Showing papers on "Management styles published in 1981"
TL;DR: In Japanese management, the maximum utilization of human resources is achieved through three general strategies: development of an internal labor market, articulation of a unique company philosophy, and intensive socialization of employees.
Abstract: Japanese management is characterized by a focus on the maximum utilization of human resources. This philosophy of management is realized through three general strategies: development of an internal labor market, articulation of a unique company philosophy, and intensive socialization of employees. These strategies in turn are manifested in a number of specific management techniques. These techniques can be adapted by businesses in other countries, and indeed some of them (e.g., long tenure, job rotation, consultative decision making) are in use in a number of top American companies.
156 citations
TL;DR: In this paper, the early development of the philosophy and concept of management by objectives (MBO) as it has been traditionally defined in the literature is discussed, and Drucker worked out the philosophic foundations of MBO with the assistance of Harold Smiddy of the General Electric Company, who was already putting the manager's letter concept into practice.
Abstract: In this article, I discuss the early development of the philosophy and concept of management by objectives (MBO) as it has been traditionally defined in the literature. Peter Drucker worked out the philosophic foundations of MBO with the assistance of Harold Smiddy of the General Electric Company, who was already putting the “manager's letter” concept into practice in the late 1940s.
70 citations
01 Dec 1981
TL;DR: The authors discusses leadership style theories and offers an integration of the theories by describing the typical characteristics, philpsophy, skills, and consequences associated with each major style, and an experimental exercise is offered that portrays the major styles and the productivity and satisfaction each i s likely to produce.
Abstract: This article discusses leadership style theories and offers an integration of the theories by describing the typical characteristics, philpsophy, skills, and consequences associated with each major style. Then an experimental exercise is offered that portrays the major styles and the productivity and satisfaction each i s likely to produce. Finally, a debriefing is presented that helps interpret the exercise and integrate the style theories with contingency theory.
59 citations
TL;DR: Although the five well-controlled experiments leaned toward finding MBO to be ineffective, it appears a contingency approach to MBO is more appropriate than a definitive affirmation or rejection of MBO effectiveness.
Abstract: Management by objectives (MBO) is a popular management approach the efficacy of which has been seriously questioned recently. I have analyzed 185 studies for the effects of MBO on employee productivity and/or job satisfaction. Research support for MBO was found to be inversely related to the degree of research design sophistication. Although the five well-controlled experiments leaned toward finding MBO to be ineffective, it appears a contingency approach to MBO is more appropriate than a definitive affirmation or rejection of MBO effectiveness.
51 citations
TL;DR: Barak-Glantz as mentioned in this paper analyzed the changing ideology of management in public affairs which has forced changes on the management of the prison, and reviewed the revolution in correctional management which occurred in nearly every state after World War II.
Abstract: *Israel Barak-Glantz is Professor of Sociology, Wayne State University. The problems facing contemporary prison administrators have taken their form from numerous external influences bearing on the prison. We begin our paper with an analysis of the changing ideology of management in public affairs which has forced changes on the management of the prison. To understand the impact of this change it is necessary to review the revolution in correctional management which occurred in nearly every state after World War II, though in different forms and at different times. The revolution was directed in the main at t
27 citations
Book•
01 Oct 1981
TL;DR: In this article, the approach Mapping Managerial Styles (MMS) is presented, which is a new way in which managers can look at how they manage themselves and their team.
Abstract: We wish to produce a new way in which managers can look at how they manage themselves and their team. We have called the approach Mapping Managerial Styles because it is possible for each person to assess their own approach to work and look at how it compares with other people's. This is particularly important for every manager.
22 citations
10 citations
5 citations
TL;DR: Theories and typologies of management style typically focus on the form and amount of involvement a superior allows her or his subordinates in decision making as discussed by the authors, and the author suggests that existing the...
Abstract: Theories and typologies of management style typically focus on the form and amount of involvement a superior allows her or his subordinates in decision making. The author suggests that existing the...
5 citations
TL;DR: In this article, the authors compared the management styles of two individuals both of whom consecutively managed the internal audit department of an Australian investment company and found that the participative style was more effective than the autocratic one.
Abstract: This article describes and compares the management styles of two individuals both of whom consecutively managed the internal audit department of an Australian investment company. The two management styles differ markedly as one is autocratic and the other is relatively participative. The manner in which both managers make decisions is described and the effect both management styles has had upon employee attitudes and departmental performance is examined. The participative style has, in this case, been shown to be the more effective.
1 citations
01 Aug 1981
TL;DR: In this article, King and Bass' (1974) prediction that blacks may be more reluctant than whites to accept management programs such as management by objectives is explored in a racially mixed organization.
Abstract: King and Bass' (1974) prediction that blacks may be more reluctant than whites to accept management programs such as management by objectives is explored in a racially mixed organization. Results i...
01 Aug 1981
TL;DR: The Extracts From Chordal's Letters, first published in 1880, is a significant and unique treatment of shop practices and managerial prescription, which is recognized in management history literature as discussed by the authors.
Abstract: Unrecognized in the management history literature. Extracts From Chordal's Letters, first published in 1880, is a significant and unique treatment of shop practices and managerial prescription whic...
TL;DR: The authors found that self-actualized executives were more willing to actively lobby for their decisional preferences than to simply accept decisions from superiors. But they also reported that the management styles of self-realized executives differ from those of less actualized executives.
Abstract: This study represents a test of Maslow's hypotheses that the management styles of self-actualized executives differ from those of less-actualized executives. The sample was drawn from among executives of seven state governments. The correlation of levels of actualization and executive behavior revealed that the more self-actualized executives were more willing to actively lobby for their decisional preferences than to simply accept decisions from superiors.