Showing papers in "Journal of Management Studies in 1980"

Towards a definition of action research: a note and bibliography

Abstract: Action research simultaneously assists in practical problem-solving and expands scientific knowledge, as well as enhances the competencies of the respective actors, being performed collaboratively in an immediate situation using data feedback in a cyclical process aiming at an increased understanding of a given social situation, primarily applicable for the understanding of change processes in social systems and undertaken within a mutually acceptable ethical framework.

An empirical study into the learning transfer process in management training

Abstract: Two management technique courses with very specific objectives were compared. Participants completed a series of pre-and post-course questionnaires to establish whether they intended to transfer their training to their work and whether they had in fact done so. A number of characteristics were found to distinguish the learning ‘experimentors’ from the ‘non-experimentors’. More of the experimentors had attended the course on their own initiative, more of them believed the course would be beneficial to them on the job prior to attending it, and a greater proportion had had pre-course discussions with their boss. It was found that transfer attempts were more likely to be successful and beneficial where the boss ‘sponsored’ the new idea. Organizational factors found to inhibit training transfer included ‘overload of work’, ‘crisis work’ and ‘failure to convince older workers’. The main facilitating factors were related to the preparedness of the superior to listen to new ideas and allow experimentation with them. The management style and attitudes of the trainee's boss were found to be the single most important factor in management training transfer.

Structural implications of the company–customer interface

Abstract: The main approach current in organization theory adopts a ‘structural contingency’ model in attempting to explain and predict company structures. However, this model, as currently described in the literature, is so broadly defined that it tells us little about how market conditions and the ways in which companies deal with their customers might affect internal company structures. The present paper considers the issues involved and presents some results from a study focused on these relationships.

The status ranking of industries

Abstract: This paper is concerned to establish the status ranking of ten different sectors of manufacturing and non-manufacturing industry through analysis of the background and education of managers in these sectors. The ranking is then given confirmation by salary data. It is suggested that this ranking is based on differences between industries in science and technology, with corresponding differences in knowledge and skill needs and thus in the meaning of ‘management’, in sources of managerial recruitment, and in qualifications and requirements for education and training.

Motivation, orientations and the action perspective: an alternative framework

Abstract: Summary The paper commences by suggesting that the traditional social action model of workplace behaviour, which focuses on the concept of orientation to work, is an inadequate model for explaining work motivation. It suggests that the deficiencies result from an inadequate definition of motivation and confusion about the concept of orientation. An alternative model is developed which replaces the concept of orientation with the twin concepts of motivation to work and attachment to work. The final part of the paper suggests how this alternative model may be operationalized and discusses the benefits that this formulation has for both academics and practising managers.

Factors associated with the managerial rating of supervisory performance

Abstract: Summary The performance of first-line supervisors normally has to be assessed without reference to objective indices. In practice, assessment is often carried out on the basis of ratings by immediate superiors. This paper examines ratings of supervisors' performance by their own managers in two Birmingham plants. A combination of factors together account for approaching half of the variation in these ratings. Only one of the predictive factors, the degree of personal flexibility expressed by supervisors, is independent of the managerial rater. Ratings of supervisory performance in fact appear to tell as much about the rater as they do about the person being rated. The findings of this study also suggest that the highly rated supervisor is the one who successfully protects his superior from the need to be involved with shopfloor activity and its disturbances.

Market share analysis: the case of the british breakfast cereals industry

Abstract: In this paper the authors apply simple econometric techniques to market share models for brand products in the British breakfast cereals market Brand product price and advertising coefficients, as estimated by regression equations, are explored in the context of assumed profit and market share maximization, and an attempt is made to evaluate empirically firms' actual marketing strategies

A comparison of the predictive power of subtractive and multiplicative models of job satisfaction and performance

Abstract: Subtractive and multiplicative contingency models were compared by multiple regression, in six samples, to each other and to non-contingency models. Contingency models had less predictive power. Independent variables were Life Style and Organizational Structure measures. Dependent variables were the Job Descriptive Index, other job attitude measures, and performance measures.