Showing papers in "Journal of Management Studies in 1974"

Managerial and organizational factors associated with company performance part i

Abstract: This paper utilizes information collected on more than eighty British companies and on about 800 senior managers working in them. It is in two parts. Part I starts by outlining problems involved in identifying influences on company performance. It then describes the sources of data analysed in the paper. The remainder of Part I examines the view that certain managerial and organizational attributes will tend to raise levels of performance whatever the type of company and its operating circumstances. Another approach takes the view that what makes for good performance is contingent upon the type of company and the prevailing situation. This is examined against our data in Part II of the paper. Part II concludes with an assessment of present knowledge on the managerial and organizational concomitants of company performance and the practical implicatons to be drawn from it.

The peter principle: personal or organizational incompetence?

Abstract: This article proposes that incompetence in management may not be explained so much by the ‘Peter Principle’, i.e. by terminal weaknesses of personnel in faulty promotion systems, as it is by the organizational climate in which managers perform, i.e. by outmoded supervisory styles and limiting structural relationships. This alternative explanation is supported by Townsend's popular book, Up the Organization,1 where Theory X styles of leadership, in some combination with bureaucratic elements of structure, are seen as impairments in modern organizations. This contention argues that organizational change agents must operate in tandem upon perceptions and attitudes as well as structural properties to maintain effectiveness - embarking on either skill and sensitivity training alone or mandating authority and task changes is insufficient. In addition, leadership flexibility and structural variety must provide alternative options across different task units if both short-run efficiency and long-term relevance are to be generated for the organization. Finally, organization survival is viewed as a function of managerial performance as determined by structure, including the promotion system, and by level of humanism of the climate, especially motivational stimuli. Within all of this, managerial effectiveness is considered to be influenced by incumbent conceptualizations of goals and capacities of the organization and of his own ‘self’ within that system. Concepts of self, in turn, are determined by historical notions associated with work and authority, as well as by various socialization processes in the organization, e.g. training, super-vision and general psychological conditioning. Accordingly, the matrix design of organizations and the contingency theory of leadership are offered as vehicles for tentatively re-conceptualizing the nature and form of collective behavior. Matrix and contingency theories focus upon modern, complex organizational structures and varied superior-subordinate relationships rather than upon man's instrumental performance, as with the Peter Principle, in explaining managerial inadequacies.