HindsGeorge L., “The Communicative Behavior of the Executive,”Journal of Communication, VII (Spring 1957), 29.
2.
SaylesLeonard, Managerial Behavior (New York: McGraw-Hill Book Company, Inc., 1964).
3.
ArgyrisChris, Personality and Organization (New York: Harper and Row, 1957); and MayoElton, The Social Problems of an Industrial Civilization (Boston: Harvard University Graduate School of Business, 1945).
4.
LearnedEdmund P.UlrichDavid N.BoozDonald R., Executive Action (Boston: Division of Research, Graduate School of Business Administration, Harvard University, 1951); SummerCharles E.Jr., Factors in Effective Administration (New York: Graduate School of Business, Columbia University, 1956), p. 120; TannenbaumRobertWeschlerIrving R.MassarikFred, Leadership and Administration (New York: McGraw-Hill Book Company, 1961), p. 263; and ZaleznikAbraham, “Managerial Behavior and Interpersonal Competence,”Behavioral Science, IX (April 1964), 156–166.
5.
BarnardChester I., The Functions of the Executive (Cambridge, Mass.: Harvard University Printing Office, 1938), p. 217; and KoontzHaroldO'DonnellCyril, Principles of Management (3rd ed.; New York: McGraw-Hill Book Company, Inc., 1964), p. 38.
6.
LewinKurt, Field Theory in Social Science (New York: Graduate School of Business, Columbia University, 1956), p. 120.
7.
WhyteWilliam F., Man and Organization (Homewood, Ill.: Richard D. Irwin, Inc., 1959), p. 40.
8.
Ibid., p. 41.
9.
DubinRobert, “Business Behavior Behaviorally Viewed,” in StrotherG., eds., Social Science Approaches to Business Behavior (Homewood, Ill.: The Dorsey Press, Inc., 1962), p. 52.
10.
WalkerKenneth F., “Workers and Managers,” in WalkerK., Research Needs in Industrial Relations (Nedlands, West Australia: The University of Western Australia Press, 1960), p. 50.
11.
Whyte, op. cit., p. 37.
12.
HodgsonRichard C.LevinsonDaniel J.ZaleznikAbraham, The Executive Role Constellation (Boston: Harvard University Press, 1965), p. 480.
13.
ArgyrisChris, “Top Management Dilemma: Company Needs vs. Individual Development,”Personnel, XXXII (Sept. 1955), 123–134.
14.
CantorNathaniel, The Learning Process for Managers (New York: Harper & Bros., 1958), p. 74.
15.
For a corroborating viewpoint, see McNairMalcolm P., “Tough-Mindedness and the Case Method,” in McNair, ed., The Case Method at the Harvard Business School (New York: McGraw-Hill Book Company, Inc., 1954), pp. 22 ff; and Fritz J. Roethlisberger's “Introduction” in ClarkJames V., Education for the Use of Behavioral Science (Los Angeles, Calif.: Institute of Industrial Relations, University of California, Los Angeles, 1962), pp. 4 ff.
16.
HeiderFritz, The Psychology of Interpersonal Relations (New York: John Wiley & Sons, Inc., 1958), p. 50.
17.
MillerDelbert C.FormWilliam H., Industrial Sociology (New York: Harper & Row, 1951), pp. 229–230.
18.
Ibid., p. 230.
19.
MoravecMilan, “The Neil Taft Case: A Manager in Action” (London, Ontario: School of Business Administration, University of Western Ontario, 1965).
20.
BurnsT., “The Direction of Activity and Com munication in a Departmental Executive Group,”Human Relations, VII (Sept. 1954), pp. 73–97.
21.
Moravec, op. cit.
22.
Burns, op. cit., p. 57.
23.
CarlsonSune, Executive Behavior (Stockholm, Sweden: Strömbors, 1951), p. 27.
24.
Ibid., pp. 72–73.
25.
KaplanAbraham, The Conduct of Inquiry (San Francisco, Calif.: Chandler Publishing Company, 1964), p. 128.
26.
RueschJurgenKeesWeldon, Nonverbal Communication (Berkeley, Calif.: University of California Press, 1956), p. 189.