Northern managers on the move

WITH this dictum an internationally‐based US company blandly assumes that the individual not only largely discounts job preferences but also the location of his work in the interests of the company. In the belief that this convenient organization man type of assumption may not yet be appropriate in most of British industry and firmly convinced that regional policies by governments must have some regard for the human consequences of persuading industrialists to move to the development areas, particularly the effects at managerial and key worker levels, a comprehensive study was structured for companies and their managers in the Northern (England) Economic Planning Region.