t h e m a j o r i ty o f th ei r exp e r i enc e in
the i r t echni c al fi eld .
2.
Con s i d e r i ng al l fi elds o f m anageme n t , 80%
of the execu t i ve s h ad over t en y e ar s o f
exp er i en c e i n th e i r cur r e n t management a r e a
a n d 4 0% h a d ove r twenty y e ar s .
3.
O f execu t i ve s engaged in general man agement
a c t i vi t i e s ,
3 0% h ad over s i x ye a r s o f " h i gh e r "
edu c a t io n .
4.
Over 9 5% o f t h e ex ecu t i ve s i n the f i e l d o f
Eng i n e e r i n g h ad Engi neering edu c a t i on s .
l wor l d Who ' s Who I n Comme rce And I ndu s t ry .
71
72
The mos t s i gn i f i c a n t f i n d i ngs developed from
2
.
Bus 1. n e s s Execu t 1. ve
are
t h e s tu dy p e r forme d . by th e B 1q
a s fol lows :
1.
From 1 9 0 0 t o 1 96 4 t h e p e r c e n t age o f execut i ve s wi th deg r e e s i n cr e as e d 2 - 1 / 2 t imes ,
from 2 8 . 3% i n 1 9 0 0 t o 7 4 . 3% i n 1 9 6 4 .
2.
From 1 90 0 t o 1 9 6 4 t h e number o f " al l mal e s "
with degr e e s i nc r e a s ed b y 8 9% wh i l e th e
numb e r o f execut i ve s w i t h degr e e s i n cr e a s ed
by 1 30%.
3.
Con s i d e r i ng a l l man a g e r s in the su rvey , 3 3%
h ad t echn i c al degr ee s , 1 1% h ad L aw degr e e s ,
3 0% h ad deg r e e s wh i ch w e r e n e i th e r L aw nor
T e chn i c al ,
4.
and 2 6% h ad no degrees .
A sur vey o f t h e execu t i ve s i n t echni c al
fi elds c l e ar l y indi c a t e s t h a t a m a j o r i t y
o f t h em con s i dered e du c a t i o n t o b e v i t al
wh i l e t h e m a j o r i t y o f non t echn i c a l execu t i ve s
r a t e th e i r edu c a t i o n a s impo r t ant bu t no t
vi t al .
Th e review o f t h e s ampl e t ak en from Bu s in e s s Week
Mag a z i n e r e s u l t ed i n th e fo l lowi n g key obs ervat ions :
2
Th e B l. g Bu s 1 n e s s Execu t 1. ve 1 9 64
S o c i al and Edu c a t i onal B a ckground .
.
-
A S t udy o f Hi s
73
1.
Mo s t o l der execu t i ve s h a v e L aw degre e s but
th e t r end to L aw degr e e s fo r execu t i ves i s
i n a d e f i n i t e d ec l in e .
2.
The s ampl e indi cat ed a t rend t owards mor e
execu t i ve s w i th mo s t o f t h e i r exp e r i ence i n
one f i e l d and a l arger p er c en t age o f execu­
t i ve s wi th t echn i c al deg r e e s .
3.
Th e r e i s a con t i nu i n g t r e n d t owards a h i gh e r
l evel o f edu c a t i on fo r execut i ve s .
4.
Th e r e i s a de fin i t e t r en d t owards an execu­
t i ve group with a you n g e r aver age age .
Th e opi n i o n s expre s s ed by t h e p r o fe s s i onal s
v ar i ed a g r e a t deal .
I t i s po s s ib l e t o f i nd an opinion
t o s upp o r t nearly every con t en t ion .
Th e opi ni o n s i n c l uded
c l a i m s t h a t th e execut i ve t r a i t s wh i ch i n sured s u c c e s s
c o u l d r a t e i n a pos i ti ve top t o bo t tom o rd er o f magn i tude
o r s i gn i f i c an c e .
Th e o t h e r end o f t h e s c al e i n cluded
t h e con t en t i on t h e r e was no bas i s fo r de t erm in i n g
p robabl e s u c c e s s or th e factors wh i ch shou l d be u s ed a s
a gui de fo r s el ec t ion o f execu t i ve s mos t apt t o s u c c eed .
S t a t ement o f Con c l u s i o n s
Th e . . analys i s per formed du r i ng th e development o f
t h i s t h e s i s i n di c at e s :
1.
Th e ach i evemen t o f a col l ege edu c a t i on i s
74
g e n e r a l l y con s i de r ed by i t s e l f t o indi c a t e a
c e r t a i n l ev e l o f amb i t ion and d r i ve .
2.
Th e r e i s wide di s agr eemen t o n t h e val i d i t y
o f a l l known m e a s u r e s a n d s t andards u s e d t o
d e t e rmine t h e facto r s r e spon s ible for t h e
s u cc e s s o f execu tives .
