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Marketing theory generally has related to a well-defined set of structures and processes and has maintained a relatively consistent point of view. This article analyzes current pressures to change the definition of marketing and discusses two possible viewpoints that could aid in the development of consonant theory. [ABSTRACT FROM AUTHOR]

The article discusses capital management and capital theory, outlining the challenges in operationalizing risk-screening policies into existing business practices. The strong presence of academic research modeling formal risk measures in capital investment is asserted and suggestions regarding the implementation of such theories are provided. Examples of several firms are included, describing their capital budgeting process and ways in which risk measures and screening criteria could be applied.

There exists a wide disparity between the theory and practice of capital budgeting. During the past fifteen years, the theory of capital budgeting has been characterized by the increased application of such analytical techniques as utility analysis, mathematical programming, probability and statistical theory. The practice of capital budgeting has no doubt changed at the same time, but business executives do not appear to have adopted many of the new techniques. The purpose of this paper is to compare current theory with practice: (1) to discuss the nature of the gap and the reason for its existence, and (2) to try to lessen this disparity by suggesting ways of modifying theory to make it more operationally meaningful. To aid discussion, this paper is divided into four sections: objective of financial management, risk analysis in investment decisions, profitability criteria for investment selection, and conclusions. It is difficult, if not impossible, to characterize the current theory of capital budgeting in a few words. By current theory, I shall mean the type of work on capital budgeting that appears in journals such as Management Science, Journal of Finance, Journal of Financial and Quantitative Analysis, and Engineering Economist. These theories generally make use of modern quantitative tools. [ABSTRACT FROM AUTHOR]

The article presents information on incompatibility between object and methods of human movement theories. The article author describes the ignorance of distinction between seeing things which can move and seeing the movements of things by the researchers. He says that main reason for this ignorance is the incompatibility between the methodologies and objects of the human movement theories. He says that empirical methodology is inappropriate in studying the nature of human movement. He says that human movement theories should incorporate the methodologies which include scientific procedure of measuring, quantifying, documenting, mathematizing , photographing and recording. He says that then research work should be aimed toward objectivity and must exclude any personal judgments. Empirical techniques could not be d in the research work even if it is based on sense experience because it fails in appropriate measurement of the human movements. The scientist say that the empirical techniques could not be applied in measuring human movements because these techniques do not involve choosing of any specific language.

The article discusses the relationship between human Movement studies and Physical Education. The researcher Curl views human movement as a field of knowledge which is not logically cohesive as of an autonomous disciplines of mathematics and physics. He raised several question when he examined relationship between his conception of Human Movement Studies and Physical Education. First he points out that the human movement theories is a part of Physical Education. He differentiates between the two disciplines on the logical basis. He classifies education as practical theory which seeks to achieve extrinsic objectives whereas he classifies Human Movement theory as field of knowledge which is based on intrinsic standards. He says that physical education theories have limited applicability in the activities of the school and colleges because many educational activities are related to therapy, training and socialization. He argues that it is not possible that any systematic body of knowledge can not be termed as physical education because they don't have any set of principles which supports the professional authority and autonomy of the physical education teachers.

The article presents information on the ethical and methodological problems related to deception experiments. Deception studies were used in various medical research with fatal consequences. Nazi physicians at the Nuremberg trials attempted to defend their experiments on prisoners by citing earlier scientists who infected convicts with plague, beriberi, pellagra. Physical education literature does not contain deceptions with such potentially harmful consequences, but use of deception in the form of giving subjects a false account of the study's purpose or misinformation as to how subjects were selected is quite common. More elaborate deceptions are on the rise. The only suggested alternative to deception has been that of a role-playing procedure whereby all facets of the experiments are carefully explained and the subjects are asked to behave as they think they would if they were really in the desired experimental situation. Situations where role-playing is not feasible or desirable, it is recommended that preliminary to the use of deception the experimenter make a conscious effort to eliminate especially vulnerable individuals and be sensitive to danger signals emitted by the subject.

The article presents commentary on the report "A Model for the Determination of Firm Cash Balances," by Stephen H. Archer included within the issue. Archer's claims of operational efficiency are challenged and compared to the practices of cash managers, through which many of his theories are either ignored or not applicable. Archer's model is complimented academically but rejected practically.

