Type A behaviour,financial performance and organizational growth in small business firms

Eight hundred randomly selected members of the Smaller Business Association of New England were mailed the Jenkins Activity Survey (JAS) and a biodata questionnaire. A total of 368 chief executive officers completed both instruments, representing a response rate of 46***.0 per cent. Based on the JAS, 82 per cent of the respondents were characterized by the Type A or coronary-prone behaviour pattern. Corporate performance was plotted against Type A and B scores. Firms run by Type As showed a higher return on investment and greater five-year growth in sales revenue than firms run by Type Bs, but this pattern was found only for the Job Involvement subscale.     

Questioning and Creating: A Model for Curriculum Reform

ABSTRACT Creativity research has unsettled education by newly defining neglected abilities, and by proposing new methods like training in questioning abilities, but conventional methods do not encourage students to learn or think by asking good questions. We need to cultivate the full spectrum of talents by bridging the research—classroom practice gap. A proposed three-dimensional model for analyzing curricula, courses, and classes would show us where we are not doing a good job in teaching students to think while we are simultaneously teaching them subject-matter content. Content is best learned as a by-product of thinking or learning processes. The proposed model capitalizes on transfer effects of both processes and content, and may be of value in working, not only with those highest in a talent, but also with the educationally deprived. Every student should learn to use each of his abilities at some point in the educational process, but different teachers may specialize in various contents, processes, or methods.