Showing papers on "Organizational culture published in 1987"

Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty

Abstract: The research literature on environmental uncertainty is briefly reviewed to illustrate problems and inconsistencies in conceptualizing and measuring the construct. Three types of perceived uncertainty about the environment are described and their implications for the behavior of an organization's administrators are discussed. The failure to differentiate between these types may explain some of the confusion about environmental uncertainty.

Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings

Abstract: Charismatic leadership has been largely overlooked by organizational theorists. In part, the problem can be attributed to the lack of a systematic conceptual framework Drawing from political science, sociology, and social psychology, this paper addresses the problem by proposing a model linking organizational contexts to charismatic leadership. A series of research hypotheses is offered.

Organizational Culture as a Source of High Reliability

Abstract: Organizations in which reliable performance is a more pressing issue than efficient performance often must learn to cope with incomprehensible technologies by means other than trial and error, since the cost of failure is too high. Discovery and consistent application of substitutes for trial and error—such as imagination, simulation, vicarious experience, and stories—contribute to heightened reliability. Organizational culture is integral to the creation of effective substitutes. Using examples taken from air traffic control, nuclear power generation, and naval carrier operations, this article demonstrates that closer attention to the ways people construct meaning can suggest new ways to improve reliability.

Organizational Behavior and Management

Abstract: Part I: The Field of Organizational Behavior Chapter 1: Effective Managers Understand Organizational Behavior Chapter 2: National and Organizational Culture Part II: Understanding and Managing Individual Behavior Chapter 3: Individual Differences at Work Chapter 4: Perceptions and Attributions Chapter 5: Motivation Chapter 6: Job Design and Performance Chapter 7: Evaluation and Rewards Influence Behavior Chapter 8: Managing Misbehavior Chapter 9: Managing Individual Stress Part III: Group Behavior and Interpersonal Influence Chapter 10: Groups and Teams Chapter 11: Managing Conflict and Negotiations Chapter 12: Power and Politics Part IV: Organizational Processes Chapter 13: Communication Chapter 14: Decision Making Chapter 15: Leadership Part V: Organizational Design, Change, and Innovation Chapter 16: Organizational Structure and Design Chapter 17: Managing Organizational Change Appendix A: Quantitative and Qualitative Research Techniques for Studying Organizational Behavior and Management Practice

Classics of organization theory

Abstract: 1. CLASSICAL ORGANIZATION THEORY. Socrates Discovers Generic Management, Xenophon (1869). Of the Division of Labour, Adam Smith (1776). Superintendent's Report, Daniel C. McCallum (1856). The Engineer as Economist, Henry R. Towne (1886). General Principles of Management, Henri Fayol (1916). The Principles of Scientic Management, Frederick Winslow Taylor (1916). Bureaucracy, Max Weber (1922). Notes on the Theory of Organization, Luther Gulick (1937). 2. NEOCLASSICAL ORGANIZATION THEORY. The Economy of Incentives, Chester I. Barnard (1938). Bureaucratic Structure and Personality, Robert K. Merton (1957). The Proverbs of Administration, Herbert A. Simon (1946). Foundations of the Theory of Organization, Philip Selznick (1948). A Behavioral Theory of Organizational Objectives, Richard M. Cyert and James G. March (1959). 3. HUMAN RESOURCE THEORY, OR THE ORGANIZATIONAL BEHAVIOR PERSPECTIVE. The Giving of Orders, Mary Parker Follett (1926). The Hawthorne Experiments, Fritz J. Roethlisberger (1941). A Theory of Human Motivation, Abraham H. Maslow (1943). The Human Side of Enterprise, Douglas Murray McGregor (1957). Groupthink: The Desperate Drive for Consensus at Any Cost, Irving L. Janis (1971). 4. "MODERN" STRUCTURAL ORGANIZATION THEORY. Mechanistic and Organic Systems, Tom Burns and G. M. Stalker (1961). The Concept of Formal Organization, Peter M. Blau and W. Richard Scott (1962). Organizational Choice: Product versus Function, Arthur H. Walker and Jay W. Lorsch (1968). The Five Basic Parts of the Organization, Henry Mintzberg (1979). In Praise of Hierarchy, Elliott Jaques (1990). Technology as a Contingency Factor, Richard M. Burton and Borge Obel (1998). 5. ORGANIZATIONAL ECONOMICS THEORY. Markets and Hierarchies, Oliver E. Williamson (1975). Theory of the Firm: Managerial Behavior, Agency Costs and Ownership Structure, Michael C. Jensen and William H. Meckling (1976). Learning from Organizational Economics, Jay B. Barney and William G. Ouchi (1986). Managing Business Transactions, Paul H. Rubin (1990). 6. POWER AND POLITICS ORGANIZATION THEORY. Understanding the Role of Power in Decision Making, Jeffrey Pfeffer (1981). Democracy and the Iron Law of Oligarchy, Robert Michels (1915/1962). The Bases of Social Power, John R. P. French Jr. and Bertram Raven (1959). The Power of Power, James G. March (1966). Power Failure in Management Circuits, Rosabeth Moss Kanter (1979). The Power Game and the Players, Henry Mintzberg (1983). 7. ORGANIZATIONAL CULTURE THEORY. Defining Organizational Culture, Edgar H. Schein (1993). Culture and Organizational Learning, Scott D. N. Cook and Dvora Yanow (1993). Changing Organizational Cultures, Harrison M. Trice and Janice M. Beyer (1993). Organizational Culture: Pieces of the Puzzle, Joanne Martin (2002). 8. REFORM THROUGH CHANGES IN ORGANIZATIONAL CULTURE. The Z Organization, William G. Ouchi (1981). In Search of Excellence: Simultaneous Loose-Tight Properties, Thomas J. Peters and Robert H. Waterman Jr. (1982). The Fifth Discipline: A Shift of Mind, Peter M. Senge (1990). Gendering Organizational Theory, Joan Acker (1992). Creating a Government that Works Better and Costs Less: Report of the National Performance Review, Vice President Al Gore (1993). Creating the Multicultural Organization: The Challenge of Managing Diversity, Taylor Cox Jr. (2001). 9. THEORIES OF ORGANIZATIONS AND ENVIRONMENTS. Organizations and the System Concept, Daniel Katz and Robert L. Kahn (1966). Organizations in Action, James D. Thompson (1967). Institutionalized Organizations: Formal Structure as Myth and Ceremony, John W. Meyer and Brian Rowan (1977). External Control of Organizations: A Resource Dependence Perspective, Jeffery Pfeffer and Gerald Salancik (1978). Demography of Corporations and Industries, Glenn R. Carroll and Michael T. Hannan (2000).