This article points out some reasons for marketing's lag in the use of computers and quantitative techniques. The systems approach is suggested as one which can minimize or eliminate the causes of this lag. The systems approach outlined by the author uses marketing theory to guide the firm's efforts in establishing performance criteria, organizing an information collection activity, and developing analytic models. [ABSTRACT FROM AUTHOR]

Marketing theorists and marketing men in business view each other with mild suspicion, neither fully recognizing that the activities of both groups are aimed at improving the decision-making process. The author of this article holds that marketing research is more useful than marketing theory in the selection of the most appropriate course of marketing action. He believes that the most fruitful opportunities for the marketing theorist are in the development of theory for improving the design of marketing research activity. [ABSTRACT FROM AUTHOR]

A start is being made in applying principles of advanced mathematics to problems of business competition. The author describes what he calls "business theorems," derived in the same manner as the laws governing physical sciences. He believes that theorems will help management to go more directly to the heart of the problem . . . by indicating The feasibility of objectives and by isolating the really important considerations from irrelevant factors. [ABSTRACT FROM AUTHOR]

Research in its real sense means continuous searching. To be scientific, it has to submit to the same criteria whether applied in the marketing field or the atomic field. These standards involve the formulation of hypotheses and their validation. In this provocative article, Dr. Dichter develops seven such tenets, which he sees as prerequisites for a sensitive and creative diagnosis of "why" questions in any field. [ABSTRACT FROM AUTHOR]

Marketing has reached a stage in its development as a discipline where critical evaluation of research findings and theories from other fields can add new dimensions to the field of marketing. More materials of other disciplines are likely to be incorporated in marketing in the future. This article surveys some of the present and potential contributions of behavioral science findings and quantitative measurement methods to marketing. [ABSTRACT FROM AUTHOR]

The author maintains that the role of the middleman is obscured by oversimplified treatment in marketing literature and Census data. In this article he examines channel-building from the standpoint of the middleman's relative freedom to make choices, while serving as a purchasing agent for his customers. [ABSTRACT FROM AUTHOR]

The article evaluates a study conducted by the American Marketing Association to learn the content of marketing research courses, understand the work performed by entry level marketing researchers, and gauge the opinions of teachers and marketing professionals on the value of the course of study in application. The article addresses some defects in the analysis, particularly the researchers ability to recognize and define problems and their skill in interpretation and analysis. The author disputes that marketing research study should be a training ground for employees and that the course of study should be shaped for the future practitioner.

The article presents a survey on the development of marketing science based on opinions of currently living marketers that have impacted the industry. The author surveyed 45 marketing experts from 37 universities and research organizations on the importance of marketing concepts, marketing organizations, marketing periodicals, and marketing books, all of which are listed with their respective rating in the text. The most important rated concept was that of marketing functions, While the top rated organization was listed as the American Marketing Association. The books and periodicals are then discussed.

Aimed at the line manager who has heard enough about organization development to ask more questions about it, this article defines organization development, examines its primary concepts, tells where and how it was instigated, and shows how to evaluate the payoff of an OD effort. [ABSTRACT FROM AUTHOR]

The article comments on human behavior, social aspects of technology, and the predictive value of parameters in analytical models of management or economic problems that have always been based in uncertainty. The adoption of computer models for statistical forecasting and acceptance of absolutism in formal analysis or optimization methods overlooks the constant of uncertainty in every situation.

The article refers to management by objectives and focuses on Purex Corporation's Goals and Controls Program, which is based on a participative management system for improving managerial effectiveness in its manufacturing department. An evaluation of the Purex program suggested that goal setting, self-control, and performance appraisals did improve the company's performance. A second study of the program, which focused on goal levels and attainment, productivity, and participation in goal setting and performance reviews, supported the first evaluation. The disadvantages of the program include the amount of paperwork related to the initiative, overemphasis on production that affected quality, and a lack of incentives for employee motivation.

The article focuses on the working relationship between research social scientists and business managers from the perspective that it is mainly the researcher's responsibility to improve the relationship. Although managers understand that behavioral influences can impact business effectiveness, they are skeptical about new information or theory that is not directly related to business problems in a real-life context. Social science can contribute more to management practice through collaboration that involves spanning the gap between theory and practice and developing new patterns of thinking about the managerial process. Six steps to improve the working relationship and three initiatives for constructive action by social scientists are mentioned.

