Aerospace plane technology : research and development efforts in Japan and Australia : report to the Chairman, Committee on Science, Space, and Technology, House of Representatives /

"B-235387."

Management : concepts and practice /

Includes index.

Engineering materials and processes; text supplement and laboratory manual.

Mode of access: Internet.

Managing for results : EPA's efforts to implement needed management systems and processes : report to Congressional requesters /

"B-276608"--P. 1.

Wood-preserving; a quarterly journal devoted to promoting the use of wood for all purposes to which it is adapted; the preservative treatment of wood wherever decay is a factor in its service; the development of materials and processes for effectively treating wood; the economical operation of wood-preserving plants ; and the general conservation of our forest resources. v.1-5; Jan. 1914.-Dec.1918.

Mode of access: Internet.

Mental development in the child and the race, methods and processes;

Mode of access: Internet.

Royalty payments : hearings before the Committee on Patents, House of Representatives, seventy-seventh Congress, first session, on H.J. Res. 32, H.J. Res. 73 and H.J. Res. 123, joint resolutions to define the principle of international reciprocity in the protection of American patents, trade-marks, secret formulas and processes, and copyrights by providing a method for assuring the payments of amounts due to persons in the United States from users thereof in countries restricting international payments from their territories /

"317522."

Cross-cultural perceptions in the leadership process: Theoretical perspective on the influence of culture on self-concepts and manager worker attributions

This article examines the influence of culture on the way managers and workers perceive causes of success and failure in organizational tasks. The author argues that selfserving and actor-observer biases, as well as other attribution errors, will be moderated by culture. Specifically, managers and workers with a sociocentric self-concept from high-context cultures may be biased toward external attributions, while managers from low-context cultures with an idiocentric self-concept have a tendency to make more internal attributions. These variations in attributions have consequences that affect both managers and workers. Theoretical propositions and implications for international management practices are discussed. © 2005 Wiley Periodicals, Inc.