3.
" P ro fe s s ional s " o r " Authori t i e s " h ave a s
m any opi n i on s a s there ar e exp e r t s i n t h e
fi e l d .
Th e r e i s d i s agreement o n th e t rue
v a l u e of edu c at i o n , t e s t i n g , and exp er i en c e
but agr e emen t o n t h e need for th e u s e o f
some s c i en t i fi c b as i s o f s el ect ion .
4.
Man agers c an u sual ly de c i de who t h ey want
and find a r at i o n a l e to j u s t i fy t h e i r
s el e c t i o n .
I f a v al i d s e l ec t i o n from " non-
person a l " groups i s t o be ach i eved , a s el ec­
t io n sys t em mu s t b e employe d .
Wi th r espect t o the spec i fi c hypoth e s i s upon
wh i ch t h i s t h e s i s was s t ru c t ur e d ,
in m anu facturi ng
o r i en t ed i ndu s t r i e s th e r e is no s i gni f i c an t r e l a t i on s h ip
o f the f i e l ds o f management i n whi ch execu t i v e s are
engaged to th e ar e a and l e ve l of edu c a t io n or to th e
f i el d o f wo rk exper i e nc e ,
th e fo l lowi ng con c lus ion s were
evol ved :
1.
The r e i s a d e f i n i t e need fo r mor e knowl edge
75
and f ac t s r e gardin g th e correl a t io n o f
exec u t i ve s u cc e s s t o t h e m e a s u r abl e t r ai t s
and exp er i en c e s w i th speci a l emph a s i s o n
edu c a t i on a n d work exp er i en c e s .
2.
Th e r e i s a gre a t r i sk i n vo l ve d i n m ak i ng
s e l e c t i o n s u t i l i z i ng current t e chn i qu e s
s ince a s ingle " mi s t ake " c an r e s u l t i n
d i s a s t e r t o th e concern .
3.
Th e r e i s general agreement amon g t h e " exper t s "
t h a t e v al u a t ion sys t em s and yards t i ck s mu s t
b e ut i l i z ed but too much r el i an c e on t h e
" curr ent s t a t e o f t h e a r t "
4.
i s no t war r an t ed .
I n th e mor e t echn i c al a re a s , mo s t execu t i v es
h ave mo s t o f th e i r exp e r i ence i n the a r e a o f
t echn i c a l s k i l l s .
So
General man agement may come from a l l a r e a s
_ o f exp e r i en c e b u t t h e r e i s a d e fi n i t e
r e l a t i on sh ip o f man a gem ent areas t o a r e a s
o f wo rk expe r i en c e .
6.
L eve l o f e du c at i on i s i n c r e a s i ng 1 n s i g n i fi­
c an c e in all man agement a r e a s .
7.
E du c at i o n i s o f mor e s i gni ficance 1 n t echn i c al
a r e a s and execut ives in t ech ni c al f i e l d s
con s id e r edu c a t i on t o b e o f v i t a l impo r t an c e
but th e r e i s a de fini t e rel at i o n sh i p o f a l l
7
man agement a r e a s t o comp at ib l e areas o f
edu c at ion .
I n summary , con c l u s i on s one through thre e indi c a t e
a m e a s ur e o f th e app r eh en s i on re g ardin g r el i an ce on a s e t
o f ru l e s .
Con c l u s io n s fou r th rough s even a r e c l ea r l y
demon s t r a t ed i n t h i s t h e s i s and e s t ab l i s h t h at i n
m anu f a c t u r ing o ri en t e d i n du s t r i e s th e r e i s a d e fi n i t e
r e l a t i o n s h ip o f t h e fi e l ds o f m an agement in wh i ch execu­
t i ve s are engage d t o th e a r e a and l evel of edu cat ion and
to t h e f i e l d o f work exper i enc e .
BIBLIOGRAPHY
77
B I BL I OGRAPHY
Books
P e r s on a l i ty and Organ i z at ion .
Argyri s , Ch r i s .
Harp e r and Broth e r s , 1 9 5 7 .
New York :
Bel lows , Roger ; G i l s on , Thom a s T . ; and Odior n e , George S .
P r en t i c e-H al l ,
New Jer s ey :
Exe c u t i v e Ski l l s .
I nc . , 1 9 6 2 .
Bl ack , James M .
How To Grow I n Management .
Pren t i c e-H a l l , I n c . , 1 9 5 7 .
New Jer s ey :
Fron t-L i ne Managemen t .
Bl ack , James M . , and Ford , Greg B .
Mc Gr aw-Hi l l Book Co . ,
New York , Toron t o & Londo n :
1 96 3 .
Execu t i ve
C l e e t on , Gl en W . , and Mason , Char l e s W .
Abi l i ty .
Oh i o :
Th e An t i och P r e s s , 1 94 6 .