The article is a reply to James A. Craft who commented on the article "Toward a Public Employment Wage Theory," published in the January 1969 issue of "Industrial and Labor Relations Review." Craft's criticism of the article focuses on the potential impact of union organization on the research results. The author says that the article was not intended to consider every form of institutional arrangement in the model. Its purpose was to suggest a simple theoretical framework for analyzing decisions in the public sector.

A theory of organizational adaptation was empirically investigated in a research and development laboratory. The degree of team collaboration of 16 productline groups was measured and related to indices of individual satisfaction and organizational performance. The results show that team collaboration is significantly related to satisfaction of individuals' needs, but generally not significantly related to organizational performance, although one factor of team collaboration, knowledge-based risk taking, does show a significant association with individual performance indices. [ABSTRACT FROM AUTHOR]

The existing division within organization theory between management and behavioral views is first demonstrated through an analysis of bibliographic listings. An attempt is then made to argue the case for amalgamation, using the frequently parallel literatures on span of control and correlates of group size as an example. These two literatures are reviewed at length and a synthesis, which affairs to provide understanding beyond that available from either one separately, is presented. Accordingly, it is suggested that a similar merging of behavioral science and management knowledge in other areas may rove fruitful in advancing our understanding of organizational functioning. [ABSTRACT FROM AUTHOR]

This paper investigates and attempts to explain some relationships between control achieved through structural arrangements and control achieved through supervisory style. Eighty large governmental psychiatric hospitals and 52 small private hospitals were studied. With some exceptions--and these apparently traceable either to the differential effects of size or sponsorship--maximum structural control (approximating that of bureaucratic organizations) was found in association with a limited employee control, and, minimal structural control (resembling that of less bureaucratic institutions) was found in association with more pervasive employee control. In general, the scope of employee control varied inversely with the scope of patient control--sometimes because of structural arrangements and sometimes because of supervisory style. These basic patterns are discussed in their relation to classical Weberian conceptions of formal organizations, as well as to more recent theoretical formulations. [ABSTRACT FROM AUTHOR]

Two central complex organizational variables are surveillance and bureaucratic rules. Propositions concerning the relationships between these two variables, and between these two variables and performance level, organizational conflict, participant supply and demand, organizational size and structural differentiation are presented, and data from a variety of organizational studies which support the propositions are cited. It is argued that, since these variables are present in all types of organizations (e.g., they are not restricted to hospitals, universities, or any other one type of organization), the propositions constitute a comparative framework for organizational analysis. [ABSTRACT FROM AUTHOR]

General System(s) Theory (GST) has failed to deliver because of its own basic assumptions. Hierarchy compels us to impersonalize all social interaction, thus making it impossible to realize ourselves. Concreteness overemphasizes the single organization and determinism as well. Competition returns us to the mechanistic tradition GST initially sought to escape. Finally, GST remains tied to "laws" of growth which promise only our destruction. American Indians knew better. [ABSTRACT FROM AUTHOR]

Systems theorists maintain that the traditional analytic methods of science are inadequate when a system composed of interrelated parts is being investigated. This paper argues, on the contrary, that it is the central methodological principle of systems theory that is impossible to apply. [ABSTRACT FROM AUTHOR]

The article presents a history of general systems theory and discusses several of its various aspects. According to the author, the notion of general systems theory first stemmed from the pre-Socratic philosophers, and evolved throughout the ages through different philosophic entities until it was eventually formally structured in the early 1900s. The theory has three main aspects. The first is called "systems science," or the scientific exploration and theory of systems in various sciences. The second is called "systems technology," or the problems arising in modern technology and society. The third aspect is called "systems philosophy" and refers to the reorientation of thought and world view.

This article deals with the knowledge utilization process in management and organization and relates the concepts of knowledge flow to management education and development. Primary attention is given to the processes through which the knowledge development, application, and ultimate consumption subsystems are linked to one another within the entire knowledge flow system of administrative science. [ABSTRACT FROM AUTHOR]

The article discusses the definition of "classicism" in the field of management science. The author discusses the difficulty of broad generalizations or classifications of early scholarship in the field of management. The author presents a series of quotations from early and more recent management scholars in an attempt to show that many management problems and solutions withstand the test of time. The author acknowledges the richness of theory and practice available to the modern business student that might be enjoyed through the direct exploration of some of these earlier texts.