A Cross-National Comparison of Consumer Research Measures

Abstract: The impact of three factors that affect the psychometric rigor of cross-national consumer research comparisons is measured in this study. Conclusions are also drawn about the interactions among these factors and the resultant deterioration in the psychometric quality of the data.

Commitment and the Organization: The Organization Man Revisited

Abstract: The potential positive and negative consequences of varying levels of commitment both for employees and for the organization are discussed. It is argued that high levels of commitment to the organization may have severe negative consequences for individuals within the organization and for organizations themselves.

Assessing the Effects of Culture on Managerial Attitudes: A Three-Culture Test

Abstract: Cross-cultural studies are inherently difficult because the typical research design fails to differentiate cultural from other environmental influences. The present study uses a research design that attempts to isolate the influence of culture. Japanese, Chinese and Mexican managers, their ethnic-American counterparts, and Anglo-Americans are used to test the model. Results indicate unique persistent cultural characteristics with the cultural effect varying among the three groups of managers.

Organizational Adaptation to Performance Downturns: An Interpretation-Based Perspective

Abstract: Organizational adaptation to performance downturns has prompted numerous studies. Although these studies have focused on organizational or decision makers' characteristics influencing adaptation, neither the adaptation process nor where in the process these influences operate has been detailed. A conceptual framework for understanding adaptation to performance downturns by incorporating contingency-based literature into an interpretative-based model is described. Factors which inform decision makers' interpretations and response choices are considered and implications of the framework are discussed.

Resource Scarcity, Environmental Uncertainty, and Adaptive Organizational Behavior

Abstract: The article provides information on a study which investigated the effects of environmental uncertainty and resource scarcity in interaction with organizational structure on the categories of organ...

Customer‐oriented corporate cultures are crucial to services marketing success

Abstract: This paper argues that a genuinely customer‐oriented organizational culture is a prerequisite if service firms are to excel in the marketplace. It presents several traits or values representing such a culture and discusses the importance of those values by linking them to unique features of the nature and delivery of services. The paper also addresses problems and prospects associated with developing a customer‐oriented culture, and it concludes with implications for services marketing practitioners and researchers.

The moral dimension of organizational culture

Abstract: The lack of concrete guidance provided by managerial moral standards and the ambiguity of the expectations they create are discussed in terms of the moral stress experienced by many managers. It is argued that requisite clarity and feelings of obligation with respect to moral standards derive ultimately from public discussion of moral issues within organizations and from shared public agreement about appropriate behavior. Suggestions are made about ways in which the moral dimension of an organization's culture can be more effectively managed. This is the third in a research series of three papers.