Cady, Edwi n L a i r d .
Deve loping Execu t i ve C apa c i ty .
Jer s e y :
P r e n t i c e-Hal l , I nc . , 1 9 5 8 .
New
Dooh e r , M . Jo s eph , and Mar t i ng , E l i z ab e th .
S e l e c t i on o f
New York :
Ame r i c an
Man agemen t P er sonnel .
Man agement A s s o c . , I nc . , 1 9 5 7 .
H emph i l l , John K .
D imensions o f Execu t i ve Pos i t i on s .
Ohi o :
Th e B u r e au o f Bu s i n e s s R e s e ar ch , 1 9 60 .
Koon t z , H aro l d , and O ' Donn e l l , Cyr i l .
Prin c ipl e s o f
Man ageme n t .
2 nd ed . ; New York , Toron t o & Londo n :
Mc Graw- Hi l l Book Co . , 1 9 5 9 .
Leavi t t , Harold J .
I l l i no i s :
Man age r i a l Psyc h o l ogy .
The Uni ver s i ty o f Chi cago P r es s , 1 9 5 8 .
L iker t , R en s i s .
Toronto
&
New York ,
New P a t t er n s o f Management .
Londo n :
McGr aw-Hi l l Book Co . , 1 9 6 1 .
Mahon ey , Thoma s A .
Bu i l d i ng Th e Execu t i v e Team .
Jersey :
P r e n t i c e-Hal l , Inc . , 1 96 1 .
78
New
79
Marqu i s Comp any .
Wor l d Who ' s Who I n Commer ce and
Marqu i s-­
Indu s t ry, for 1 9 6 4- 1 9 6 5 .
Ch i c ago :
Who ' s Who , 1 96 5 .
P e ckh am , Mo r s e .
Humani s t i c Edu c a t ion fo r Bu s i n e s s
Ph i l adelph i a :
Uni ve r s i t y o f
Execu t i ve s .
Pennsylvani a P r e s s , 1 9 60 .
Ruben s t e i n , Albe rt H . , and H abe r s t r oh , Chadwick J .
Th e
S ome Theor i e s o f O rgan i z a t ion .
I l l ino i s :
Do r s ey Pre s s , 1 9 6 0 .
S u r vey o f Manageme n t Developmen t .
Tricket t , Jo s eph M .
New York :
Amer i c a n Man agem e n t A s s o c i a t i on , 1 9 5 4 .
O t h e r S ou r c e s
Bu s i n e s s Week {May 2 0 ,
1 96 1 ) .
Bu s i n e s s Week (May 2 0 ,
1967) .
For tune Maga z in e ( June ,
1 964) .
Fortune Maga z i n e ( Ju l y , 1 9 6 4 ) .
Gro s s , B . G .
" Th e P e n al t i e s o f Exp e r i e n c e . "
Magazine , Apr i l , 1 9 6 5 .
Guz z ardi , Wal t e r .
" Th e Young Execu t i v e s . "
( June , 1 9 6 4 ) .
" Th e You ng Execu t i ves . ;;
F o r t une
Man age
Fo r tune
( Ju l y ,
1964} .
Koon t z , Harold .
" Management and Gr e a t e r Produ ct ivi t y . "
Manage Maga z i n e , Janu ary , 1 9 6 6 .
Man age Magaz i ne , May , 1 9 6 5 .
Man age Magaz ine , Janua r y ,
Manage Magaz i ne , Febru a r y ,
1 966 .
1 966 .
Man age Magaz i n e , Apr i l , 1 9 6 6 .
Mor ri s , J . W .
" P ro fe s s ion al i s m v s . D e gr e e i sm . "
Maga z i n e , Apr i l , 1 9 6 6 .
Manage
80
R at hbon e , J . J .
Worl d . "
" Wh a t Kind o f Man a g e r s for Tomorrow ' s
Man a ge Maga z i n e , M ay , 1 9 6 5 .
Roo t , L . E .
" NMA a s Vi ewe d by a Company P r e s ident . "
Man age Magaz i n e , Janu ary , 1 96 6 .
The Big Bu s i n e s s Execu t i ve/1 964- ­
S ci enti fic Amer i c an ,
A S tudy o f H i s Soc i a l and E du cat i on al Background .
A r eport s umma r i z ing a s tu dy conduc t ed by Market
New York :
S t a t i s t i c s , I nc . , of New Yo rk .
S c i en t i fic Amer i c an , 1 9 6 5 .
Uni ver s it y o f Minn e s o t a .
Repo r t o f t h e C a r e e r Progr e s s
o f th e Gr adu at e s o f the Ye a r s 1 9 5 5 and 1 9 60 .
Mi nneapo l i s , Minn e s o t a :
S ch o o l o f Bu s i n e s s
Admi n i s t ra t i o n .
