Jack Gabarro is Baker Foundation Professor in Organizational Behavior at the Harvard Business School where he has also served as UPS Foundation Professor of Human Resource Management.
Gabarro's research has focused on leadership, executive succession, professional service firms, and organizational change.He is the author or co-author of eight books including When Professionals Have to Lead with Thomas DeLong and Robert Lees (Harvard Business School Press, 2007), Breaking Through with David Thomas, which won the 2001 George Terry Prize, given by the Academy of Management for contribution to management theory and practice and the Dynamics of Taking Charge which won the New Perspectives in Leadership Award and was named one of the best business books of the year by the Wall Street Journal.Gabarro is also a recipient of the McKinsey Foundation Award and the Johnson Smith Knisely Foundation Award for research on executive leadership.His current research focuses on leadership in professional service firms.
Gabarro has taught in Harvard's MBA, Executive and Doctoral Programs.He has served as faculty chair of Harvard's International Senior Management Program, twice as head of its Organizational Behavior Unit and most recently as faculty chair of HBS Executive Education's Advanced Management Program.
Gabarro has worked with a number of firms including Credit Suisse,Ernst & Young, Ford Motor Co., Goldman Sachs, IBM, Morgan Stanley, and General Electric, where he served as lead consultant for GE Capital's workout initiative.He is currently a director of Towers Watson & Co., having previously served as a director of Jupiter Saturn Holding Co., Watson Wyatt & Co., the Wyatt Company, and Town and Country.
Gabarro completed his MBA, doctorate and post-doctoral work at Harvard before joining its faculty.
Managing your boss: Isn't that merely manipulation? Corporate cozying up? Not according to John Gabarro and John Kotter. In this handy guidebook, the authors contend that you manage your boss for a very good reason: to do your best on the job—and thereby benefit not only yourself but also your supervisor and your entire company. Your boss depends on you for cooperation, reliability, and honesty. And you depend on him or her for links to the rest of the organization, for setting priorities, and for obtaining critical resources. By managing your boss—clarifying your own and your supervisor's strengths, weaknesses, goals, work styles, and needs—you cultivate a relationship based on mutual respect and understanding. The result? A healthy, productive bond that enables you both to excel. Gabarro and Kotter provide valuable guidelines for building this essential relationship—including strategies for determining how your boss prefers to process information and make decisions, tips for communicating mutual expectations, and tactics for negotiating priorities. Thought provoking and practical, "Managing Your Boss" enables you to lay the groundwork for one of the most crucial working relationships you'll have in your career.
Gabarro, John J., and John P. Kotter. Managing Your Boss. Paperback ed. Harvard Business Review Classics. Harvard Business School Press, 2008.
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For too long, professional services firms (PSFs) have relied on the "producer-manager" model, which works well in uncomplicated business environments. However, today's managing directors must balance conflicting roles, more demanding clients, tougher competitors, and associates with higher expectations of partners at all levels. "Leadership in Professional Services Firms" presents an overarching framework better suited to such complexity. It identifies the four critical activities for effective PSF leadership: setting strategic direction, securing commitment to this direction, facilitating execution, and setting a personal example. Through examples from consulting practices, accounting firms, investment banks, and other professional service organizations, industry veterans DeLong, Gabarro, and Lees show how this model works to: align your firm's culture and key organizational components; satisfy your clients' needs without sacrificing essential managerial responsibilities; and address matters of size, scale, and complexity while maintaining the qualities that make professional services firms unique. A valuable new resource, this book redefines the role of leadership in professional services firms.
DeLong, Thomas J., John J. Gabarro, and Robert Lees. "Juggling Isn't the Same As Leading."American Lawyer (December 2007): 124–130. (Excerpt from the book When Professionals Have to Lead.)