Perspectives on organizational communication

Abstract: Highlighting the importance of effective communication within organizational life, this text discusses principle theories, including the Classical, Human Relations, Human Resources and Systems, and Perspectives. It also emphasizes the use and impact of IT, the importance of organizational culture and the concept of power. This edition contains expanded coverage of gender issues, including updated material on sexual harassment and the feminine style of leadership and power. Material has been added on the impact that workforce diversity has had on organizational culture and communication, including the contemporary issues of racial prejudice and "reasonable accommodations" for the physically challenged. The material on computers has also been updated to keep abreast of new developments in information tachnology, including information on groupware.

Corporate Culture, Schooling, and Educational Administration.

Abstract: The author argues that ideological forms of organizational/managerial control that are designed primarily to serve the interests of elites are prevalent in schools as well as in corporations. An important part of control ideologies is their defining of alternative or oppositional cultures as "irrational. " Schools, because they are the meeting places for those in and those out of power, are forced to develop their own very complex cultures, which are also seen by those in power as "irrational. " With reference to some descriptive studies the author illustrates both the complexity of school cultures and the increased difficulties they incur because they are defined as illegitimate by ruling elites.

Foreign Direct Investment Theories, Entry Barriers, and Reverse Investments in U.S Manufacturing Industries

Abstract: This paper investigates empirically whether industrial organization-oriented FDI theories explain the recent phenomenon of reverse foreign direct investment in the U.S. Based on the distribution of FDI in two-digit SIC manufacturing industries, we find that capital and advertising intensities act as entry barriers to foreign investments in the U.S. We also observe that foreign multinationals are attracted by the U.S. market size, and that they invest heavily in industries with intensive R&D combined with marketing efforts.

Organizational Culture as Management Strategy: A Critique and Illustration from the Financial Services Industry

Abstract: (1987). Organizational Culture as Management Strategy: A Critique and Illustration from the Financial Services Industry. International Studies of Management & Organization: Vol. 17, Organizational Culture and Ideology, pp. 40-63.

Shared Organizational Values: Measurement and Impact Upon Strategic Marketing Implementation:

Abstract: The concept of shared organizational values and its impact upon successful marketing strategy implementation are discussed. The need to measure the degree to which values within the organization are shared is stressed. A method to quantitatively measure the degree of value congruency and the strength of value consistency is proposed. An exploratory, empirical study is presented in which organization values are measured and found to impact upon strategy implementation.

Political-Cultural Analysis of Organizations

Abstract: The political conception of organizations that emerged in the i970s revised conventional understanding of organization structure and process. Scholars using the cultural approach in the 1980s are attempting a similar type of reconceptualization. By incorporating the subgroup unit of analysis which is characteristic of political approaches, a more intelligible account of the structure and process which produce the outcomes of organizational behavior may be constructed. The conceptual basis of a political-cultural analysis and a methodology for implementing such an analysis based on the structural anthropology of Levi-Strauss are described.

Transitions into newly created jobs

Abstract: The paper reports on a study of adjustment to change, a topic of fundamental importance in the development of individuals and organizations. The study, involving 2304 male and female British managers (extended longitudinally with 1100 of the original sample) reveals that between 34 and 50 per cent of job moves are into jobs for which there was no previous role incumbent. The character and outcomes of these job moves are related to Nicholson's (1984) theory of work role transitions and Van Maanen & Schein's (1979) theory of organizational socialization. The frequency, industrial contexts, main types, and role requirements of these moves are described. Satisfaction and personal change as outcome of moves into newly created jobs are related to role information sources, organizational culture, work characteristics, job characteristics, pre-transition anxiety, self-concept, work motivation and organizational commitment. These findings generally support Nicholson's predictions about how specific role requirements and personal characteristics will influence transition outcomes, but also suggest the need to refine some of the theory's constructs. The results further imply that proactive growth models of adjustment are more generally applicable to radical job change than reactive stress-coping models. The paper concludes by considering the implications of the findings for organizational practice. New occasions teach new duties: Time makes ancient good uncouth …

The Organizational Impact of Profit Sharing

Abstract: Few studies have evaluated the organizational impact of profit sharing. What research has been done suggests that profit sharers experience greater financial success, higher levels of productivity, and more positive employee attitudes. However, several methodological weaknesses of the studies seriously limit understanding of the full benefits and limitations of profit sharing. A model of profit sharing is presented to foster improved research.

Organizations, Culture, and Ideology

Abstract: (1987). Organizations, Culture, and Ideology. International Studies of Management & Organization: Vol. 17, Organizational Culture and Ideology, pp. 4-18.

Ethnic culture and corporate culture: Using black styles in organizations

Abstract: The purpose of this examination is to consider the positive impact black organizational members can make in the work place using their unique interpersonal style. The authors pursue this end by reviewing the literature addressing cultural differences between black and white interpersonal communicators. Throughout the discussion the authors extrapolate from the literature in order to consider how differing interpersonal styles can add to the organizational environment. Cross‐cultural difficulties are also addressed.