ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1979.tb00371.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

AbstractTheactivity of strategic management is important because it is the activity through which the structure of an organization is developed and adapted in relation to its environment. The activities within an organization are systematized within structures because they enable the organization to ensure the effectiveness of those activities, and there already exist teaching methods appropriate for training managers in the operation of such structures. Few teaching methods exist however for teaching managers about structure itself. This paper initially discusses what structure is, and then goes on to describe an approach to the support of managers' learning about structure: how structure can be related to the activities of managers, and how managers can explore the implications of adopting alternative structures within their organization. The paper puts forward symbols for describing structure. It is then shown how the symbols can be combined by a manager to describe a particular organizational context in the form of a simulator, and how the resulting design can be transformed into the form of a computer program. This enables the resulting simulator to be used by the manager to explore the implications of adopting particular structural choices as he has defined them within the organization. Finally, the nature of the teacher's role is considered when supporting the learning of managers using this approach.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1979.tb00372.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

AbstractDespitethe common belief that greater worker participation in decision‐making in industry will increase productivity and worker job satisfaction, the empirical evidence has been most contradictory. As a result, theories have been developed which now suggest that the degree of participation should depend on the particular problem or situation facing the leader.For the practising manager the problem has been the identification of the situation and the subsequent selection of an appropriate decision method. One answer to this problem is the Vroom and Yetton model which gives explicit directions to the leader as to how to categorize the problem and select the appropriate decision method.This paper describes our research to examine the external validity of this model.The sites chosen for the research were forty‐seven owner‐operated, small, non‐unionized, franchised firms, where the leaders had the power and authority to effect organizational outcomes. On these various sites, there was relatively high similarity with regard to the technology employed, tasks performed, number of levels of hierarchy and the external environments.It was found that those leaders who were in high agreement with the Vroom and Yetton model had workers with higher productivity and higher satisfaction with supervision than those leaders who were in low agreement with the model.These findings give strong support for the Vroom and Yetton model. The implication of these findings on the training and selection of managers, and on further research, are di

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1979.tb00373.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1979.tb00374.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

AbstractThereare two main approaches to the study of organizational structure and technology. One is at the organizational level and the other is at the job level. The conclusion that structure and technology are not significantly related is based primarily on the results of organizational level research. Alternatively, a persuasive case can be made that these results stem from lack of a common paradigm. Investigation of research at the job level provides one way of testing this assertion because it is based on a more or less unified framework. When results at the job level are compared a much better case is made for structural and technological covariation. A reasonable doubt must remain concerning the demise of the technological imperative.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1979.tb00375.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1979.tb00376.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1979.tb00377.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

Book Review in This Article.SOCIAL RESPONSIBILITY IN INDUSTRYCorporate Social Responsibility. A Reassessment. By MichaelBeesleyand TomEvansMarketing in a Regulated Environment. By GeorgeS. DominguezFINANCIAL MANAGEMENTA New Look at Portfolio Management. By DavidM. AhlersIndustrial Pricing in the United Kingdom, University of Cambridge, Dept. of Applied Economics, Monograph 26. By K. Coutts, W. Godleyand W. NordhausPRODUCTION AND INFORMATION SYSTEMS MANAGEMENTInformation Systems Concepts for Management. By HenryC. LucasJr.Managing Manufacturing Operations. A Casebook. By T. A. J. NicholsonManaging Manufacturing Operations: Analysis and Discussion. Teacher's Manual. By T. A. J. NicholsonPERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONSPower, Innovation and Problem‐Solving in Personnel Management. By KarenLeggeThe Scanlon Way to Improved Productivity. By BrianE. Mooreand TimothyL. RossMANAGEMENT DEVELOPMENTMetadevelopment: Beyond the Bottom Line. By RoberiKirkMuellerORGANIZATION THEORYOrganizational Strategy Structure, and Process. By RaymondE. Milesand CharlesC. SnowTHE LABOUR MARKETWorking Couples. Edited by RhonaRapodortand RobertN. Radoportwith JaniceBumste

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1979.tb00378.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY