Studies in Personnel and Industrial Psychology

By Edwin A. Fleishman | Go to book overview

CONCLUSION

We have presented data on the selective perceptions of industrial executives exposed to case material that support the hypothesis that each executive will perceive those aspects of a situation that relate specifically to the activities and goals of his department. Since the situation is one in which the executives were motivated to look at the problem from a company-wide rather than a departmental viewpoint, the data indicate further that the criteria of selection have become internalized. Finally, the method for obtaining data that we have used holds considerable promise as a projective device for eliciting the attitudes and perceptions of executives.


APPENDIX
EXECUTIVE SALES
4. Apparent need for direct knowledge of their sales potential.
Apparent need for exploitation of their technical potential to
   achieve a broader market and higher priced market.
Apparent need for unit and operation cost data.
5. How to best organize the company so as to be able to take full
   advantage of the specialized market available.
6. Appointment of Production Manager familiar with business.
Analysis of market conditions with regard to expansion in plastic
    market.
12. Develop a sales organization which would include market re-
   search.
20. Lack of organization to plan and cope with postwar manufactur-
    ing and sales problems.
25. The President's choice of executive officers.
PRODUCTION
1. Policy pertaining to distribution of product should be reviewed
    with more emphasis on new customers and concern for old.
15. Lack of clear-cut lines of responsibility.
16. Determine who the top executive was to be and have this infor-
    mation passed on to subordinate executives.
18. Review the organization.
Why so many changes in some of the offices such as works
   manager.
24. Absence of policy--should be set forth by company head.
ACCOUNTING
7. Standards brought up to date and related to incentives. (In-
    centives evidently do not exist.)
9. Future of the company as to marketability of products--product
    specification--growth or containment or retirement (i.e.,
    from product).
10. Distribution problems. Not necessarily their present problems in
     distribution, but those that undoubtedly will arise in the near
     future--plastics, larger companies, etc.

-417-

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