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The best way to make a major impact in your organization? Forge a strong relationship with your boss. You'll get the support and resources you need to put your great ideas into action. But "managing up" isn't easy. For example, if you're reporting to a new CEO, you stand a good chance of finding yourself out the door. In this unique situation, it's vital to make the right first impression and swiftly establish your value. Equally challenging, it's not always clear what actions and attitudes your boss expects from you—or how he prefers to communicate and make decisions. This Harvard Business Review collection provides the guidebook you'll need to build a positive bond with your boss. You'll find suggestions for starting off on the right foot with a new supervisor, demonstrating the behaviors he expects, and discerning his work-style preferences. "Managing up" isn't manipulation. It's the surest route to giving your boss the cooperation he needs—and getting the resources you need to excel on the job.
Gabarro, John J., and John P. Kotter. "Managing Your Boss." Managing Up, 2nd Edition (HBR Article Collection). Harvard Business Review 85, no. 5 (May 2007).
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Hill, Linda A., J. J. Gabarro, and J. Kotter. "Leadership for New Managers." Business Fundamentals as Taught at the Harvard Business School (1998).
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Gabarro, John J. "When a New Manager Takes Charge." In Harvard Business Review on the Tests of a Leader. Harvard Business School Press, 2007.
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Gabarro, J. J. "Managing Relationships with Superiors." In Encyclopedia of Career and Work Issues, edited by L. Jones. Phoenix: Oryx Press, 1992.
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Gabarro, John J., and Anne Harlan. "Understanding and Influencing Group Process." In Managing People and Organizations, edited by J. J. Gabarro. Boston, MA: Harvard Business School Press, 1992.
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Gabarro, John J. "The Development of Working Relationships." In Intellectual Teamwork: Social and Technological Bases of Collaborative Work, edited by C. Egido, J. Galesher, and R. E. Kraut. Hillsdale, NJ: Lawrence Erlbaum Associates, 1990.
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Gabarro, John J. "Taking Charge." In Designing and Managing Your Career. 1st ed. Edited by Harry Levinson. Boston: Harvard Business School Press, 1989.
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Gabarro, John J. "Executive Leadership and Succession: The Process of Taking Charge." In The Executive Effect: Concepts and Methods for Studying Top Managers, edited by Donald C. Hambrick. New York: JAI Press, 1988.
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Gabarro, John J. "Communication in One-to-One Relationships." In Managing Behavior in Organizations, edited by Leonard A. Schlesinger, Robert G. Eccles, and John J. Gabarro. New York: McGraw-Hill, 1983.
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Gabarro, John J. "The Social Motives." In Managing Behavior in Organizations, edited by Leonard A. Schlesinger, Robert G. Eccles, and John J. Gabarro. New York: McGraw-Hill, 1983.
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Schlesinger, Leonard A., and John J. Gabarro. "Some Preliminary Thoughts on Action Planning." In Managing Behavior in Organizations, edited by Leonard A. Schlesinger, Robert G. Eccles, and John J. Gabarro. New York: McGraw-Hill, 1983.
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Harlan, Anne, and John J. Gabarro. "Observing Group Process Dynamics." In Managing Behavior in Organizations, edited by Leonard A. Schlesinger, Robert G. Eccles, and John J. Gabarro. New York: McGraw-Hill, 1983.
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Gabarro, John J. "Stages in Management Succession." In Research and Course Development Profile. Boston, MA: Harvard Business School Press, 1983.
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Gabarro, John J., and Cyrus F. Gibson. "Managing Communications and Conflict in Interpersonal Relationships." In Managing Organizational Behavior, edited by C.F. Gibson. Homewood, IL: Richard D. Irwin, 1980.
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Gabarro, John J. "The Development of Trust, Influence and Expectations." In Interpersonal Behavior, edited by Anthony Athos and John J. Gabarro. Englewood Cliffs: Prentice Hall, 1978.
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Allen, Stephen, and John J. Gabarro. "Sociotechnical and Cognitive Models." In Organization Planning, edited by Jay W. Lorsch and Paul R. Lawrence. Homewood, IL: Richard D. Irwin, 1972.
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Tim Blanchard struggles to balance all the demands facing him as a partner of a consulting firm. He must decide how to serve clients, mentor his people, provide strategy and direction to the high-tech group, and spend time with family.
Gabarro, John J., and Colleen Kaftan. "Jess Westerly at Kauflauf GmbH (Brief Case)." Harvard Business School Teaching Note 913-528, August 2012.
