eptance by that
part of society in which he moves. Obviously, these standards are made
up of both selfishness and altruism, with selfishness tending all the
time to become more enlightened as society advances.

As we come to distinguish more clearly between reward for service and
mere one-sided gain, there occurs a parallel change in men's motives;
they become more sensitive to social disfavor and to social esteem and
less and less willing to devote their lives to activity by which no one
but themselves is benefited. In this reaction of altruism with
enlightened selfishness there emerges in men's minds a new concept of
their own interest and a better understanding of the kind of business
policy that in the long-run brings them the greatest reward. Of course,
this does not mean that enlightened selfish interest has ceased, or
that it will ever cease, to be a motive force in business. But there is
a vast difference between selfishness untempered with other motives and
selfishness eager for the esteem of one's fellows.

Clearly it is a task of higher education to help promote response to
the more enlightened motives. The difficulty which even men of advanced
university training have in taking full account of human factors
indicates something of the nature and importance of the task. The
so-called "scientifically trained" manager tends to undervalue the
human factor of his equation. His analysis is likely to be overweighted
on the material side. When the university starts--as it is starting and
should start--to train future executives, it needs to analyze its own
problem, and take full account of the dangers against which it has to
guard. Otherwise the training itself will be overweighted on the
material side and will perpetuate the weakness that it ought to
correct.

The greatest danger in this connection, as I see it, arises out of the
distinction between the so-called "cultural" and the "vocational" point
of view. This distinction comes to us with a large mass of traditional
authority, and we have classified subjects and erected barriers on the
assumption that the distinction is real. As far as the training of
business executives is concerned, I am confident that the distinction
is one which ought never to be made. It is a great misfortune, when
young men and women who are preparing for a serious career are
permitted to think of culture as a non-functioning ornament; equally
unfortunate is it for them to think of thei