About this issue

The four articles in this issue split evenly along the “analytical-to-human” dimension. Two of them (Aaker/Tyebjee and Brown) deal with quantitative models of aspects of the Research, Development, and Engineering (R, D, & E) process aimed at improving the economic decisions and control aspects of management. The other two (Badawy and White) deal with organizational and motivational aspects of group and project management. All four papers should have relevance to improving the overall R, D, & E process, although some organizations and some readers will prefer to concentrate on making improvements (or on preventing deterioration) in one aspect more than the other. Good management involves both effective analytical and organizational skills as well as skills in dealing with people in terms of factors such as teamwork and motivation. Perhaps, then, some of the analytical skills that managers of these technical functions receive during their formal training and practical work experience should properly be applied to increasing their understanding of and ability to deal with the “human” side of R, D, & E management. The dilemma is that managers are not specifically trained, do not feel that they have the time, and generally do not have the inclination to approach human problems from a research or an “R&D” viewpoint which would involve attempting to apply the results of basic research to their practical “people” problems. Several years ago, we ran a special issue (edited by C. W. N. Thompson) on “Administrative Experiments” — describing how various forms of experiments can be carried out in organizations to help make managerial decisions and to help improve managerial practices. It would be interesting to hear from readers who have attempted such experiments in their own organizations. Perhaps enough formal articles or “Technical and Management N- tes” might be received on this subject to run another special issue, with a primary focus on problems in R, D, & E management.