R epo r t o f a Round T abl e on
Wh at Make s An Execu t ive .
Execu t i ve P o t en t i a l and P e r formanc e .
New York :
Columbi a Un i ver s i ty P r e s s , 1 9 5 6 .
Wi lken son , Roder i ck .
" Corpora t e Growt h i s P e r son a l
Growth . "
Man age Magaz i n e , No vemb e r - D e c embe r ,
1 9 64 .
APPEND I CES
81
8
TA BLE 1 6
1 3 2 8 8 Bracken S t re e t
P a coim a , Cal i forn i a
Dear S i r :
I am a s tudent a t S an Fern ando Val l ey S t a t e
Co l l ege , North ridge , C al i fo rn i a , a n d a m eng aged in th e
p repar at ion o f a t h e s i s fo r a Mas t e r o f S c i en c e degr e e
i n Bu s i n e s s Admin i s t ra t ion .
A p a r t o f my t he s i s depends
on dat a regarding bu s i n e s s execu t i v e s and I h ave s e l e c t ed
you r c ompany as one I hope t o u s e 1 n my analys i s .
I wou l d l i k e t o h a ve d a t a o n the Pres ident , Vi c e
Pres iden t s , a�d Di r e c t o r s o f each func t i o n a l ac t i v i ty
s u ch a s Enginc 2 ring , Manu fac tur i n g , and Fi n an c e inso far
a s the i n fo rmc t ion i s r e a d i l y a va i l ab l e .
I would
c ert ainly app r eci a t e i t if you wou l d fill ou t the
a t t ached ques t i onn a i r e and r e t u rn i t to me some t ime
The d a t a you provide wi l l
w i t h i n the neY.t fou r w e ek s .
b e t r e a t ed a s �on fiden t i a l and u s ed only s t a t i s t i c a l l y
Al s o , I
w i th n o re fere�ce to comp an i e s or po s i t i on s .
wou l d b e glad to provide a s ummary o f my analys i s and
i f you des i re 3uch a summary i n d i c a t e s ame on the
qu e s t ionnai r e .
You r s r e spec t fu l ly ,
Th omas J . Ba l l
TAB L E 1 7
D at a for
-------
Comp any
D�e
-------
G�e s t i onnaire t o gather data for a The s i s c ons i dering the c orrelat i on b etween Education Maj or , Educati on
D egre e , F i eld of Work Exp eri enc e and F i eld of Management .
Pleas e include data for the Pre s i dent , Vi c e Pre s i dent ,
and D i r e c tors of functional activit i e s including
Manufacturing , Engineering , Purchas ing , Marketing and Adverti s ing , F inancing and A c c ount ing , General
Management , Publi c Relations , Indus trial Relations ,
Quality As suranc e ,
and Admi ni s t rat ion .
Us e as many lines as are r e quired to r e c ord the hi s tory for each executive and add follow-on pag e s i f
require d .
Pres ent Po s i t i on
T i tle
Span
Age
Education
Prior Pos it ion
T itle
Span
D egre e
Major
Pleas e mark the following stat ement s to indi cat e the p olicy whi ch you feel your c ompany adhe r e s t o
g enerally or at least us e s a s an ob j ec t ive in the s election of individuals for executive p o s i t i ons .
( EA� erienc e
in field means
is b e in g s elected .
1.
2.
3.
4.
5.
6.
)
exp erienc e in the fi eld relat ed to the pos ition for wh ich an individual
( more /l e s s ) imp ortant than field of educ at i on .
( more /les s ) importru1t th an g eneral man ag erial training .
level of education ( degree ob tained ) to b e ( more / les s ) import ant than level of e du c at i on
gene ral managerial training ( more /les s ) import ant th an level of e duc ation .
fi eld of work exp eri enc e ( more /l e s s ) imp ort ant than general manag eri al t r aining .
level of education ( more / le s s ) important than fi eld of work experienc e .
Consider fi eld of work experi en c e
C ons ider fi eld of education
C on s i der
Consider
C ons ider
C ons ider
Summary of analys i s i s
, i s not
Pleas e mail the c omplet e d ques ti onnaire t o Thomas J .
, reque s t e d .
Ball , 13288 Bracken , Pacoima , C alifornia
The s e dat a will be t re at e d as c onfidenti al and u s ed only s t at i s t i c ally with no reference t o c omp ani e s .
())
w
84
TABLE 1 8
1 3 2 8 8 Bracken S t r e e t
Pacoima , C a l i fo rni a
Dear Sir :
I am a s tudent a t S an Fernando Val l ey S t a t e
Col l ege , Nor thridge , cal i forni a , an d am engaged i n t h e
prepar at ion o f a thes i s fo r a Ma s t er o f S c i en c e degr e e
i n Bu s in e s s Adm i n i s t r a t io n .
