Correlates of organizational and professional commitment

Article Abstract:

Sixty-five musicians from an east coast symphony orchestra were surveyed to determine their depth of loyalty to their conductor, orchestra, the musical profession, and music. It was discovered that musicians are not loyal to the conductor or orchestra, but to music and the musical profession. Encouraging musicians to remain with the orchestra would require instituting programs to help them cope with the stress of orchestral work, as well as dealing with the conductor. The 'star' status of conductors is irritating to musicians, who perceive this status as detrimental to musical quality. It is suggested that conductors take sensitivity and-or leadership training. It is also recommended that orchestra management raise wages of musicians or improve rehearsal and program scheduling, job security, access to recording contracts, participation in program content, and chamber music opportunities.

Human resource management, Musical groups, Musicians, Orchestra, Symphony orchestras

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Human development and managerial effectiveness

Article Abstract:

Managers' styles correspond to their world views, as represented by their stage of development as human beings. These world views may be termed opportunistic, social, goal-oriented, and relativistic. Most managers inhabit the social, analytic, or goal-oriented world views; as humans, they are neither immature nor mature. More than education and training in practical skills is needed to help managers make the transition from one frame of reference to the next. The challenge to academic programs in business administration is to develop a method of helping managers gain the broader vision needed to gain both skills and new ways of thinking.

Management science, Evaluation, Executive ability

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