In the last two decades, career development of women has been the subject of extensive discussions. This topic has generated continuing interests and empirical investigaions. This article reviewed theoretical and empirical studies on women's career development. To begin with, an attempt was made to provide a definition of women's career. Then, this study ex-amined the applicability of existing career theories to explain women's career. The subse-quent sections were devoted to review empirical researches concerning the women's career choice process.
In addition to this, factors which affect career development of women were examined based on the past empirical studies on female's career. Finally, recomendations concerning future directions for the theoretical studies and empirical researches in this area were pre-sented.

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About 1200 managers derived from 5 large industrial firms in the Nagoya area were asked to respond the questionnaire designed to explore what managers are doing to develop. their own roles and careers in the organization. The hypothesis that states role develop ment and career investment activities are most rigorous among managers whose vertical re lations with their superiors are high, was developed and tested on the basis of findings of the previous 13-year follow-up study on newcomer's managerial career progress in the Japanese industrial organization. Results of the analyses for the present study provided evidence to support our hypothesis. Although, age, the educational level, a job type, years of service, and status were found to have significant influence on managers' role develop ment and career investment activities, the effect of vertical exchange remained highly signi ficant after effects of all the above variables were partialed out by using the method of a hierachical regression analysis.

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The purpose of this study was to investigate the moderating effects of subordinate job characteristics and subordinate's team-work on the relationship among a leader's LPC, his leadership perceived by the subordinates, and subordinate's performance. The data were collected from members of 101 work groups and their leaders belonging to the three different firms. Major findings were as follows: 1. Leader's LPC had an influence on leader behaviors perceived by the subordinates.
2. The relationship between a leader's LPC score and leadership style was not moderated by job characteristics and the level of subordinate's team-work.
3. The relationship between leader behavior and subordinate's performance was moderated by subordinate's team-work.
4. The relationship between leaders's LPC and subordinate's performance was moderated by subordinate's team-work.

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Interdependence among factors in determining the span of management Mamoru SANO, Yoshitoshi EMI, and Naohito CHINO (Aichi-Gakuin University) The purpose of this paper is to identify fundamental structures of interdependence among factors in determining the span of management. To do this, three self-administered question-naires were constructed for employees at three organizational levels (superiors, super-visors, and subordinates). All questionnaires consisted of 55 items which represented empirical factors in determining the span of management including: two dependent variables using four items on group performance and human relations, and five intervening variables using 51 items. Questionnaire data collected from four manufacturing firms of middle (ab-out one thousand employees) to large (about thirty thousand) sizes, were analyzed by using a factor analysis and a multiple regression analysis. Five factors were extracted and Proc-rustes rotations of the factor patterns for the 51 items suggested that the contents of the five factors are basically the same regardless of organizational levels and company differ-ences. To examine the relationship among the extracted factors and the four items on group performance and human relations which represent empirical factors in determining the span of management, multiple regression analyses were performed by using 138 supervisors of the largest company as sample for the regression analyses. The results indicated interesting interdependence among the four empirical factors and extracted factors in determining the span of management.

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This study aimed at exmining organizational revitalization of the commercial organizations, known as “Shotengai” and “Kouriichiba”. Revitalization refers to major changes in how an organization defines its style of operations. The revitalization process is classifiedinto the following four sub-processes:(1) vicious circle and trigger, (2) problem-setting, (3) direction-setting and decision making, and (4) structuring. In the model of organizational revitalizationfor our study, internal and external conditions associated with each processwere identified. Data were obtained from 14 “Shotengai-Kouriichiba” in Kobe, Osaka, and Kyoto areas. Examination of the data collected indicated that trigger factors and drivingforces are key variables for the success of organizational revitalization.

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Impact of the recent technology advancement on the work settings surrounding engineers, their educational and development programs, and the ways of managing engineering personnelwere examined based on the report provided by 11 firms in Aichi Prefecture. Openendedquestionnaire data were obtained from managers in R&D sections, technical and engineeringstaffs, and personnel managers.
The results revealed that new types of engineers with the following features were requiredin each corporation studied: namely those with multiple professional skills and thosewith multiple personal dispositions, such as creativity, frontier spirit, and strong eagernesstoward information and knowledge. The following problems were also pointed out:(1) whatorganizational structure needs to be built to encourage innovative attempts and activitiesfor the success, (2) how should wage and job qualification systems be redesigned to get theorganization geared to high performance, and (3) how existing educational and developmentalprograms which tend to depend mostly upon OJT should be changed to increase adaptabilityof engineers in the era of rapid technological changes.

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