College and Research Libraries to be used in combination w i t h geographical and other subjects. C r o s s references are generously supplied. In connection w i t h these it is not always clear on w h a t basis the deci- sions on see references w e r e m a d e — w h e t h e r upon common agreement of members of the Committee, based on experience or personal judgment, or on common practice among a number of special libraries in addition to the four represented by the committee. In the complex cross reference structure, also, some blind alleys are apt to show up, namely the see also under " R e s e a r c h . " N o reference is made to the newest member of this g r o u p : "Operations research." T h e problem of definition, likewise, proves troublesome, even though care w a s taken by the committee in checking. F o r example, " C a m b i s t " normally includes not only foreign exchange rates, but also tables of weights and measures, f o r which no see also reference under the latter subject is given. " F a c t o r " is defined simply as "commission merchant," al- though the more important angle f r o m the fi- nancial viewpoint, particularly mentioned by the American M a r k e t i n g Association Defini- tions Committee, and in the Prentice H a l l Encyclopedic Dictionary of Business, is not indicated. " R e a l e s t a t e — F i n a n c e , " or " S e - c u r i t i e s — R e a l estate" similarly are not in- cluded, although they would seem as desirable as some that are included. T h e Sherman A n t i t r u s t A c t is noted, but not the C l a y t o n A c t nor the W e b b - P o m e r e n e A c t . In spite of these errors and omissions, the list shows care in compilation, conscious dis- crimination between current terminology and jargon, and an intent to set up a closely knit system of subject headings. T h e compilers likewise recognize tangential subjects, some- times very important in the special library reference field, by admitting the need of more general, supplementary lists, but do not imply that this specialized compilation could be readily used as an extension of such lists. T h e use indicated for the list is therefore more f o r the highly specialized and usually smaller col- lections in financial libraries, rather than f o r such collections in larger aggregates of books and other materials in university and public libraries. F o r the purpose mentioned, and f o r bringing the 1940 compilation to date, this edi- tion of Subject Headings for Financial Li- braries is a valuable addition to the g r o w i n g body of specialized subject h e a d i n g s . — W a l t e r Hausdorfer, Temple University Libraries. Effective Organisation Factors Influencing Organizational Effective- ness. A Final Report. By A . L . Comrey, J . M . Pfiffner, and W . S. H i g h . Office of N a v a l Research C o n t r a c t N 6 - O N R - 2 3 8 1 5 . L o s A n g e l e s : University of Southern C a l i - fornia, 1954. 6op. $1.35. F o u r years of research at the University of Southern California, involving the cooperative w o r k of scholars in the fields of psychology, sociology, and business administration, have produced a body of data on organizational be- havior, many of the results of which are ap- plicable to libraries of varying sizes and kinds. Librarians concerned w i t h highly de- veloped organizational structures and their effective functioning w i l l find the results of particular value, since large structures pro- vided the bases for all research activities. C e r t a i n findings in the present report un- derline existing theories in administration, while some introduce the unexpected. A n example of the latter occurred in the evalua- tion of supervisory behavior, where public re- lations emerged as a more significant factor than judgment, initiative, or willingness to accept responsibility. Relative to this, the authors conclude: " I n dealing w i t h difficul- ties concerning persons outside the organiza- tion, the supervisor should not run away f r o m trouble but should go directly to the disaf- fected person and try to settle the problem through face-to-face dealings. . . . H e should arrange his affairs so that the required amount of time can be devoted to external affairs as distinguished from internal management. . . . H e should not rely upon written communica- tions as substitutes f o r personal contacts, es- pecially in matters which might involve tension and misunderstanding." T h e less complex library organization w i l l be able to share in the value of this study because of the basic nature of the administra- tive areas considered. In a final chapter en- titled, "Implications for M o d e r n M a n a g e - ment," the authors make recommendations on the basis of responses to questionnaires de- signed to determine 1) supervisory self-evalu- ation, 2) situational evaluation, and 3) evaluation by subordinates. Each of 24 principal characteristics is briefly discussed, in accordance with the investigators' results. T h e present one is, essentially, a summary report. F o r a complete analysis of the study, OCTOBER, 1955 40 7