Y039015 1
86010483 The Sometimes Rocky Marriage Between Marketing and Operations
Baggett, David W.
Credit v12n1 PP: 14-16 Jan/Feb 1986
ISSN: 0097-8345
Jrnl Code: CRE
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Prior to deregulation, most financial institutions possessed a function-oriented structure with a bias toward internal departments and efficient administration. Now, competition in the consumer finance market has led to development of market-oriented operations focusing on external departments and satisfaction of market needs. Conflict between marketing and operations often results from cross purposes. In successful organizations, the chief executive officer, with the participation of senior management, works to develop a realistic common objective, defined in qualitative and quantitative terms, which is then communicated to all employees. To promote cooperation, marketing can: 1. review the market plan with operations prior to implementation, 2. inform operations of media timing, and 3. provide operations with staff training and cross-selling support. Operations can remain open to ideas, motivate staff support for marketing efforts, and respect deadlines.
Desc.: Financial services; Financial institutions; Banking industry ; Deregulation; Relations; Marketing; Operations; Organizational structure
CLASS. CODES: 2320 (CN=Organizational structure); 8100 (CN=Financial services industry)

Y039015 2
86010013
IBM's Protean Ways
Jeffery, Brian
Datamation v32n1 PP: 62-68 Jan 1, 1986 CODEN: DTMNAT
ISSN: 0011-6963
JRNL CODE: DAT
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
IBM Corp. is successful time and again despite strategic blunders and defiance of the principles of good planning. IBM manages by reacting faster than its competitors, both to markets and to its own mistakes. It reorganizes more frequently and more radically than its competition. IBM uses organizational structure as a tool to achieve a given objective at a given time. IBM has developed structures and techniques to make this possible. First, IBM is modular; building blocks of expertise can be shuffled to meet needs. Second, it uses contention management, which involves setting objectives for the divisions that, in some cases, create product and marketing overlap. Third, IBM tries to make sure that its units have enough clout for the tasks they are assigned. Fourth, the focus of IBM's approach to new markets has changed, concentrating resources on specific tasks and problems. In addition, IBM adheres to the principle that, in any given market, the longer the market has been in existence, the more difficult market entry is. Charts.
Desc.: Case studies; IBM-Armonk NY; Organizational plans; Corporate reorganization; Organizational structure; Lines of business reporting; Corporate management
CLASS. CODES: 9110 (CN=Company specific); 8651 (CN=Computer industry); 2320 (CN=Organizational structure)

Y039015 3
86006196
A Substantive Test for Sherman Act Plurality: Applications for Professional Sports Leagues
Brock, James L., Jr.
University of Chicago Law Review v52n4 PP: 999-1031 Fall 1985 CODEN: UCLRA2
ISSN: 0041-9494
Jrnl Code: UCL
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 33 Pages
AVAIL.: University of Chicago Law Review, 1111 E. 60th St., Chicago, IL 60637
The US Supreme Court decision in Copperweld Corp. versus Independence Tube Corp. (1984) adopts a new approach to the plural business conduct issue. The Court ruled that a parent and its wholly owned subsidiary must be viewed as a single entity for Sherman Act purposes. The Court's decision compels a fresh attempt to categorize joint firm conduct as either unilateral or concerted. Copperweld is examined, and a new approach is proposed to the plurality issue based on the case's reasoning. A brief outline is presented of the structure of sports leagues. Current approaches to the plurality description of sports leagues are reviewed. It is found that these approaches do not survive Copperweld. The proposed plurality test is applied to professional sports leagues by examining 3 kinds of league decisions that might be challenged on antitrust grounds. References.
Desc.: Sherman Antitrust Act 1890-US; Antitrust laws; Litigation; Supreme Court decisions-US; Professional sports; Organizational structure; Federal court decisions-US; Competition
CLASS. CODES: 8330 (CN=Broadcasting & telecommunications); 4320 (CN=Legislation); 4330 (CN=Litigation)

