How deficiencies in motivation to manage contribute to the United States' competitiveness problem (and what can be done about it)

Abstract

Abstract Data are presented to support the argument that motivation to manage is a major cause of managerial effectiveness, that it declined sharply in the college population during the activism of the 1960s and early 1970s, and that it is now severely lacking in the United States relative to many other countries. Thus America's competitiveness problems appear to be largely motivational in nature. Possible solutions are discussed, including recruiting and selecting for managerial motivation, increasing motivation to manage using training and development techniques, and changing organizational designs (telescoping the scalar chain, moving managerial tasks into non‐managerial positions, resorting to professional forms, and expanding venture structures). © 1995 by John Wiley & Sons, Inc.

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