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Show ;r pot itili Urd:r Chosen, Iowan To Head Group - ANN January meeting in Acapulco, MexicQ. Reid A. Curtis of the Merrick, N.Y., firm of Curtis, Hart and Zaklukiewicz was voted chairman of the board of directors. Named honorary chairman of the board was Laurence E. Oliphant, Jr. of the Cleveland, Ohio, law firm of Squire, Sanders and Dempsey, who had previously served as chairman of the board. Columbus. Ohio, attorney Rudolph Janata of Wright, Harior, Morris and Arnold was elected vice and will succeed to the presidency in January, 1974. president-administratio- n Seitzinger, who replaces Curtis as president, has a long history of service to DRI. He was a regional vice vice president from 1965-6president-publi- c relations from 1968-78. 2, and vice president-administratio- n from 1972 until his election as DRI president. He is also a member of the International Association of Insurance Counsel, is a past vice president and former member of the board of governors of the Federation of Insurance Counsel and was the first president of the Iowa Association of Defense Counsel. Curtis, who replaces Oliphant as vice president from 196649, vice president-informatio- n from 1969-7and was DRI president from 1972 until the Acapulco election. He is also of the Association of Insurance Attorneys, is a former member of the board of governors of the Federation of Insurance Counsel, and is a member of the International Association of Insurance Counsel. Other newly elected officers indude: Paul W. Brock of the Mobile, Ala., firm of Hand, Arendall, Bedsole, Greaves and Johnston, who replaces Jackson, Miss., attorney Erskine W. Wells of Wells. Wells, Marble and Hurst as vice president-informatio- n ; and Gerald T. Hayes of Milwaukee the firm of Kluwin, Dunphy, Hankin, Hayes and McNulty who replaces Brock as vice president-publi- c relations. Keene, N.H., attorney Ernest L. Bell III of Bell and Kennedy was 2, past-preside- re-elect-ed Elected DRI directors were: Cleveland attorney William H. Wallace of Thompson, Hine and Ftory; Daniel J. Ryan of the Philadelphia firm of La Brum and Doak; John F. Mahoney of the Washington, D.C., firm of Pledger and Mahoney; and Kansas City, Mo., attorney Darrell L. Havener of Watson, Ess, Marshall and Enggas. Four new DKI Regional vice presidents were also elected. These Include: Fred H. Si evert of the Lake Charles, La., firm of Stockwell. St. Dizicr, Sievert and Vicccllio , (Southern Region); Thomas J. Wdthers of the Chicago firm of Hinshaw, Culbertson, Moelmann, and Fuller (North Central); John P. Arness of the Washington, D.C., firm of Hogan and Hartson Hohan (Mid-Atlantic- ); and Forrest A. Norman of llauxlnirr.t, Sharp. Mollison and Gallaglicr in Cleveland (Central). Review. With leadership, Owens says, other managerial skills and resources come to life and work: without it, managerial skills and group talents become paralyzed and work results grind to a halt. Owens, professor of management and acting dean of The American University of Business A- Training Change For Lawyers Jrged by Bailey BOWLING GREEN. OHIO UPI) Famed trial lawyer K. Lee Bailey recommends changes in the education for attorneys because "li-id- l lawyers d'.n't have the background to conduct trial cases." Bailey told an audience at Bowling Green Slate University here. February 4. that lawyers should be trained like doctors for different specialities. Untrained talent abounds in the legal profession." he said. A lawyer receives little training in conducting jury trials. lie learns by himself and that isn't fair to a defendant. The attorney said lie hoped courts would allow greater use of the polygraph which he termed "far more reliable than a jury" in determining the truth. that dministration, suggests reflection a is leadership essentially of the true personality of a manger. What a man is and brings to the office in the form of a total personality largely determines what and how he does and with what degree of success," he writes. What this means is that personal growth as a human being underlies and becomes, to a great extent, the real foundation upon which Managerial and career growth can develop. Managerial success is not a peripheral set of 'techniques'; it is a working out of one's essential being in the form of action." Nevertheless, Owens says, it is possible to define major leadership styles, along with their advantages and disadvantages. The Autocrat from , The autocrat has authority, some source such as his position, work-assignme- unquestioning obedience. , Advantages are that the autocrat can increase efficiency, save time, and get quick results, especially in a crisis or emergency situation. He works best with employees who feel insecure with freedom and decisionmaking and where chain of command is clear and fully understood. Disadvantages are one-wa- y communication negates feedback and leads to misunderstandings. The autocratic manager must be a true Sen. Buckley Will Sponsor Amendment To Halt Abortions - NEW YORK (UH) New York Sen. James Buckley says he plans to introduce a constitutional amend- ment to overturn the recent Supreme Court decision liberalizing alxirlions. Buckley announced February 5, lie is still working on the "precise nature" of the amendment, but added, The opinions of the court leave men of conscience no choice Iwt to Kirk legal