The worker born after 1945, whose generation will soon make up the majority in industrial employment, is usually better educated than his father and his education has often been different in kind too. There has been more emphasis on teaching children to develop their own personality and to question what they find in society, and less emphasis on obedience and conformity. The "new" worker today questions both the purpose and the operation of industry. He is reluctant to accept traditional managerial authority and sometimes even reluctant to enter industrial employment at all. It may well be that if industry does not make adjustments to accommodate changing attitudes, it will become more difficult to recruit personnel, there will be more friction in industrial relations, and it will be increasingly hard to maintain economic growth. This report summarizes conference discussions by senior management experts in Western Europe and Japan about what they perceived to be the attitudes and motivations of workers which had the most influence on economic activity and on the styles or policy of management most likely to succeed in the face of these attitudes and motivations. The meeting showed conclusively that a greater understanding of the human structure of the industrial enterprise could decrease worker alienation and increase both output and satisfaction. (MF)