Y039015 4
86005575
Thriving Like a Healthy Biotech Culture, Sweden's Pharmacia Is on a Growth Path
Kaza, Juris
ICC Business World (France) v4n1 PP: 19-20 Jan-Mar 1986
ISSN: 0756-4392
Jrnl Code: IBW
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Sweden's Pharmacia, spurred by the success of its Healon gel, has been growing rapidly and changing its organizational structure to accommodate expansion. The firm's major strength lies in its tradition of producing biologically derived rather than chemically synthesized substances. Healon, for example, is derived from roosters' combs; it is used in eye cataract surgery. According to Pharmacia President Erik Danielsson, the company has a major presence in the US, where he would like to gain a strong position in the market for intraocular lenses, and is now moving into Japan. Danielsson explains that good communications with the customer necessitated periodic company reorganizations and predicts that Pharmacia's growing research efforts will further diversify internationally. Spending on research and development rose 36% in 1984, to around $50 million. Although Pharmacia has a leading role in several fields in global markets, Danielsson conceded that the firm faces competition.
Desc.: Genetic engineering; Sweden; Case studies; Pharmaceutical industry; Corporate growth
CLASS. CODES: 9110 (CN=Company specific); 9170 (CN=Non-US); 8641 (CN=Pharmaceuticals industry)

Y039015 5
86005231
Ecology and Society: A Lesson for Organization Theory, from the Logic of Economics
Robins, James A.
Organization Studies v6n4 PP: 335-348 1985
ISSN: 0170-8406
Jrnl Code: ORS
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 14 Pages
AVAIL.: ABI/INFORM
Recent research on organizational ecology has helped to clarify the discussion of organization-environment relations by making a precise, analytical distinction between the organization and its environment. However, the clarity of this distinction also discloses serious problems with the population perspective on organizations. Ecology's association with evolutionism hinders it in dealing with some of the central issues of organizational analysis. Ways in which the precision of ecology may be combined with social and economic theories other than evolutionism to analyze the organization in its social environment are examined. Neoclassical economics functions as a model for the type of theory that can be used in place of evolutionism. The underlying axiomatic structure of neoclassical economics is examined, and the general logic required to link ecological and social theories for organizational analysis is outlined. References.
Desc.: Organization theory; Organizational; Ecology; Studies; Efficiency; Organizational structure; Control
CLASS. CODES: 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical)

Y039015 6
86004356
Standing Firm on Shaky Ground -- How to Guide Your Organization Through a Transition
Shortell, Stephen M.; Mickus, Raymond F.
Healthcare Forum v29n1 PP: 55-58 Jan/Feb 1986 CODEN: HOFOA6
ISSN: 0018-5663
Jrnl Code: HPF
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
Recent trends in health care (such as increased competition and fiscal restraints) are forcing many hospitals to reverse their major orientations. This is likely to involve major changes in structure, strategy, and management practices. The principle underlying any effective strategy for the management of transitions is that a health care organization is a system of interdependencies, not merely an isolated part. Accordingly, they should develop collaborative arrangements with different organizations. New services and markets should be continuously under development. Transitions almost always cause structural changes within an organization. They may also cause reevaluation of the organization's values, goals, and expectations. With proper direction, ambiguity, uncertainty, and conflict can be converted into direct, positive energy. In the course of this effort, hospital policymakers must learn to take prudent risks and (sometimes) make bold decisions. Charts.
Desc.: Hospitals; Trends; Changes; Transitions; Strategy; Organizational structure; Organizational behavior; Reorganization
CLASS. CODES: 8320 (CN=Health care industry); 2500 (CN=Organizational behavior); 2320 (CN=Organizational structure)

Y039015 7
86003859
Revamping Organizations Through Cultural Intervention
Vrakking, Willem J.
Jrnl of Mgmt Consulting (Netherlands) v2n3 PP: 10-16 1985
ISSN: 0168-7778
JRNL CODE: JCS
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
Organizations that are not experiencing a crisis but are inefficient or ineffective may benefit from a program of cultural intervention. The organizational culture consists of a coherent system of values that is shared by members in some degree. Cultural intervention begins by diagnosing this culture. Other steps in the process include: 1. discussing with the top management notions about the culture, 2. emphasizing and building on the organization's strong points, 3. implementing an imaginative action plan, 4. immediately making any easily achieved changes, and 5. evaluating actual modifications in functioning. Cultural intervention also can begin by introducing normative exemplary behavior by other organizations. This method involves: 1. the bottom level learning to influence the top level, 2. groups receiving training together with their leader, and 3. an equilibrium between cooperation and competition. Tables. Charts. References.
Desc.: Organizational structure; Corporate culture; Influence; Organizational; Design; Organizational change
CLASS. CODES: 2500 (CN=Organizational behavior); 2320 (CN=Organizational structure)

