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

Although the number of women in middle management has grown quite rapidly in the last two decades, the number of female CEOs in large corporations remains extremely low. This article examines many explanations for why women have not risen to the top, including lack of line experience, inadequate career opportunities, gender differences in linguistic styles and socialization, gender-based stereotypes, the old boy network at the top, and tokenism. Alternative explanations are also presented and analyzed, such as differences between female leadership styles and the type of leadership style expected at the top of organizations, feminist explanations for the underrepresentation of women in top management positions, and the possibility that the most talented women in business often avoid corporate life in favor of entrepreneurial careers.

Gender-based Barriers to Senior Management Positions: Understanding the Scarcity of Female CEOs

For many years the proponents of New Public Management (NPM) have promised to improve public services by making public sector organizations much more 'business-like'. There have been many investigations and empirical studies about the nature of NPM as well as its impact on organizations. However, most of these studies concentrate only on some elements of NPM and provide interesting, but often anecdotal, evidence and insights. Perhaps exactly because of the large amount of extremely revealing and telling empirical studies, there is, therefore, a lack of a systematic identification and understanding of the nature of NPM and its overall relevance. This paper contributes to a systematic identification and understanding of the concept of NPM as well as its multi-dimensional impact on public sector organizations. First, the paper aims at (re-) constructing a comprehensive taxonomy of NPM's main assumptions and core elements. Secondly, the paper tries to provide a more comprehensive and meta-analytical analysis of primarily the negative consequences of NPM-strategies for public sector organizations as well as the people working in them.

New public management in public sector organizations: the dark sides of managerialistic ‘enlightenment’

Economists and biologists have proposed a distinction between two mechanisms - "strong" and "weak" reciprocity - that may explain the evolution of human sociality. Weak reciprocity theorists emphasize the benefits of long-term cooperation and the use of low-cost strategies to deter free-riders. Strong reciprocity theorists, in contrast, claim that cooperation in social dilemma games can be sustained by costly punishment mechanisms, even in one-shot and finitely repeated games. To support this claim, they have generated a large body of evidence concerning the willingness of experimental subjects to punish uncooperative free- riders at a cost to themselves. In this article, I distinguish between a "narrow" and a "wide" reading of the experimental evidence. Under the narrow reading, punishment experiments are just useful devices to measure psychological propensities in controlled laboratory conditions. Under the wide reading, they replicate a mechanism that supports cooperation also in "real-world" situations outside the laboratory. I argue that the wide interpretation must be tested using a combination of laboratory data and evidence about cooperation "in the wild." In spite of some often-repeated claims, there is no evidence that cooperation in the small egalitarian societies studied by anthropologists is enforced by means of costly punishment. Moreover, studies by economic and social historians show that social dilemmas in the wild are typically solved by institutions that coordinate punishment, reduce its cost, and extend the horizon of cooperation. The lack of field evidence for costly punishment suggests important constraints about what forms of cooperation can or cannot be sustained by means of decentralised policing.

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Reciprocity: Weak or strong? What punishment experiments do (and do not) demonstrate

Based on nationwide data the authors collected on whistle-blowers and on silent observers, this article reports, that (a) whistle-blowing is more frequent in the public sector than in the private; ...

Whistle-Blower Disclosures and Management Retaliation The Battle to Control Information about Organization Corruption

The current study reviews the literature on whistleblowing and examines its role in detecting and controlling organizational misconduct. We begin with a definition of this concept, show how micro-level theories of “deviance” explain whistleblowing, summarize evidence on its prevalence and correlates, and examine the legal protection of whistleblowers against organizational retaliation. The effectiveness of whistleblowing legislation in encouraging the reporting of organizational misconduct is also discussed. The article concludes with a discussion of the relative costs and benefits of whistleblowing as a method of social control of organizational misconduct.

Whistleblowing and the Control of Organizational Misconduct

Despite TQM's (total quality management) stated emphasis on more cooperative employee-management relations, we argue that TQM, as it is presently conceived and practiced, obscures but does not reduce management control over workers Based upon examination of the foundational TQM texts and of 25 implementation guides, we show how the language of 'empowerment' and 'self-management', central to the TQM mission, is often used in equivocal ways that compromise the meaning of these concepts as they were originally developed and used by radically egalitarian grassroots organizations We also show in several respects how TQM's organizational changes may further perpetuate inequality among workers By distilling the key ideal-typical features of the total quality organization and comparing them with the ideal-type characteristics of the machinebased bureaucracy and of the egalitarian-democratic organization, we bring into sharp relief how they are not the same In bringing to the TQM literature the practices and s

Obscuring But Not Reducing Managerial Control: Does TQM Measure up to Democracy Standards?

Organizations Through the Lens of Gender: Introduction to the Special Issue

The wide use of self-managing teams is creating a “new division of labor” where team members are expected to learn tasks beyond their own in order to perform cross-functionally. Interviews with members of four service-oriented, mixed-sex self-managing teams revealed that while teams recognized and discussed the importance of learning each others' job tasks, barriers to fully cross-functional task sharing emerged when sex segregated occupations were brought together. Although cross-training and cross-functionality are generally seen as central to the greater efficiency and effectiveness expectations for teams, full reallocation of work tasks was impeded as men in technical professions resisted taking on less-skilled, feminized clerical and relational work. We propose that for self-managing teams to become truly cross-functional, organizations should take into account gender (as well as class) biases that can present an obstacle to task integration in teams, particularly when masculine and feminine - highskilled and low-skilled - occupations are combined.

Joyce Rothschild

Papers

Whistle-Blower Disclosures and Management Retaliation The Battle to Control Information about Organization Corruption

Whistleblowing and the Control of Organizational Misconduct

Obscuring But Not Reducing Managerial Control: Does TQM Measure up to Democracy Standards?

Organizations Through the Lens of Gender: Introduction to the Special Issue

Can self-managing teams be truly cross-functional?: gender barriers to a “new” division of labor