ENTREPRENEURIAL MANAGEMENT: GOING ALL OUT FOR RESULTS.

By Charles A. Dailey (Adjunct Professor ofPsychology and Director of InstitutionalResearch). New York: McGraw-Hill BookCompany, 1971. 208 pp. $9.95.

Important on three levels, this book is a practical guide for administrators, an explanation of the whys for those wanting more organizational insights, and a philosophical approach for those weighing values in the western world.

Many people act as if price controls, consumer-protection measures, and the "managed economy" are already sounding the end of the entrepreneur and free enterprise. Yet, as Dr. David C. McClelland points out (The Achieving Society, 1961; Motivating Economic Achievement, 1969), many American bureaucrats have higher entrepreneurial drives than businessmen of other countries. And, where a nonfree country has progressed, it has been because of persons with strong achievement motivations and not because of socialist systems. Where such persons have been stifled or sidetracked, economic progress has stopped —no matter how much seed-money or aidmoney has been made available.

Similarly, J.R.L. Anderson (The UlyssesFactor, 1970), claims that a basic survival factor, highly developed in some men, leads them to "climb the mountain" and thereby to find new pastures (Abraham) or new worlds (Ericsson, Columbus). If a tribe or society must leave its homeland because of famine or defeat, adventurers find the way. The Ulysses Factor, says Anderson, may appear in modern men who blaze the way to solutions of urban blight or to new economic opportunities—or even to new spiritual explorations. In any event, the entrepreneur is vital for progress. To make him more effective is important for all of us.

Professor Dailey is clearly on the side of the entrepreneur and repeatedly shows his value by contrasting him with his opposite, the bureaucrat. He gives the bureaucrat his due, however, and rightly praises him for the stability, order, and efficiency he imparts to an organization. His rise to excessive power must be faced, nevertheless, with dismay.

Among the book's key topics are: Managing Change; Managing Conflict; Diplomacy of Management (not the stripedpants type); Building a Eu-stress Organization (i.e., the stress of enthusiasm and enjoyment vs. the stress of depression and frustration); Choosing Managers; Helping Managers Manage; and the New Entrepreneur (i.e., the man who can save us from pollution and other modern disasters).

All persons concerned about politics, social institutions, and business and government organizations should read this book. It meets them on the philosophical level, the behavioral science level, and the what-to-do level. Professor Dailey is a practitioner as well as an academician. His theories are buttressed by research, his recommendations by actual examples. Tip: if you find yourself described on the bureaucratic side of his columns of characteristics, you'd better read the book twice.

Holy Cross '38, Tuck '48, Mr. Dyer is theauthor of Bureaucracy vs. Creativity, 1969,and The Enjoyment of Management, 1971.