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Jess Westerly is the assistant product owner of CRM applications for computer and office supply wholesalers and retailers at Kauflauf, a fast-growing provider of subscription enterprise software headquartered in Heidelberg, Germany. Only months into her job, outsider Westerly tries and fails to implement a change in field consultants' sales call patterns. Westerly had introduced the changes to the sales organization via a memo that outlined her directive and explained the reasons behind it. Field consultants immediately complained about the infringement on their decisions about how to spend their time and the insensitivity to the relationship-oriented nature of developing business. Three months later, sales statistics show little difference in calling patterns. After explaining, defending, and reshaping her stalled initiative, Waverly presents her amended proposal to key senior executives and is given three weeks to produce an implementation plan. If the plan is deemed acceptable, she will be asked to implement it.
Describes the problems facing a recent MBA graduate in his job as general manager of a medical device company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised and updated version of earlier case 494-005, reflecting the challenges of managing in innovation/R&D-driven industries and across multiple international sites.
Implicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he resign, go directly to his division's executive vice-president to seek relief, or attempt to clarify the situation within the company? A redisguised and updated version of earlier case 494-008.
Gabarro, John J., Thomas J. DeLong, and Jevan Soo. "Erik Peterson at Biometra (D)." Harvard Business School Supplement 411-034, August 2010. (Revised August 2011.)
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Written from the point of view of Richard Jenkins, the Executive Vice-President of Medical Devices at SciMat. Presents his reflections on the series of events leading to the firing of one of SciMat's general managers, Erik Peterson. A redisguised and updated version of earlier case 494-113.
Gabarro, John J., Thomas J. DeLong, and Jevan Soo. "Richard Jenkins at SciMat." Harvard Business School Case 411-036, August 2010. (Revised August 2011.)
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Describes the outcome of Erik Peterson's meetings over the course of two days with a number of senior executives from the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised and updated version of earlier case 494-007.
Presents the final outcome of the events. The Richard Jenkins at SciMat case presents a description from the executive vice-president's point of view of the series of events as reported in the Erik Peterson at Biometra (A), (B), (C), and (D) cases. The Jenkins at SciMat case can be assigned with Erik Peterson at Biometra (E) to give a broader perspective on Peterson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised and updated version of earlier case 494-009.
The case describes the evolution of an interpersonal mismatch between a previously successful manager, Jamie Turner, and his new boss, Pat Cardullo. Turner, a 32-year-old MBA graduate, has been recruited by Cardullo to be vice president of marketing and sales at Modern Lighting Industries, Inc. (MLI). MLI, a struggling regional distributor of industrial lighting systems and equipment based in Chicago, has recently been acquired by a division of the much larger San Diego-based Specialty Support Services (Triple S). Cardullo, the president of MLI, is the chief proponent of the Triple S acquisition, and he has told Turner to revive MLI, implying that if Turner succeeds he will soon advance to company president. It becomes apparent, however, that Cardullo and Turner have very different assumptions and expectations about turning MLI around. The case portrays Turner's developing problems and his unsuccessful attempts to resolve them, and also Cardullo's passage through several managerial challenges.
Gabarro, John J., and Colleen Kaftan. "Jamie Turner at MLI, Inc. (Brief Case)." Harvard Business School Teaching Note 114-255, February 2011.
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This note describes the relationship between organizational alignment and performance in professional service firms and how to use McKinsey 7S Alignment to diagnose a firm's or practice's alignment, identify misalignments and determine how to bring about the changes needed to re-align.
Discusses the importance of living room groups (eight participants who share a living room) in Harvard Business School's Advanced Management Program developing into effective learning groups. The diversity of the groups is a strength, but only a conscious and concerted effort of group development can harness that strength. Outlines five steps in group development each team must take. Suggests that action learning, the skill the learning group must master to become effective, is also essential in their back-home organizations, given global competition and efficient markets. A rewritten version of an earlier note.
Wolfgang Keller, manager of the Ukrainian subsidiary of a German beer company, faces a managerial dilemma. His subordinate, Dmitri Brodsky, is a talented and experienced commercial director who is not meeting his goals expediently and often requires considerable assistance from Keller. Furthermore, Brodsky's style is causing conflict with clients, other staff members, and with Keller himself. Keller must decide the best course of action to take with this difficult employee in an environment in which the industry is rapidly changing and growing and the war for talent is strong. He must also consider what comprises an effective performance review and how his own behavior impacts Brodsky's poor performance. This case is a modernized revision of the popular case "Wolfgang Keller at Königsbräu-Hellas (A)."
This is the supplement to “Wolfgang Keller at Königsbräu-TAK (A).” This case is a modernized revision of the popular case “Wolfgang Keller at Königsbräu-Hellas (B).”
The purpose of this note is to ground and amplify on the characteristics and challenges of the producing manager role. It is in response to requests from participants for a piece of "take away" material that can be shared with colleagues in professional service firms that is detailed and operational in nature.
Written from the point of view of Richard Jenkins, the president of CelluComm. Presents his reflections on the series of events leading to the firing of one of CelluComm's general managers, Erik Peterson. A rewritten version of an earlier case.
Discusses the importance of living room groups (eight participants who share a living room) at Harvard Business School's Advanced Management Program developing into effective learning groups. The diversity of the groups is a strength, but only a conscious and concerted effort of group development can harness that strength. Outlines five steps in group development each team must take. Suggests that action learning, the skill the learning group must master to become effective, is also essential in their back-home organizations, given global competition and efficient markets.
A law firm must decide how to split partnership profits among the partners. Issues of seniority versus performance, performance evaluation, and lack of consensus of values dominate the discussions. A rewritten version of an earlier case.
How can entrepreneur manage his firm if things go wrong despite having a great idea, a solid team, and financial backing? Jack Strang founded a biotech firm with his friend Peter Evans, to develop molecular pathway-based "cures" for metabolic disorders. The idea was revolutionary and had both scientific validity and commercial applicability. No wonder, then, he was the darling of the venture capital industry when he approached them for funding, and he easily got first round financing. He and Evans had also assembled a strong team with impeccable credentials. Nothing, it seemed, could go wrong. Yet, close to second-round financing, nothing seemed to be right, and Strang could not help but worry. The product development was behind schedule, and his team was demoralized and tired. The future seemed uncertain. What had gone wrong? Was there anything that could be done?
Khaire, Mukti, John J. Gabarro, and Lynda M. Applegate. "Jack Strang at SequenceLabs." Harvard Business School Case 806-088, January 2006.
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Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. A rewritten version of an earlier case.
Presents an overview of a method for diagnosing and developing an organization's capability to achieve its goals and implement its strategy, with exercises for application. A rewritten version of an earlier exercise.
Ian Woods, the head of an IT systems group in an investment bank, us facing a dilemma. Though the group is meeting its technical goals, Woods is encountering a series of managerial and leadership-related problems.
Tim Blanchard struggles to balance all the demands facing him as a partner of a consulting firm. He must decide how to serve clients, mentor his people, provide strategy and direction to the high-tech group, and spend time with family. A rewritten version of an earlier case.
Encourages managers to think critically about how to prepare for and give a performance appraisal interview. Presents frameworks for evaluating subordinates' work and suggestions for coaching them.
Gabarro, John J., and Linda A. Hill. "Managing Performance." Harvard Business School Background Note 496-022, October 1995. (Revised January 2002.)
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A middle manager is about to meet with his boss to discuss her request that he head up a task force to determine how overhead can be reduced by 20%. He must decide what to address in that meeting and how the task force should be launched and led. The focus is on team leadership at four stages in a team's life cycle: 1) preparation, 2) initial meeting, 3) mid-course consultation, and 4) post-performance debriefing. A rewritten version of an earlier case.
Implicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he consider resignation, go directly to the company's president to seek relief, or clarify the situation within the company? A redisguised version of an earlier case.
Describes a major organizational transformation process at Ernst & Young, United Kingdom, and the events leading up to the first deal since its introduction. Raises questions of leadership, organizational design, and organizational change.
