The Changing Structure of Europe was first published in 1970. A group of University of Minnesota scholars representing various disciplines presents the result of a careful study of Europe in the ...mid-sixties and a look into the seventies. They examine the major economic, educational, political, and social issues both from an interdisciplinary standpoint and from the viewpoints of their respective specialties. The study is based on extensive travel and research. The book focuses on the question of integration among the nations of Europe -- its extent, the major factors in its success or failure, and the prospects for future developments which will favor or discourage such integration. Major attention is given to the operations of cross-national political, military, and economic organizations, including the European Coal and Steel Community, the North Atlantic Treaty Organization, the European Economic Community, and the European Free Trade Association, as well as some of the lesser cross-national entities. Harold Deutsch, a historian, treats political and military relations and institutions; John Turnbull, an economist, discusses economic structures and policies; Philip Raup, an agricultural economist, analyzes agricultural and related developments and institutions; Robert Beck, a professor of educational philosophy, examines educational establishments; and Arnold Rose, a sociologist, discusses social funds and the free movement of labor. Summarizing as it does the significant developments in the important concept of European integration, the book will be illuminating to the general reader and useful, as well, to specialists for its analysis of developments in areas other than their own.
Price controls are a very old means of trying to contain inflation. In Britain they were used in the Second World War and again in the 1960s. On the first occasion they seemed to work quite well ...though there were other factors involved—notably rationing. The second episode was not successful. Rationing seems to have been crucial.
A study is presented that concerns the predictive validity of staff and peer ratings for leadership success. It compares validities of staff ratings over periods varying in length from 1 to 8 years, ...while for peer ratings it uses a period of 3.5 years. One dimension distinguishing this study from previous research is the influence on staff and peer ratings of language and cultural differences between staff and peers and among peers. The study was conducted in an international setting, in which both participants and staff came from several different countries. Over 320 managers from 5 countries participating in international management development programs run by a multinational corporation between 1960 and 1968 were rated on overall career potential by their training staff. In one 21-manager group, ratings by training peers were also available. Peer ratings in this case significantly predicted career progress, whereas trainer ratings did not. It is suggested that promotion on the basis of election by colleagues may yield more successful leaders than selection by superiors.
