Showing papers on "Organizational effectiveness published in 1980"
TL;DR: The work in this article was partially supported by the organizations in which the study was accomplished; they thank them for their financial and psychological assistance, and also provide valuable comments on an earlier version of this article.
Abstract: This research was partially supported by the organizations in which the study was accomplished; we thank them for their financial and psychological assistance. Bruce Katcher and Hannah Hirsh helped with some of the analyses reported herein. Our colleagues Phil Bobko, Pete Dachler, Irv Goldstein, Nancy Jagmin, Janina Latack, and John Slocum helped us with their valuable comments on an earlier version of this article.
696 citations
TL;DR: In this paper, the authors propose a multiple-constituency approach to organizational effectiveness, explicitly assuming that an organization's different constituency will form different assessments of its effectiveness, and suggest several conceptual and empirical implications of this reorientation.
Abstract: Current approaches to organizational effectiveness are conceptually conflicting and empirically arid. They appear handicapped by a desire to produce a single effectiveness statement about any given organization. We propose a “multiple-constituency” approach to avoid this requirement, explicitly assuming that an organization's different constituencies will form different assessments of its effectiveness. We also suggest several conceptual and empirical implications of this reorientation.
602 citations
TL;DR: In this paper, the perceived politicization of organizational processes and their attitudes and beliefs about workplace politics are investigated and found to be related to characteristics of the people involved in these processes.
Abstract: This study investigates the perceived politicization of organizational processes and their attitudes and beliefs about workplace politics. Perceived politicization is related to characteristics of ...
580 citations
TL;DR: In this paper, the authors examine the literature addressing the empirical relationships between organization structure and performance, and draw distinctions between hard and soft performance criteria, subgroup versus organization units of analysis, and "structuring" versus "structural" dimensions of structure.
Abstract: We examine the literature addressing the empirical relationships, if any, between organization structure and performance, and draw distinctions between “hard” and “soft” performance criteria, subgroup versus organization units of analysis, and “structuring” versus “structural” dimensions of structure. Our concluding recommendations for future research are offered not as the inevitable prescription but rather in the interest of correcting marked deficiencies and imbalances.
475 citations
Book•
01 Jan 1980
455 citations
TL;DR: Employees and customers of service organizations will each experience positive outcomes when the organization operates with a customer service orientation as discussed by the authors, and they are less dissatisfied and frustrated, more likely to plan to remain in their branch, and they experience less role conflict and role ambiguity when the branch is more like employees feel it should be.
447 citations
TL;DR: The importance of an externally powerful board of directors to the effectiveness (ability to attract scarce resources) of 46 human service agencies operating within the same community is examined.
Abstract: This study examines the importance of an externally powerful board of directors to the effectiveness (ability to attract scarce resources) of 46 human service agencies operating within the same community. Traditional assumptions regarding the importance of a powerful board were supported when effectiveness was operationalized using static measures of funding but were not supported when dynamic measures were used.
337 citations
TL;DR: The question "Which institution would you say is more effective, Yale or Harvard?" was posed by a colleague with whom I was comparing information about our graduate academic training as mentioned in this paper, and the answer depends on the criteria the evaluator has selected.
250 citations
TL;DR: In this paper, the relationships of several aspects of organization structure with organizational commitment were examined within a multiple regression framework for 262 public sector employees, and the six structural variables accounted for over 20% of the overall commitment.
TL;DR: It was found that the organizational environment does not have an influence upon the level of decentralization of information services and further research relating organizational form to its impact on information services is suggested.
Abstract: Although much has been written about the centralization versus decentralization of information services, relatively little is known about how the structure of an organization influences the level of centralization or decentralization. This paper presents the results of a study which examined the organizational context of the information services function. The authors attempted to identify those organizational characteristics that are associated with the structure of the information services function. It was found that the organizational environment does not have an influence upon the level of decentralization of information services. Few organizational characteristics, however, ere found to influence the structure of information services consistently across all organizations. Further research relating organizational form to its impact on information services is suggested.
TL;DR: Although organizational taxonomies have been the subject of numerous conceptualizations and several research studies, no generally accepted method of classifying organizations has yet been formulated as mentioned in this paper. But, as stated by the authors, "no generally accepted taxonomy has yet to be formulated".
Abstract: Although organizational taxonomies have been the subject of numerous conceptualizations and several research studies, no generally accepted method of classifying organizations has yet been formulated. This article provides a critical review of these past theoretical and empirical efforts in an attempt to establish a research foundation for future investigations.
TL;DR: A study of the relationship of productivity and efficiency to the organization's structure, size, and age (or "time") indicated that a highly centralized authority structure is the most powerful direct determinant of productivityand efficiency.
Abstract: A study of the relationship of productivity and efficiency to the organization's structure, size, and age (or “time”) indicated that a highly centralized authority structure is the most powerful di...
TL;DR: This paper examined strategies that business lobbyists, consumer groups, unions, and federal agencies employ to shape federal legislation and found that the three major sectors adopt different strategy sets and these strategy sets have varying impacts on the legislative process.
Abstract: This study examines strategies that business lobbyists, consumer groups, unions, and federal agencies employ to shape federal legislation. Interviews with U. S. senators and congressmen preceded a questionnaire survey of 435 chief legislative policymakers. Results reveal that the three major sectors adopt different strategy sets and these strategy sets have varying impacts on the legislative process.