John J. Gabarro, Herminia M. Ibarra, John P. Kotter and Andrew P. Burtis
Examines the recruiting process of Bowles Hollowell Conner & Co. (BHC), an investment banking firm known for its work with middle market companies. Specifically, presents a profile of the firm and its recruiting process and then examines that process through the firm's recruiting efforts at Harvard Business School (HBS). Includes the resumes of 17 second-year HBS students who sought interviews for an associate position with BHC and raises the issue of how interview selections were made from those resumes.
Teaching Note for (9-494-005), (9-494-006), (9-494-007), (9-494-008), (9-494-009), and (9-494-113).
Citation:
Gabarro, John J., and Judith Maas. "Erik Peterson (A) - (E) and Richard Jenkins TN." Harvard Business School Teaching Note 496-046, March 1996. (Revised January 1997.)
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Describes the situation facing the head of a rapidly growing industry-focused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization.
Maureen Frye, assistant product manager at Quaker Steel and Alloy Corp., is asked to implement an action plan for changing the call pattern of the salesforce. Currently the salesforce is spending too much time on small accounts. Earlier Frye attempted to change their call patterns without success. Now with the express call mandate of top management she has to present a plan that will work.
Intended to be a robust example of the challenges encountered during the early stages of a large-scale organizational transformation effort in a professional service firm. Describes a massive change program initiated and led by the new managing partner along with a small group of firm leaders. The first half outlines the conceptual phase, the process of obtaining firm-wide "buy-in" to the idea of change, and the launching of 10 change initiatives. The second half explores three challenges identified by the change leadership that they intended to address in the coming year. The first concerned the organization of the London office (which accounted for over half of the firm's revenues and professionals). The London office's large size and functional structure seemed to be impeding its ability to position itself effectively vis-a-vis its market and to pinpoint internal lines of accountability. The second problem was the increasingly frequent feedback that many people were overwhelmed by the number of change initiatives or were confused by how the initiatives related to one another. There was a general call for the change leadership to offer a clearer vision.
Discusses progress made by mid-1995 on the three challenges identified by the change leadership at the end of 1993. First, it describes the decision-making process that resulted in a general consensus to reorganize the huge London office, and it highlights certain psychological, logistical, and strategic challenges of implementing this change. Second, it addresses action plans taken to increase the satisfaction of the firm's nonpartner senior managers. Third, it explores continued efforts of the change leadership to communicate and clarify its vision.
An "in-basket" decision-making exercise in case form, to be used with Nuclear Tube Assembly Room (A) (Condensed). The purpose is to pose students with several related problems which require immediate analysis arriving at some decisions and planning how to implement those decisions. Includes two exhibits: 1) a process engineering proposal recommending several changes to an assembly operation; and 2) a personal note describing a conflict which has erupted between the general foreman and a process engineer regarding the proposal. Students are expected to appraise the likely consequences of the proposed changes on the department's social system, productivity, and satisfaction; and determine which of the changes are essential, which will have negative effects, and how to implement those changes which are desirable. The student is also posed with the problem of diagnosing and successfully intervening in the conflict between the two key actors. Material is relevant to the topics of group behavior, interdepartmental conflict, interpersonal conflict, and action planning and implementation.
Describes the problems facing a recent MBA graduate in his job as general manager of a mobile cellular company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised version of an earlier case.
Intended to be a robust example of the challenges encountered during the early stages of a large-scale organizational transformation effort in a professional service firm. Describes a massive change program initiated and led by the new managing partner along with a small group of firm leaders. The first half outlines the conceptual phase, the process of obtaining firm-wide "buy-in" to the idea of change, and the launching of 10 change initiatives. The second half explores three challenges identified by the change leaderhsip that they intended to address in the coming year. The first concerned the organization of the London office (which accounted for over half of the firm's revenues and professionals). The second was growing dissatisfaction among the firm's non-partner senior managers. The third problem was the increasingly frequent feedback that many people were overwhelmed by the number of change initiatives or were confused by how the initiatives related to one another.
The first case in a four-part case series that outlines the events leading up to a performance appraisal interview. Describes the background of the company. A rewritten version of an earlier case.
