The prospect of a massive managerial talent shortage in the United States and what can be done about it are the central concerns of the study, which revealed a notable decline in motivation to manage among business students and young managers. Part 1 defines the components of motivation to manage and their vital relationship to personal and organizational success in business, and explores the decline in many of these aspects on campus, in business, in government, and in society at large. Exploring various methods for averting a shortage of management talent, part 2 suggests new search strategies and proposes the development of managerial talent from largely untapped and possibly still alienated sources within and outside the organization (minority groups, women, those without college educations), expanded use of computers, and the possiblity of abandoning hierarchic control in the organization altogether. Discussion is devoted to the pros and cons of the new "humanistic" approaches which would substitute for traditional control, as well as to variable-structuring techniques, managerial role-motivation training, and education for management development over the long term. (Author/MW)