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In answer to the previous article, pp. 248–58, questions whether characteristics attributed to marketing managers and to aid in their selection and placement are relevant to what they actually do or are typical of what is expected of people who work in marketing management. Suggests that the definition is: the profitable matching of company resources to the needs and requirements of the marketplace. Considers that marketing demands people with a lower level of need for self‐actualisation and higher need for security. Promotes that marketers want subordinates and superiors with more initiative and self‐assurance than they do but that the requirement for these two groups to be less intelligent than marketing men asks a few pertinent questions. Concludes in the study that the approach would appear to require less creativity, more security, and certainly more power than managers studied.

Discusses work‐related stress, focusing on its management, counselling and training. Warns that recent successful compensation claims by employees over work‐related stress are indicative of the needs for companies to introduce programmes to combat stress. Gives examples of companies which have introduced employee assistance programmes and discusses their success. Suggests that such programmes not only help to avoid litigation but also help to combat productivity reduction due to stress in the workplace or at home.