ABSTRACT
THE personality and methods of work of the chief executive, and the quality of the relations within top management, are among the most important factors affecting the operation of an organization. These features came under review in the course of discussions with the Divisional Managers Meeting, and threw into relief the influence of social factors and group relationships in the making and carrying out of all aspects of factory policy—economic, technical, and social. The account to follow will be concentrated largely on the reporting of work done in sorting out roles and relationships within the top management group in conjunction with their own development of their social and organizational policy. Little reference will be made to the managerial activities in the commercial and technical spheres, except in so far as the opportunity presents itself to show how decisions in these spheres too are influenced by social and psychological considerations. Special emphasis will be given to the demonstration of certain selected problems which may have general interest, and there will be only passing reference to the normally sound day-to-day working relationships among the managerial personnel concerned.