A p a r t o f m y th e s i s depends
on dat a r egarding t he pol i cy comp a n i e s u t i l i z e to s e l e c t
i ndivi duals fo r execu t i ve po s i t io n s .
I h ave s el e c t ed
you r comp any as one I hope t o u s e in my analy s i s and I
wou l d c e r t a i n ly appr eci a t e i t i f you wou l d fi l l ou t th e
at t ached qu e s t i on n a i r e and r e t u rn i t to m e s om e t i m e
wi thin t h e next fo ur w e ek s .
You r s r e spe c t fu l ly ,
Thomas J . Ball
85
TABLE 1 9
Date
D a t a for
-------
Qu e s t i on n a i r e t o gather d a t a for a Th e s i s cons ide r­
i n g the cor r e l at i on b e tween Edu c a t i o n Ma j o r , Edu c at ion
Degr e e , Fi e l d o f Work Exp e r i e n c e and Fie ld o f Man ageme n t .
P l e a s e mark th e fol lowing s t a t emen t s t o ind i c at e t h e
p o l i cy wh i ch you f e e l you r comp any adh e r e s to gener a l ly
or a t l e a s t u s e s a s a n ob j e c t i ve i n t h e s e l e c t ion o f
( Exp e r i ence i n
individu a l s fo r exec u t i ve po s i t io n s .
fi e l d means exp e r i e n c e i n th e fi e l d r e l at ed t o the
po s i t io n for wh i ch an i ndividu a l i s b e ing s e l e c t ed . )
1.
Con s i der fi e l d o f work exp e r i en c e (more/l e s s )
impo r t ant t h a n f i e l d o f edu c a t i o n .
2.
Con s id er fi e l d o f edu c at i o n ( mo r e/l e s s )
tant th an general m a n ag e ri al t ra i n i ng .
3.
Cons ider ye a r s or l e ve l o f edu c a t ion to be
(mo r e/l es s ) impor t an t than f i e l d of educa t ion .
4.
Con s i der gen e r al manager i al t r a i n ing ( more/l e s s )
impo r t ant th an l evel o f edu c a t ion .
5.
Con s ider fi e l d o f work exp e r i ence (mor e/l e s s )
impor t an t th a n gener a l man ag er i al t r ai n ing .
6e
Con s ider l e v e l o f ed uca t ion (more/l e s s )
impo r t ant than f i e ld o f work exp e r i e nc e .
P l e a s e ma i l th e comp l e t ed qu e s t ionn a i r e to :
Thomas J . Bal l ,
1 3 2 8 8 Br ack en S t r eet ,
Pacoima , C al i forn i a
impor­
TABLE 2 0
EDUCAT I ON F I ELD BY FIELD O F MANAGEMENT *
T abu l at ion
Per Cent By Fi elds O f Edu c a t ion * *
Fi eld o f
Management
Ar t s &
Let t er s
Engineering F i n ance
Gen er al
Man agement
All
Oth ers
Non e
To tal By
Field o f
Man agement
Engineer ing
0
95
0
2
0
3
59
Mark et ing
9
27
2
42
4
16
45
18
15
30
26
2
9
46
5
48
0
14
5
28
21
General
Man agement
14
39
7
24
3
13
282
All Others
30
10
3
36
6
15
33
P e r c en t age of
T o t a l S ampl e
B y F i el d O f
Edu c at ion
13
40
8
23
3
13
Finance
Manu factur ing
R e ference for T abl e 1
*Data t aken from a survey o f b ib l i ograph i c sketches i n Th e Marqu i s Company ' s ,
Wo r l d Who ' s Wh o In Commer c e and Indu s t ry, for 1 9 64- 1 9 6 5 ( C h i c ago :
Marqu i s--Who ' s Who ,
1965) .
* *P er c ent age from e a ch Edu c at i on F i e l d whi ch i s i n a p ar t i cu l ar F i e l d o f
Management .
Q)
(j\
87
TABLE 2 1
LEVEL OF " HI GHER " EDUCATI ON*
BY FI ELD OF MANA GEMENT
T abu l a t ion
Fie l d o f
Man agem e n t
Per C ent By
L evel o f Edu c at i on * *
0
4
6
8
Engin e e r i n g
4
49
32
15
59
16
69
13
2
45
9
61
28
2
46
Manu fac t u r i n g
29
57
14
0
21
Gen e r a l
Man agement
13
67
17
3
282
All Oth e r s
15
64
21
0
33
Percent age o f
To t a l S ampl e
By L evel O f
Edu c a t ion
61
310
97
18
Marke t i ng
Fi n an c e
Tot al By
Field o f
Management
R e fe ren c e fo r T able 2
*Da t a t ak en from a sur vey o f bibl i ograph i c ske t c h e s
i n Th e Marqu i s Company ' s , World Who ' s Who I n Commer c e
a n d I n du s t ry, fo r 1 9 6 4- 1 9 6 5 ( Ch i c ago :
Marqu i s --Who ' s
Who , 1 9 6 5 ) .
