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To Achieve or Not: The Manager’s Choice
Hall, Jay
18/4  (Summer 1976): 5-18

This article reports a systematic investigation of the achieving condition conducted according to the rules of scientific inquiry, tempered by the demands of rigorous statistical procedures. The findings are clear cut and straightforward those who excel managerially behave differently than do those of only average or low achievement. In these differences lie the choice points for rnanagers confronted with career planning. Achievement does not easily lend itself to measurement. Yet for the project researchers needed an achievement index that was objective and reflected the bench marks subjectively used as reference points by managers themselves. The work of several prominent behavioral theorists guided researchers in their study of managerial achievement as a function of behavioral ractom. The issues pursuant to managerial effectiveness which have stemmed from behavioral theory and research essentially concern motivation, the participative ethic, interpersonal competence and managerial style.

 

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