Y039015 8
86003548
Company Relocation: The Search for Pastures New
Nash, Tom
Chief Executive (UK) PP: 48-52 Nov 1985 CODEN: CEMODL
ISSN: 0140-8543
JRNL CODE: CEX
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
Companies relocate for a variety of reasons, such as problems with space or inadequate facilities, endemic labor problems, or geographical shifts in markets. Company relocation is a complex undertaking and should be attempted only after a thorough self-analysis comparing the aspects of the current location with those of the proposed site. It is essential to establish an organizational structure to handle the tasks involved, including: 1. a steering committee to provide guidance on policy matters, 2. a small team to conduct initial feasibility studies until a course of action is selected, and 3. a project manager with overall responsibility for the day-to-day implementation of the relocation. Steps in relocation involve a search for and evaluation of locations, the selection of premises, the planning and execution of the actual move, and the consideration of existing and new staff.
Desc.: UK; Site selection; Relocation of industry; Location analysis
CLASS. CODES: 9170 (CN=Non-US); 2310 (CN=Planning)

Y039015 9
86001456
Strategic Alternatives in Emerging Industries
Macdonald, Roderick J.
Jrnl of Product Innovation Mgmt v2n3 PP: 158-169 Sep 1985 CODEN: JPIMDD
ISSN: 0737-6782
Jrnl Code: JPI
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 12 Pages
AVAIL.: ABI/INFORM
The implicit strategy embodied in a firm's day-to-day behavior determines its success in an emerging industry. A conceptual model is provided to show a firm's strategic relationships and to suggest how the strategic posture of a company develops. The model draws on literature and previous studies, but it remains heuristic since it is not based on an extensive and systematic empirical study. The model is applicable to new high-technology firms in emerging industries. Launching such a business poses a particular challenge regarding both the analysis of the wide range of vague data available on the future industry and the opportunity for triggering historical events that eventually define the industry structure. Options for meeting this challenge can shape the organizational processes and strategic management of the firm. These processes include: 1. entering an industry that is naturally fragmented or otherwise affording niches, 2. developing expertise in conjecture for the timely entry/exit in pioneering a series of industries, and 3. anticipating the evolution of industry competition. Tables. Graphs. References.
Desc.: High technology; Industries; Strategic planning; Start up; Companies; Organizational structure; Markets; Characteristics; Market strategy; Options
CLASS. CODES: 2310 (CN=Planning); 9130 (CN=Experimental/Theoreti- cal); 7000 (CN=Marketing)

Y039015 10
86000057
Europe on $150 a Square Foot
Heery, George T.
Corporate Design & Realty v4n9 PP: 96-98 Nov 1985
ISSN: 8750-8206
Jrnl Code: CRD
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
US businesses that plan to build or renovate office or plant space in Europe should be aware of the problems, higher costs, and delays that often occur. Each country has its own rules, regulations, and building profession organizational structure. The design and construction of buildings in Europe do not conform to the type of budgets and schedules commonly used in the US. In the UK, design and construction practices are unfamiliar to US businesses. In addition, higher costs and the lack of competition present problems to US firms. Labor productivity is lower in the UK, and professional services are fragmented. To overcome these problems, a centralized, integrated management approach is recommended. Also, projects that will preserve the facade and structural shell of an existing building may win approval more easily.
Desc.: Multinational corporations; Europe; UK; Facilities planning Design; Offices; Modifications; Renovations
CLASS. CODES: 9170 (CN=Non-US); 9510 (CN=Multinational corporations); 5110 (CN=Office management)

Y039015 11
85039452
Organizational Acclimatization: An Analysis of the Selective Service System
Bowman, Ann O'M.; Snyder, William P.
Public Administration Qtrly v9n2 PP: 141-162 Summer 1985
ISSN: 0734-9149
Jrnl Code: SRP
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 22 Pages
AVAIL.: ABI/INFORM
Policy fluctuations have prompted organizational adjustments by the US Selective Service System (SSS) since its creation in the 1940s, and an examination shows that the agency faltered at some critical stress points, such as agency mission, leadership dimension, interagency relations, and agency adjustment capability. These pressure points contributed to the SSS' inability to defeat the opposition. The stages the SSS moved through include: 1. health, 2. declivity, 3. degeneration, 4. moribundity, and 5. resuscitation. Low morale was paradoxically accompanied by high efficiency during the 3rd and 4th stages, and the notion of mission as ideology was at work throughout both. While public agencies flourish in anonymity, threats to an agency are not just a matter of unpopularity. This agency's experience indicates that agency decline will result when organizational insufficiencies combine with an eroding policy climate. However, the SSS may represent an appropriate organizational form for the current fluid policy climate. Graphs. References.
Desc.: Military; Recruitment; Public policy; Trends; Government agencies; Organizational change; Organizational structure
CLASS. CODES: 9550 (CN=Public sector)