* *P er c ent age o f each Level o f Edu c a t i o n wh i ch i s i n
a p ar t i cu l a r F i e l d o f Managemen t .
88
TABLE 2 2
LEVEL OF " H I GHER " EDUCATION*
BY EDUCATION FIELD
T abu l at i on
Field o f
E du c a t io n
P e r Cent By
L e vel o f Educ at ion* *
6
8
0*** 4
To t a l By
Fi e l d o f
Edu c a t i on
0
85
12
3
61
Engi n e e r i ng
0
68
25
7
197
Finance
0
81
19
0
37
General
Man agement
0
69
29
2
114
A l l Others
0
94
6
0
16
12
64
20
4
Arts
&
Letters
P ercent age o f
T o t a l S amp l e
By L evel o f
E du c a t i on
To t al o f S ampl e
Wi th No ''High e r "
Edu c a t ion
61
R e ference for T ab l e 3
*Da t a t aken from a s u r vey o f bibl i o graph i c sk e t ch e s
i n Th e Marqu i s Comp any ' s , Wor l d Who ' s Who In Comm e r c e
Marqu i s - -Who ' s
and Indu s t ry , for 1 96 4- 1 9 6 5 ( Ch i c ago :
Who , 1 9 6 5 ) .
* *P e r c e n t a g e o f e ach L evel o f Edu c a t ion wh i ch i s 1 n
a p ar t i cu l ar F i e l d o f Edu c a t ion .
* * * There i s z ero p e r c en t wi th z e ro " h i gh e r " by fi eld
of " h i ghe r . "
However th i s i s i n c l uded to indi c a t e th e
fact 1 2% o f t o t al s ampl e h a d z e ro .
TABLE 2 3
YEARS OF WORK EXPER IENC E * IN FIELD OF MANAGEMENT
T abu l a t i on
Field o f
Management
Engineer i ng
Market ing
Finance
Manu factur i n g
General Man agement
A l l Oth e r s
Percen t age of To t al
S ampl e By Year s o f
Exper i ence
Per C en t Wi th S el e c t e d Number
o f Years Ex:eer i ence i n F i e l d * *
1 1- 2 0
0-5
6-10
2 1 & up
Over H a l f o f* * *
Ex:eer . i n Fi eld
In
In Oth er
Fields
Field
9
7
4
0
30
0
3
11
22
24
31
9
44
42
41
43
34
55
44
40
33
33
5
36
93
85
83
76
28
88
7
15
17
24
72
12
19
23
39
19
52
48
To t al By
Field o f
Mngmt .
59
45
46
21
282
33
Re ference for Tables 4 and 5
*Dat a t aken from a survey o f b ibl iograph i c sk etch e s in Th e Marqu i s Comp any ' s ,
Marqu i s --Who ' s Who ,
Wo r l d Who ' s Wh o I n Commerce and Indu s t ry , fo r 1 9 6 4- 1 9 6 5 ( C h i c ago :
1965)
0
* *Percent age o f s ampl e wh ich h ad s el e c t ed number o f ye ars o f expe rience i n t h e s ame
f i e l d as the i r Fi eld of Management .
* * *Percentage o f s ampl e wh i ch h ad over h a l f o f t o t a l experi ence in the s am e f i e l d a s
t h e i r Fiel d o f Man ageme nt .
co
1..0
90
TABLE 2 4
ACADEMI C DEGREES O F B I G BUS INE S S EXECUT I VE S *
P e r c ent age D i s t ribu t i on
A c ademic
Degr e e s
1900
1925
1950
1 9 64
S ome C o l le g e
Edu c a t i on Wi t h
o r Without
Degrees
39. 3
51 . 5
75 . 6
90 . 6
Wi t h Co l l e g e
Degrees
28 . 3
40 . 2
62 . 1
74 . 3
Wi th L aw D e g r e e s
8.4
12.0
11 . 9
11 . 2
Wi t h Te chn i c a l
Degr e e s
6 .8
13 . 2
20.0
32 . 8
Re fe renc e fo r T able 6
*Da t a t aken from S c i en t i fi c Ame r i c an , The Big
Bu s in e s s Execu t i ve 1 9 6 4
A S tudy o f H i s S o c i a l and
Edu c a t iona l B ackground {New Yo rk :
S c i en t i fi c Ame r i c a n ,
1965) .
-
91
TABLE 2 5
E VALUATI ON OF S C I ENTI FIC , TECHNI CAL OR
PROFE S S I ONAL TRAINING BY TECHNICAL AND
NONTECHNICAL EXECUTIVES - 1 9 6 4 *
Numb e r
To t al T ech .