TL;DR: The authors examine five major objections to the use of such methods in organizational behavior and organization theory and conclude that, while they may indicate a need for more thoughtful application of the natural science approach, they do not rule it out as the primary research strategy for the study of organizations.
Abstract: Research methods similar to those used in the natural sciences have long been the norm in organizational behavior and organization theory. However, several writers have recently questioned their appropriateness for the study of organizations and the groups and individuals who make them up. In this paper I examine five major objections to the use of such methods in organizational behavior and organization theory and conclude that, while they may indicate a need for more thoughtful application of the natural science approach, they do not rule it out as the primary research strategy for the study of organizations.
TL;DR: The authors present an integrative model of the reward allocation process in organizations, review previous research within the framework of the model, and suggest areas for future research, and present an integrated model for reward allocation in organizations.
Abstract: An understanding of the variables that affect managerial reward allocation decisions is vital because of the effects of such rewards on employee behavior and organizational effectiveness. We present an integrative model of the reward allocation process in organizations, review previous research within the framework of the model, and suggest areas for future research.
01 Aug 1980
TL;DR: In this article, the authors examine the problems small businesses experience before they fail and search for a time pattern to the problems experienced using the stages of development theory as a conceptual framer.
Abstract: This study examines the problems small businesses experience before they fail. It searches for a time pattern to the problems experienced using the stages of development theory as a conceptual fram...
TL;DR: In this article, the authors suggest that this distinction results from debatable interpretations of a seminal conceptual framework of planning and control, and represents inefficient and less effective practice compared to their proposed alternative.
Abstract: Two distinct and sequential processes of programming and budgeting are recommended in the current literature and have been widely adopted in practice as means for translating corporate strategy into action plans and financial statements. We suggest that this distinction results from debatable interpretations of a seminal conceptual framework of planning and control, and represents inefficient and less effective practice compared to our proposed alternative.
TL;DR: In this paper, the authors make use of generalizable standards of judgment, comparing military and civilian performance in the Third World as a whole, according to what one authority has depicted as "intrinsically desirable" dimensions.
Abstract: Military regime performance relates to the effectiveness of organizations in attaining multiple goals at relatively low cost. But whose criteria are to be applied in evaluating this organizational effectiveness? On the one hand, it is possible to make use of generalizable standards of judgment, comparing military and civilian performance in the Third World as a whole, according to what one authority has depicted as "intrinsically desirable" dimensions.2 Such a cross-national approach certainly offers a much-needed insight into the validity of hypotheses on the ability of different kinds of regimes to realize specific economic, political, and social objectives. Certainly much competent and discerning research has been done along these lines, with social scientists bringing considerable rigor to their efforts to apply externally determined standards to a probing of comparative regime performance.3 On the other hand, it is possible to look inward at the state or region and to apply country or region-specific criteria. Military regime performance would then be evaluated, in part at least, in accordance with the goals and objectives set out by the local public authorities themselves. In pursuing such an approach, the analyst tends to emphasize the uniqueness of each polity or region under scrutiny. Because the interactional variables of regime, society, and international environment differ from one country or regional context to another, a broadly encompassing comparative framework that groups African, Asian, Latin American, and sometimes European experience together may be viewed as remiss in its failure to include such critically important aspects as political
01 Jan 1980
01 Aug 1980
TL;DR: In this paper, the authors used Mintzberg's roles to compare high level public and private sector jobs in terms of job content, job characteristics, and required skills, knowledge and abilities.
Abstract: The purposes of this study were to use Mintzberg's roles to compare high level public and private sector jobs in terms of job content, job characteristics, and required skills, knowledge and abilities. Results clearly suggest that generalizations regarding differences between public and private sector managers may frequently be overstated.
TL;DR: In this article, the authors translate the marketing function as developed for business into a university setting and recommend that universities need to revise management priorities; in particular, more responsiveness to the market, and, a shift from concern for internal efficiency to a concern for organizational effectiveness.
Abstract: The environment in which U.S. universities operate is expected to become more difficult. This paper translates the marketing function, as developed for business, into a university setting. The recommendation is that universities need to revise management priorities; in particular: more responsiveness to the market, and, a shift from concern for internal efficiency to a concern for organizational effectiveness.
TL;DR: In this paper, the authors propose a model for the evaluation of human resource development programs that attempts to account for the systemic interaction of complex organizations and comprehensive, multifaceted programs designed to improve organizational functioning.
Abstract: We propose a model for the evaluation of human resource development programs. The model attempts to account for the systemic interaction of complex organizations and comprehensive, multifaceted programs designed to improve organizational functioning.
TL;DR: The ability to negotiate is vital to cope with conflicting interests as mentioned in this paper, but knowledge-handed down by practitioners and behavioral scientists-is very fragmented regarding specific social skills and precis...
Abstract: The ability to negotiate is vital to cope with conflicting interests. Knowledge-handed down by practitioners and behavioral scientists-is very fragmented regarding specific social skills and precis...
TL;DR: In this paper, the authors developed a simple model of human behavior at work with a sense-of-competence concept and found that the experienced mean ingfulness of jobs is the single most important contributor to a sense of competence for employees in both cultures.
Abstract: This study focuses on developing a simple model of human behavior at work with a sense-of-competence concept. A sample of 545 white-collar employees in service organizations in the United States and 1,123 white- collar employees of banks in India indicates that the experienced mean ingfulness of jobs is the single most important contributor to a sense of competence for employees in both cultures. Because sense of competence has been highly correlated to job performance and the quality of work life, this finding has practical implications for organizations and calls for a redirection of managerial efforts.