Showing papers in "Journal of Management Studies in 1978"
48 citations
TL;DR: The authors examines the work of a number of writers who have attempted critical assessments of management science and concludes that the actual effects of managerial strategies must be treated as problematic, since they may be modified by various forms of resistance and class struggle, and that developments in the production process may not necessarily be to the detriment of workers.
Abstract: This article examines the work of a number of writers who have attempted critical assessments of management science. Each writer has focused on specific areas that any critical management science would need to consider, viz. the origins of values, relations between organizations and society, the historical development of organizations, and the relationship between management science and developments in the capitalist mode of production. In addition these writers have declined to accept existing modes of organization as given, and have avoided the assumption that management science is inherently, or necessarily, manipulative. Each of the writers, however, has displayed several weaknesses in his analysis: thus Churchman fails to locate the management scientist in the society of which he is a part; Hales has no clear or viable alternative other than to call (in effect) for socialism, and makes the erroneous assumption that managerial strategies are necessarily effective; whilst Whitley too seems to have ‘divested management research of its practical dimension’. In conclusion it is pointed out that the actual effects of managerial strategies must be treated as problematic, since they may be modified by various forms of resistance and class struggle, and that developments in the production process may not necessarily be to the detriment of workers.
34 citations
30 citations
TL;DR: The literature of brainstroming procedures has been examined in order to obtain guidlines for managers in idea-deficient situations as discussed by the authors, and various techniques and procedures have developed and are often incorporated into larger systems of managerial problem-solving.
Abstract: The literature of brainstroming procedures has been examined in order to obtain guidlines for managers in idea-deficient situations. Various techniques and procedures have developed and are often incorporated into larger systems of managerial problem-solving. There seem two main reasons for utilizing the processes. The first is as an aid to creativity. The second is as an effective means of amassing ideas. These underlying principles have not been satisfactorily validated in the literature, but use of the technique for the latter, variety generating purpose, may be easier to justify than use as a creativity spurring device. It is suggested that further research is needed into expectations of practitioners and clients of brainstorming sessions.
22 citations
TL;DR: The relationship between age, aspects of tenure, locus of control, job involvement, and boundary spanning behavior (B.S.B.) was examined using path analysis for 281 scientists and engineers.
Abstract: The relationships between age, aspects of tenure, locus of control, job involvement, and boundary spanning behaviour (B.S.B.) were examined using path analysis for 281 scientists and engineers. It was found that locus of control and age were significant determinants of job involvement. It was also shown that locus of control and job involvement were significant determinants of B.S.B. These findings are discussed relative to previous research on locus of control, job involvement, and B.S.B. Finally, new research designs are advocated which incorporate task characteristics, role dynamics constructs, and environmental uncertainty as determinants of B.S.B.
18 citations
15 citations
TL;DR: Although a great deal has been written on the subject of Management by Objectives (MBO), much of the material is of a low level of rigor, e.g., case studies and personal testimony as mentioned in this paper.
Abstract: Although a great deal has been written on the subject of Management by Objectives (MBO), much of the material is of a low level of rigor, e.g., case studies and personal testimony. The better studi...
12 citations
12 citations
TL;DR: This paper found that faculty tend to differ significantly from participants toward more academic values and less will to manage, and this being a role rather than a nationality difference, and that faculty members evaluate most highly participants with value profiles largely similar to their, but higher in "Leadership" and relatively low in "Independence".
Abstract: Seventeen faculty members at a European business school scored two values tests, L. V. Gordon's S.I.V. and S.P.V. Their scores are compared to those of 372 executive course participants in general, to those of sixteen American participants in particular, and to those of participants who were rated by the faculty as top performers in class. Results show faculty to differ significantly from participants toward more academic values and less will to manage, and this being a role rather than a nationality difference. Results also show that faculty members evaluate most highly participants with value profiles largely similar to theirs, but higher in ‘Leadership’ and relatively low in ‘Independence’. These data are considered as a demonstration of the type of organizational socialization which businessmen undergo when they participate in a campus course.
11 citations
8 citations
TL;DR: In this article, the impact of different organizational structures on the coordination problem of the multilevel organization is analyzed, and the two basic structures analyzed are the U-form and the M-form within the framework of a price-directive coordination mechanism.
Abstract: This paper analyses the impact of different organizational structures on the coordination problem of the multilevel organization. The two basic structures analysed is the U-form and the M-form within the framework of a price-directive coordination mechanism. Issues such as vertical and horizontal decomposition, the length of the planning period, the level of aggregation, etc., are discussed. The basis for the analysis is results from decomposing of linear programming models.1
TL;DR: In this paper, an empirical study is presented in the form of a series of cases and incidents obtained during a one-year participant observation study in a large multi-national company.
Abstract: This empirical study seeks to characterize processes of integration in complex organizations. The need for integration is examined initially in terms of the ideas of Weber, Pugh et al., Child, Lawrence and Lorch, and Pettigrew. Subsequently integration is related to a system's view of the problem of organizational control that underlines how the environment tends to both ‘fractionalize’ and ‘factionalize’ an organizational decision-making system. The integrative task is then represented in terms of processes that seek to effect stable combinations of interrelationships between differntiated sub-units.
The evidence is presented in the form of a series of cases and incidents obtained during a one-year participant observation study in a large multi-national company. The research aims to identify ‘contingency’ guidelines in the design of integrative mechanisms by exploring differences in: the characteristics of integrative sub-systems, the organizational environments in which they operated and the kinds of (intergroup) decision conflicts in which they were engaged. This exploratory study suggests that important conditions include: the identification of the integrative unit members, how ‘ill-structured’ the decision problems encountered are and the degree of support for integrators that is perceived to be provided by senior management.
TL;DR: In this paper, the authors describe an approach to calculate the amount of flexibility that can be given a group of employees in a production unit, in order to ensure that, even when they exploit the discretion to the full extent, there will always be work for everyone and other, interdependent, production units do not suffer.
Abstract: There has been a pronounced reluctance to experiment with flexible work schedules in so-called production areas, because of fears that the discretion granted individuals in their use of time would result in a fall in productivity. This article describes a first approach to calculating the amount of flexibility that can be given a group of employees in a production unit, in order to ensure that, even when they exploit the discretion to the full extent, there will always be work for everyone and other, interdependent, production units (or customers) do not suffer.
TL;DR: In this paper, the authors examined two basic approaches to the measurement of potential moderators of the relationship between job design and job satisfaction, and found that for purposes of personnel selection or placement, the work values approach appears to be more useful than the need strength measure (method two).
Abstract: Many job design studies incorporate a direct measure of individual differences to test the contingency hypothesis of Hulin and Blood. This study examines two basic approaches to the measurement of potential moderators of the relationship between job design and job satisfaction. One method involved independent determination of a work value system, and predicted job satisfaction of subjects in an experimental study on job enlargement. The second method, strength of higher order needs, did not yield the same results as did the first. This difference shows that choice of an operational definition of individual differences affects research findings. For purposes of personnel selection or placement, the work values approach (method one) appears to be more useful than the need strength measure (method two).
TL;DR: A management training design for non-business administrators is described in this paper which incorporates programmed instruction, case studies, experiential exercises and brief lectures in eight two and a half hour sessions.
Abstract: A management training design for non-business administrators is described which incorporates programmed instruction, case studies, experiential exercises and brief lectures in eight two and a half hour sessions. The design accommodates a wide range of participants and demonstrates high content acquisition and retention.