Exec . Exec .
Per C e n t
Non
T ech .
Exec .
To t al Tech .
Exec . Exec .
Non
Tech .
Exe c .
Not very
h elpful
10
2
8
1.9
0.7
3 .4
Somewh a t
h elp ful
68
32
36
13. 1
11 . 4
15. 1
Very h e lp fu l
318
163
155
61 . 4
58 . 2
65 . 1
Absolut ely
helpfu l
122
83
39
23 . 6
29 . 7
16.4
To t a l
518
2 80
238
100 . 0 100 . 0
100 . 0
No i n format ion
483
Re ference fo r T abl e 7
.
*Dat a t aken f rom S c i en t i fi c Ameri c an , Th e B ig
Bu s i ne s s Execu t i ve 1 96 4 - A S tudy o f Hi s S o c i a l and
Educat ional Background ( New Yo rk :
S c i en t i fi c Ame r i c a n ,
1965) .
TABLE 2 6
EDUCATION OF BIG BUSINESS EXECUTIVES*
Percentage Distribution
Highest Level of
1 9 00
1950
1 9 64
1925
Education Reached
Older Younger Older Younger Older Younger Older Younger
0.3
0.2
26. 0
2.5
19 . 8
22 . 7
Grammar School
6.5
25 . 3
7.6
10 . 5
16.8
38 .0
27 . 5
35 .4
24 . 3
24 . 4
High School
14 . 3
14 . 8
17 . 6
10 . 6
11 . 8
12 .6
11 . 4
10 . 1
College : No Degree
47 . 2
43 . 4
45 . 8
44 . 8
25.1
26 . 0
17 . 9
24 . 0
College : 1st Degree
24 . 4
34 . 5
20 . 1
17 . 0
12 . 6
11 . 0
10 . 0
5.1
Graduate Study
100 . 0
100 . 0
100 . 0
100 . 0
100 . 0
100 . 0
100 . 0
100 . 0
Total
Number of Cases
3 24
525
487
207
119
79
382
Included
231
Education or Years
152
7
0
4
6
1
5
in Position Unknown
The distinction between " younger" and "older" executives used here is based on the
length of time in present position ; in general "older '' executives have served for more
than 7 years .
Reference for Table 8
*Data taken from Scientific American, The Bi Business Executive 1 9 6 4 A Stud of
His Social and Educational Background (New York: Scienti fic American, 1 9 6 5
-
•
\.0
N
93
TABLE 2 7
C OMPARI S ON OF PROPORTION OF EXECUTIVE S WITH
S OME COLLEGE EDUCATI ON AND PROPORTI ON OF
TOTAL MALE POPULAT ION , A GES 1 8- 2 1 ,
ENROLLED IN COLLE GES *
Ye ar
To t a l Ma l e
Po:eu l a t i o n * *
P e rce n t ag e o f
Co l l ege E n ro l lmen t
Group
Execu t i ves
P e r c e n t age
Having H a d Some
C ol l ege Edu c a t i on
1870
4.6
1 90 0
39.4
1 8 90
4.7
1925
51 . 4
1 91 0
6.2
1 950
75. 6
1 9 20
8.7
1 9 64
90 . 6
R e feren c e for Tabl e 9
*Da t a t aken fro m S ci en t i fi c Ame r i c an , Th e Big
Bu s in e s s Execu t i v e 1 9 6 4 - A S tu dy o f H i s S o c i al and
Educat i o n a l B a ckgrou n d ( New �ork :
S c i e n t i f i c Am er i can ,
1 965) .
* *Compu t ed from c en s u s d a t a and dat a i n Bi enn i a l
S u r vey o f E du c a t i on .
94
TABLE 2 8
EDUCATION OF BIG BUS INESS EXECUT IVE S 1 9 6 4 *
Tabu l a t ion
Numbe r
Tech n i c al Degr ees
Per Cent
325
32 . 8
50
5 .1
L aw Degr ees
111
11 . 2
A l l Oth e r Degr e e s
2 94
29 . 7
Some Col l ege , No Degree
128
12.9
82
8.3
990
100 . 0
No Degr e e , or Nont ech n i c a l
Degr e e , with Tech n i c al
T r a i n i ng
H i gh S chool or L e s s
Tot al
No i n forma t i on
11
Re ference for Tabl e 1 0
* D a t a t aken from S c i e n t i f i c Ame r i c an , Th e Big
Bu s i n e s s Execu t i ve 1 9 6 4
A S t udy o f H i s Soc i al and
Edu c a t ional Backgroun� ( New York :
S c i en t i fi c Am er ic an ,
1965)
-
•
TABLE 2 9
COMPARISON OF TECHNICAL AND NONTECHNICAL EXECUTIVES:
EDUCATIONAL BACKGROUND* 1 9 64
Number
Per Cent
Technical Nontechnical
Total
Technical Nontechnical Total
Executives Executives Executives Executives Executives Executives
Last Year
of School
0.5
0.0
0.3
0
Grammar School
3
3
Attended High
0.3
1.2
8
0.9
7
School
1
High School
2.7
12 . 2
79
8.4
69
Graduate
10
Attended
112
8.8
19 . 8
College
33
145
15 . 4
College
58 . 7
34 . 5
Graduate
1 95
220
44 . 1
415
Postgraduate
6.9
10 . 7
79
8.4
Work
40
39
24 . 9
18 . 9
22 . 5
Degree
141
71
212
100 . 0
100 . 0
5 66
Total
100 . 0
375
941
Attended
Some
86 . 1
97 . 0
90 . 4
College
487
3 64
851
No Information
60
Reference for Table 1 1
*Data taken from Scienti fic American, The Big Business Executive 1 9 6 4 - A Study of
His Social and Educational Background ( New York: Scientific American, 1 9 6 5 ) .