redress by all means possible." expert." it is old fashioned method resented by todays typical employee, particularly the technically trained or educated person and members of most minority groups. The Bureaucrat Like the autocrat, the bureaucrat tells" people what to do, but on the basis of policy he manages entirely by the book." He administers the rides as a judge might. Like the autocrat, the bureaucrat permits people little or no freedom. The advantages of this leadership style insures consistency of policy and operations which can be critical and industries where legal parameters are common (banking, sales, etc.). This method gives a sense of fairness and people know where they stand. Disadvantages are inflexible in situations where exceptions to rules should be made; paralysis in situations not covered by rules; leads to resentment, resistance, and low morale, as in autocratic situation. Tlx Diplomat The diplomat is an artist who, like the salesman, lives by the arts of personal persuasion. Although he may have Hie same clear authority as the autocrat, the diplomat prefers to sell" people and operate as much as possible by persuasion and broadscale individual motivation of people. He may revert," if necessary, to the autocratic style, but prefers to avoid this. Advantages are that people cooperate and work more enthusiastically when they receive simple reasons and explanations and subordinates see such efforts as a show of respect and are encouraged to achieve results. SUPBEME COURT OF THE UNITED STAT1 nt r. secretary-treasure- knowledge, strength, or power to reward and punish, and he uses this authority as his principal, or only, method of getting things done. He is frankly authoritarian, knows what he wants done, and how, tells" people what their are, and demands MICH.-Leader- ship ARBOR, is a mysterious and only vaguely understood ingredient which must be created and sustained daily by a manager, Dr, James Owens explains in the January issue of Michigan Business MILWAUKEE (ACCN)-Edw- ard F. Seitzinger, partner in the Des Moines, Iowa, firm of Buckingham, Seitzinger and Mason, was elected president of the Defense Research Institute, headquartered here, at a 14, 1973 Leadership Styles Mirror Many . . Personality Types, Study Finds Supreme Court Decision Officers DRI WEDNESDAY, FEB. SALT LAKE CITY, UTAH VOLUME 17, NUMBER 30 Syllabus Disadvantages are that some RICCI v. CHICAGO MERCANTILE EXCHANGE ET AL. CERTIORARI TO THE UNITED STATES COURT OF APPEALS FOR THE SEVENTH CIRCUIT No. 71-8- 58. Argued October 18, 1972 Decided January 9, 1973 Petitioner filed an antitrust complaint charging respondents with conspiring to restrain his business by transferring to another person petitioners Chicago Mercantile Exchange membership, without notice and hearing, and in violation of Exchange rules and the Commodity Exchange Act. The District Court distnissed the complaint. The Court of Appeals reversed but held that the antitrust action should be stayed. Held: The Court of Appeals correctly determined that the antitrust proceedings should he stayed until the Commodity Exchange Commission can pass on the validity of respondents conduct under the Commodity Exchange Act. Though the Commission cannot decide whether the Act and rules immunize conduct from the antitrust laws, the Commissions determination of whether the Exchanges rules were violated as petitioner claims or were followed requires a factual determination within the special competence of the Commission. That determination will greatly aid the antitrust court in arriving at the essential accommodation between the antitrust and regulatory regime. Pp. 447 F. 2d 713, affirmed. 9--19. White, J., delivered the opinion of the Court, in which Burger, C. J., and Brennan, Blackmun, and Rehnquibt, JJ., joined. disBurger, C. J., filed a concurring opinion. Douglas, J., filed a senting opinion. Marshall, J., filed a dissenting opinion, in which Douglas, Stewart, and Powell, JJ., joined. people interpret efforts to persuade them, rather than order them, as a sign of weakness. Unless done smoothly, the diplomatic approach may be seen as insincere and manipulation, a forced reversion to autocratic orders can be a disaster. The Group leader He openly invites his people to participate or share, to some degree, in decisions, policy-makinand operations. He is either a g, democratic or consultative" leader. People are given a high degree of freedom. An advantage is that when people help formulate a decision,' they support it. The manager receives information, ideas, and suggestions and people are encouraged to develop and grow. Disadvantages are that the participative style can take enormous amounts of time and thus rob efficiency; managers may use it to - avoid responsibility; rejection of requested suggestions may breed Resentment; control may be lost. The The free-reileader does not abandon all control but sets policy and turns subordinates loose to operate with a minimum of direction or control. It is an advantage because many people are motivated to foil effort only if given this kind of freerein. Delegation is carried to fullest extent. But disadvantages include very little managerial control and high degree of risk. The style can be a disaster, if the manager does not know well the competence and integrity of his people to handle this kind of freedom. Frce-Kein- n er |