According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

This study addressed the nature and functioning of relationships of interpersonal trust among managers and professionals in organizations, the factors influencing trust's development, and the implications of trust for behavior and performance Theoretical foundations were drawn from the sociological literature on trust and the social-psychological literature on trust in close relationships An initial test of the proposed theoretical framework was conducted in a field setting with 194 managers and professionals

https://www.jstor.org/stable/pdfplus/256727.pdf

Affect- and Cognition-Based Trust as Foundations for Interpersonal Cooperation in Organizations

Deux etudes mettent a l'epreuve plusieurs hypotheses concernant la coherence des croyances des employes dans l'implication de l'organisation a son egard et le role d'un tel soutien organisationnel ainsi que de l'ideologie d'echange sur l'absenteisme

Perceived organizational support.

The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.

/pdf/perceived-organizational-support-a-review-of-the-literature-44wwivd3l8.pdf

Perceived organizational support: A review of the literature.

This article examines the developmental process of cooperative interorganizational relationships (IORs) that entail transaction-specific investments in deals that cannot be fully specified or controlled by the parties in advance of their execution. A process framework is introduced that focuses on formal, legal, and informal social-psychological processes by which organizational parties jointly negotiate, commit to. and execute their relationship in ways that achieve efficient and equitable outcomes and internal solutions to conflicts when they arise. The framework is elaborated with a set of propositions that explain how and why cooperative IORs emerge, evolve, and dissolve. The propositions have academic implications for enriching interorganizational relationships, transaction cost economics, agency theories, and practical implications for managing the relationship journey.

Developmental Processes of Cooperative Interorganizational Relationships

The concept of reciprocation, which focuses attention on the relationship between a man and the organization in which he works, offers the possibility of integrating a wide range of data and concepts front industrial psychology, sociology, and clinical psychology. It explains the psychological meaning of the organization to the man and vice versa, an area so far almost untouched by psychological investigation in industry. It therefore provides the basis for better psychological understanding of morale and motivation studies, of leadership and training problems, of job evaluation and personnel selection, and of research on role performance. It also offers the clinical psychologist the possibility of access to a wide range of data, which, heretofore without a dynamic base and unrelated to the psychology of the individual, had little relevance for him. Harry Levinson is director of the Division of Industrial mAental Health, The Menninger Foundation.

Reciprocation: The relationship between man and organization.

Organizational Stress: Studies in Role Conflict and Ambiguity.

Men, management, and mental health

At first glance this article seems to be about management by objectives, an approach to performance appraisal that's gone out of fashion for the most part But read more closely, it's an indictment of the measurement systems we still use today Harry Levinson, a gifted psychologist who has published 13 articles in HBR, identified a constellation of problems that cripple performance appraisal systems: Unit managers are forced to commit to goals they don't believe are realistic An obsession with objectivity and quantitative measures means that quality is neglected Supervisors, who are profoundly uncomfortable rating people on their performance, make a hash of this critical task Most important, in Levinson's view, the individual's needs and desires are absent from the performance measurement system; it's assumed that these are in perfect alignment with corporate goals and that, if they're not, the individual should move on Levinson's suggestions for reform recall Frederick Herzberg's findings (see article on page 87): People are most deeply motivated by work that stretches and excites them while also advancing organizational goals

Management by Whose Objectives

The military knows about burn-out--but calls it battle fatigue. To offset its devastating effects, the military routinely schedules its personnel for recreation and relaxation retreats, sends soldiers into combat in groups so they can support and help each other, and limits the number of flights that pilots fly. Managers are not soldiers but, according to this author and others who have researched the subject, they are prone to a similar exhaustion and sense of futility. Like other professionals, mental health workers, and policemen who work under severe pressure in people-oriented jobs for long periods of time--with little support and limited gains--managers are among the prime victims of burn-out. The author describes what burn-out is, discusses why he thinks that modern organizations are good breeding grounds for situations that lead to it, and offers some helpful ways top managers can combat it.

Harry Levinson

Papers

Reciprocation: The relationship between man and organization.

Organizational Stress: Studies in Role Conflict and Ambiguity.

Men, management, and mental health

Management by Whose Objectives

When executives burn out.