1..0
U1
96
TABLE 30
FIELD OF MANAGEMENT
OF EXECUTIVES *
T abu l a t i on
Field o f
Management
1 9 6 1 S am12l e
Per C e n t
Qu an t i ty o f To t al
1 9 6 7 S am)2l e
Per Cent
Quant i t y o f To t a l
E ngin e e r i n g
9
9
8
9
Mark e t ing
5
5
7
7
10
9
11
12
3
3
0
0
75
72
65
72
2
2
0
0
104
100
91
100
F i n ance
Manu fac tur ing
Gen eral
Managemen t
Others
Tot al
Re ference for Tab l e 1 2
*Da t a t aken from a sur vey o f bibl iograph i c sketches
i n Th e Marqu i s Company ' s , Wor l d Who ' s Who In Commerce
and Indu s t ry, for 1 9 6 4- 1 9 6 5 ( Ch i c ago : Marqu i s --Who ' s
Who , 1 9 6 5 ) .
97
TABLE 3 1
EDUCATION FI ELD OF
EXECUT I VES *
T abu l a t io n
F i e ld o f
Edu c a t i on
1 9 6 1 S am12le
Per Cent
Quan t i t y o f To t a l
1 9 6 7 S am12l e
Per Cent
Q u ant i t y o f To t a l
30
29
18
20
Others
0
0
0
0
Gen e r a l
Management
5
5
6
7
Finance
8
8
12
13
L aw
26
25
14
15
Engine ering
22
21
25
28
13
12
]: 6
17
1 04
100
91
100
Non e
Arts
&
L e t t ers
Tot al
R e ference for Table 1 3
*Da t a t aken from a s u r vey o f bibl i ograph i c sketches
i n Th e Marqu i s Company ' s , Wor l d Who ' s Whc I n Commerce
and Indu s t ry , for 1 9 6 4- 1 9 6 5 ( Ch i c ago : Marqu i s - -Who ' s
Who , 1 9 6 5 ) .
98
TABLE 3 2
I .
EDUCATION LEVEL OF EXECUTI VE S *
T abu l at i o n
Level o f
Edu c a t ion
1 9 6 1 S am.12l e
Per Cent
Quan t i t y o f Tot a l
1 9 6 7 S am,el e
Per Cent
Quan t i t y o f Tot a l
20
19
15
16
8
8
11
12
Bach e l o r s
46
44
47
52
No Degr e e
30
29
--
18
20
Tot a l
104
100
91
100
Doc t o r a t e
Ma s t e r s
Re ference fo r T abl e 1 4
*Da t a t aken from a sur vey o f bibl iograph i c ske t ch e s
i n Th e Marqu i s Company ' s , Wor l d Who ' s Who I n Commerce
and Indu s t ry , fo r 1 9 64- 1 9 6 5 ( Ch i c ago :
Marqu i s - -Wh o ' s
Who , 1 9 6 5 } .
99
TABLE 3 3
AGE OF EXECUT I VE S *
Tabu l a t ion
1 9 6 1 S am:el e
P e r C ent
Quant i t y o f Tot a l
Age
1 9 6 7 S am:el e
Per Cent
Qu ant i t y o f To t a l
6 6 and over
34
32
9
10
6 1 through 6 5
28
27
28
31
5 6 through 60
26
25
22
24
50 through 5 5
14
14
24
26
2
2
8
9
104
100
91
100
Under 5 0
To t a l
Re fe rence for Table 1 5
* D a t a t aken from a s u r vey o f bib l io graph i c sketches
i n Th e Marqu i s Company ' s , Wor l d Who ' s Who In Commerce
and Indu s t ry, for 1 9 6 4 - 1 9 6 5 ( Ch i c ago :
Marqu i s - -Who ' s
Who , 1 9 6 5 ) .