This is a generalized quotation based upon the research informants' comments.
2.
DaltonMelville, Men Who Manage: Fusions of Feeling and Theory in Administration (New York and London: John Wiley & Sons, Inc., 1959).
3.
Melville Dalton identifies these as “practices and methods in the organization that are outside or contrary to officially approved ways of doing things.” He suggests their basic value as keys to understanding individual reactions and normative behavior patterns of different departmental groupings. “Problems of Research Across Multidimensional Organizations.” Unpublished paper, American Sociological Association annual meetings, August 29, 1963.
4.
The items in Exhibits III and IV are not in any rank order because of variations in the different industries and companies.
5.
Each of the questionnaire respondents was asked to describe the circumstances or factors involved in what they regarded as a fairly typical case where an individual in the company failed to gain promotion at the executive level. Some of the respondents gave two or more cases.
6.
MooreWilbert E., The Conduct of the Corporation (New York: Random House, 1962), p. 179.
7.
BarnardChester I., The Functions of the Executive (Cambridge: Harvard University Press, 1938), pp. 163–165.
8.
GinzbergEli, assisted by AndersonJames K.BrayDouglas W.SmutsRobert W., The Negro Potential (New York: Columbia University Press, 1956), pp. 114–115.
9.
Moore, op. cit., p. 107.
10.
DahlRobert A., “Business and Politics: A Critical Appraisal of Political Science,” in DahlRobert A.HaireMasonLazarsfeldPaul F., Social Science Research on Business: Product and Potential (New York: Columbia University Press, 1959), p. 27.
11.
McGregorDouglas, The Human Side of Enterprise (New York, Toronto, and London: McGraw-Hill Book Company, Inc., 1960), p. 102.
12.
WillkieH. Frederick, A Rebel Yells (New York: D. Van Nostrand Co., 1946), p. 188.
13.
SmithRichard A., in Editors of Fortune, The Executive Life (Garden City, N.Y.: Doubleday & Company, Inc., 1956), p. 88.
