摘要:

ABSTRACTThe study of the role of professionals in the organizational innovation process has been dominated by a Structural‐Functional perspective. The assumptions associated with this perspective are examined, critiqued, and shown to have led to research findings marked by equivocality and instability. An alternative approach, based on Radical‐Structural principles is developed, and suggestions for implementing this approach in future research are offe

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1990.tb00246.x

出版商:Blackwell Publishing Ltd    

年代:1990

数据来源: WILEY

摘要:

ABSTRACTThey are playing a game. They are playing at not playing a game. If I show them I see they are, I shall break the rules and they will punish me. I must play their game, of not seeing I see the game (Laing, 1971).Members of an organization are supposedly led, but very often they do not see the way. On the contrary, they are exposed to conflicting management signals and caught in double bind situations. Double bind connotes a situation where conflicting messages occur, but where it is vitally important to discern what message is being communicated, and where the individual is unable to comment upon the ambiguity. The result is that the individual is not capable of meta communication and thus incapable of learning about the situation. We presume that the double bind phenomenon can often be found in organizations. In extreme cases this creates ‘double bind organizations’ in which the members are continuously confronted with double bind situations. The members become incapable of exploring the existing models of organizational behaviour. Organizational dynamics emerge ‘behind the back’ of people in the organization. The organization's meaning horizon is narrowed due to a lack of authentic dialogue. Attempted changes of organizational direction are experienced as just another double bind, and attempted changes of the double bind patterns become victims of the logic they attempt to alter. In such cases, the organization could be said to be characterized by a form of institutionalized learning incompetence. Understanding the double bind phenomenon should be seen as being important for managing organizations in general, and for the change and the management of change in par

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1990.tb00247.x

出版商:Blackwell Publishing Ltd    

年代:1990

数据来源: WILEY

摘要:

ABSTRACTPrivate sector‐style management initiatives to ensure UK public services managers’ learning from private sector management practice are examined, and their rationale questioned. The lack of a coherent, systematic and agreed view of what constitutes ‘management’ and ‘managerial work’ in the private sector is discussed. It is argued that there are reasons for believing that the particular character and organizational contexts of public services will require different managerial behaviours.The manner in which experimental managerial initiatives in some public services have shifted into mandatory innovations is examined. Such innovations can be incompatible with the values of those managing in the public service, who frequently fail to recognize the advantages of late innovation, incrementalism and circumspection. In public services particularly, many managerial activities are the province of ‘non managerial’ staff. Though frequently not considered, the values of thesede factomanagers may be central to the progress of such innovations. It is further argued that risk‐taking as applied in a business context is inappropriate to the degree that public services managers must be concerned with the common weal, equity and accountability.The article concludes with a detailed research agenda to support the need to recognize public services management as a rich and varied area of managerial behaviour in its own right. Its character and variation warrants further investigation as a basis for formulating more appropriate management concepts against which to measure public services managers’ behavi

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1990.tb00248.x

出版商:Blackwell Publishing Ltd    

年代:1990

数据来源: WILEY

摘要:

ABSTRACTIt has been a well‐recognized axiom in project management research that the project implementation process can be greatly facilitated by addressing a variety of project critical success factors. It is argued here that critical factors often fall into two distinct sub‐groups: those related to initial project planning and those concerned with subsequent tactical operationalization. A field study was conducted to explore changes in the perceived importance of project planning and tactical factors across four stages in the project life cycle. The sample consisted of 408 managers currently involved in projects. It was found that the relative importance of planning and tactical factors varies across the project life cycle. Further, the perceived importance of these factors is contingent upon the type of success measure employed. When an efficiency success measure is used, planning factors are initially perceived to be of high importance but are overtaken by tactical issues as the project progresses through its life cycle. When ‘external’ success measures (perceived value of the project and client satisfaction) are employed, project planning factors dominate tactics throughout the project's life cycle. Finally, implications for managers are developed and directions for future research are di

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1990.tb00249.x

出版商:Blackwell Publishing Ltd    

年代:1990

数据来源: WILEY

摘要:

ABSTRACTThis study uses structured observation categories to investigate the relationship between managerial behaviour, performance, and environmental and demographic variables. We found significant differences in managerial behaviour related to environmental and demographic variables but not to performance. Our replication and synthesis of other studies generally supports earlier conclusions regarding the brief, varied, fragmented and interpersonal nature of managerial work. The results also point to the important relationship between the environment and managerial behaviour. Implications for managerial practice and research are discussed.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1990.tb00250.x

出版商:Blackwell Publishing Ltd    

年代:1990

数据来源: WILEY