Describes the attitudes, feelings, and perceptions of the manager who will conduct the performance appraisal interview. A rewritten version of an earlier case.
Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed. A rewritten version of an earlier case.
With very few exceptions, established premium producers eventually begin to lose market share and profitability to new, dynamic competitiors. These companies respond by focusing on their old success strategy without regard to changes in the marketplace. This is what happened to the Swiss watch industry, until Swatch CEO Nicolas G. Hayek turned it around. This case analyzes Hayek's commitment to change, his innovative vision, his charismatic leadership, his alignment strategies, and the actions he took to align the organization to the new vision.
Presents the final outcome of the events. The William Jurgens case presents a description from the corporation president's point of view of the series of events (as reported in the Erik Peterson (A), (B), (C), and (D) cases). The Jurgens case can be assigned with Erik Peterson (E) to give a broader perspective on Olafson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised version of an earlier case.
Presents the problem facing a newly appointed high-school principal. Raises issues about interpersonal and group behavior including lack of open conflict resolution and the need to intervene in an interpersonal conflict. Also raises the issue of intergroup conflict between headmasters and department chairmen, as well as value questions concerning the need for discipline and innovation. Discusses several structural questions concerning the existing "house system" organization. A rewritten version of an earlier case.
Describes the outcome of Erik Peterson's one-day meeting with his superior and the events of the subsequent day's meeting with the president and vice president of operations of the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised version of an earlier case.
Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. Based on Belmont-White Co. and Vandercook Chain Stores, Inc. by E.P. Learned.
Gabarro, John J., and Colleen Kaftan. "Konigsbrau-Hellas A.E. (D)." Harvard Business School Case 483-005, October 1982. (Revised November 1990.)
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Explains some of the dynamics of what actually happens in an effective or ineffective group. Also mentioned are a number of interventions which can be taken on by any group member to help change an ineffective group to one which operates more effectively.
Gabarro, John J. "Robert F. Kennedy High School, Teaching Note." Harvard Business School Teaching Note 479-021, January 1979. (Revised November 1985.)
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Outlines events leading up to a meeting of a six-person task force which has been assigned to reduce overhead costs at a major manufacturing company. History of the company, and backgrounds of all the task force members are presented. Raises the following questions and issues for students to deal with: 1) What strategy should the task force leader take to organize the task force and accomplish its goals within the two week period? 2) What division of the labor, if any, is appropriate? 3) What should his purpose and agenda be for the first meeting? 4) Given the information in the case, what problems should be anticipated in terms of interdepartmental conflict and members' hidden agendas? 5) What should he do to deal with these problems?
Lower middle-level manager is faced with the need to bring about a change in the call patterns of the sales force selling her product. Based on an earlier case by P.R. Lawrence.
Supervisory practices and social structure in an electronics company assembly room. To be used with the (B) case. Based on American Radiatronics Corp. (A) by M.J. Steckler and P.R. Lawrence.
Raises the following issues: understanding another person from his/her point of view, understanding how two people can view the same situation differently, and understanding how an individual's behavior can have secondary consequences of which he/she may not be aware.
Introduces the concepts of assumptions, perceptions and feelings, and applies these concepts to the problem of understanding the behavior that takes place between people in relationships. The note discusses a particular interaction that takes place between two men in a work setting in terms of how each person's point of view influences his behavior. Also discusses the topic of facilitating understanding and several assumptions that impede communications.
Presents the problem facing a newly appointed high school principal. Raises issues about interpersonal and group behavior including lack of open conflict resolution and the need to intervene in an interpersonal conflict. Also raises the issue of intergroup conflict between headmasters and department chairmen, as well as value questions concerning the need for discipline and innovation. Discusses several structural questions concerning the existing "house system" organization.
Describes the problems facing a recent MBA graduate in his job as general manager of a cable television company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support.
Briefly describes in management terms the three social motives: Need for achievement; need for power; need for affiliation. Also briefly reviews the implications of the work of David McClelland, David Winters, and others for motivation within organizational settings. The power motive is described in terms of both "personalized power" and "socialized power."
