status of all the electronics finns in my study, having some sixteen grades for the sixty employees occupying staff positions.

status of all the electronics finns in my study, having some sixteen grades for the sixty employees occupying staff positions.
It seems reasonable to presume that a 'perks system' forms part of a reward system for better performance, especially at higher tax levels when salary increases are supposed to lose much of their meaning. It is doubtful that salary levels are the most important status symbols available, particularly at the top of major companies. Robert McNamara, for example, left the presidency of the Ford Company to become US Secretary of Defense. His annual salary shrank from around $400..000 to $20,000, but his reputation expanded from US business cn-des to the world's informed public.

It seems reasonable to assume that companies with elaborate status differentiation believe, like one director said that: 'If people in business were more clearly identified by the luxury of their offices, those in lower grades would try harder to do a better job. and reach higher positions.'
Among the electronic managers, however, this was not the case. The finns with an elaborate system of status symbols had managers of no better past achievement than firms with less elaborate systems. Judging by the comments of the managers in the two firms at opposite ends of the status differential scale, considerable rationalization of each firm's philosophy had occurred after the managers had settled down into the existing schemes. In both of these firms most of the managers interviewed' had become content with their respective
. systems even though the 'logic' behind them was often in direct conflict. A manager from the 'status free' factory commented: