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Several letters to the editor are presented in response to articles appearing in previous issues, including "Fundamental Issues in the Simulation of Human Behavior: A Case in the Strategy of Behavioral Science," appearing in the August 1969 issue, and a response by Ian I. Mitroff to a letter to the editor about his article "Fundamental Issues in the Simulation of Human Behavior: A Case in the Strategy of Behavioral Science,' and "The Credit Granting Decision," appearing in the April 1970 issue.

A conceptual framework for long range facility planning of ancillary departments in hospitals is proposed and successfully applied to a radiology department. The framework involves the interactions of optimizing techniques with heuristics for effective and efficient achievement of an organizational objective. It uses outputs from an optimizing technique as inputs to a heuristic, and vice versa. This approach does not guarantee an absolute optimal plan, but it does provide the best plan relative to the alternatives developed by following a systematic search within the framework. The proposed framework is adaptable to the organizational needs of health centers, hospitals and other service organizations. It should enhance the understanding of complex planning processes by managers through providing means to separate vital from trivial policy inputs. [ABSTRACT FROM AUTHOR]

Basic concepts of Graph Theory are discussed which are relevant to solving problems of locating economic activities within a service or manufacturing facility. The location problem is formulated in terms of Graph Theory knowledge and a solution procedure proposed. An example is provided and finally boundary conditions are elaborated. [ABSTRACT FROM AUTHOR]

The article discusses the situational determinants which determine the form of leadership which will arise and accepted in a group. Information on the development of a conceptual model is presented. Characteristics of authoritarian and democratic leadership are presented. The influence of stress, the tolerance for ambiguity, and goal clarity are the dynamic characteristics of the conceptual model. The patterns of change in leadership are the natural shifts, the high stress shift from democratic to authoritarian leadership, and the unnatural shifts.

The article presents the author's opinions on management science education. The author discusses college departments' management science programs as they fall into two categories, the more common directed program, and the "freely evolved" program that is thought out by the persons responsible and accurately reflect the ideas, methods, and capacities of faculty members. the author also discusses the concept of management science as he perceives it. Several teaching techniques and the development of management information systems are also discussed.