Y039015 12
85038042
On the Docket: Minuet in Maine
Meadows, Laura
Forbes v136n13 PP: 208 Nov 18, 1985 CODEN: FORBA5
ISSN: 0015-6914
Jrnl Code: FBR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 1 Pages
AVAIL.: ABI/INFORM
Mutual life insurance companies have trouble diversifying to counter increasing competition because they have no common stock. Union Mutual Life Insurance Co. (Portland, Maine) filed for conversion to a stock company in January 1985 but has had conflicts with Theodore T. Briggs, Maine's superintendent of insurance. Union Mutual wanted to give policyholders a choice between stock with a value equal to their share in the company's statutory surplus, or cash equal to half their share. However, Briggs had Maine change its law to require cash equal to 100% of policyholders' share. In addition, determining what constitutes a ''fair and equitable'' demutualization and what price to set on new equity issues can be difficult. One solution is to give policyholders the right to cash out only at negligible amounts and prohibit new equity issues by the insurers for a while.
Desc.: Insurance industry; Case studies; Mutual life insurance companies; Organizational structure; Conversion; Corporate reorganization; State laws; Regulations
CLASS. CODES: 8210 (CN=Life & health insurance); 9110 (CN=Company specific); 4310 (CN=Regulation)

Y039015 13
85037994
Manifesto of Excellence, Good Service Squelches DP Mediocracy
Page-Jones, Meilir
Data Mgmt v23n11 PP: 36-40 Nov 1985 CODEN: DTAMBZ
ISSN: 0148-5431
Jrnl Code: DMG
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Many data processing departments are ''mediocracies, '' or organizations in which the mediocre prevails. The 2 main causes are employee cliques working for their own good and the tendency of employees to advance through denigrating others. The primary causes of a mediocracy leading to these features are: 1. absence of well-defined objectives for the organization, 2. weakness of the formal organization, 3. employee competition for advancement, 4. departmental problems limiting ability of employees to perform well, and 5. the tendency to self-perpetuate. Those at a low level in the organization have little chance of affecting change and may find it best to resign. Those at the middle level can set a good example, but without allies, may be ineffective. Those at the top of the organization may be able to break down the mediocracy by setting a good example, but traditional superficial remedies should be avoided. Diagrams.
Desc.: Management; Skills; Problems; Guidelines; In house; Competition; Organizational structure
CLASS. CODES: 2200 (CN=Managerial skills); 2500 (CN=Organizational behavior); 6500 (CN=Employee problems); 9150 (CN=Guidelines)

Y039015 14
85037856
Industry Cleans House
Ehrlich, Elizabeth
Business Week n2920 (Industrial/Technology Edition) PP: 32-33 Nov 11, 1985 CODEN: BUWEA3
ISSN: 0007-7135
Jrnl Code: BWE
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Surplus capacity, low product prices, and foreign competition are partially responsible for a current wave of write-offs by US corporations. Corporate aftertax write-offs reached over $4.8 billion on discontinued operations alone so far this year. Companies are cutting back not as a strategy for growth, but as a means of managing decline. Monsanto Co., for example, plans to write off some $559 million in assets to cover the costs of closing chemical facilities and funding an early retirement program. Some write-offs represent a change in corporate strategy; a recent $142-million charge by TRW Inc. followed a decision to get out of industrial products and aircraft components. Write-offs can mean the removal of a nonperforming asset that may result in lower depreciation charges and improved future earnings. Restructuring can also discourage corporate raiders looking for bargains and a return on their assets. Tables.
Desc.: Corporate reorganization; Divestiture; Writeoffs; Manyindustries; Manycompanies; Organizational structure
CLASS. CODES: 2320 (CN=Organizational structure)

Y039015 15
85037351
Strategic Management in an Enacted World
Smircich, Linda; Stubbart, Charles
Academy of Mgmt Review v10n4 PP: 724-736 Oct 1985
ISSN: 0363-7425
Jrnl Code: AMR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 13 Pages
AVAIL.: ABI/INFORM
A key debate within organization theory and strategic management is the issue of whether environments are objective or perceptual phenomena. A 3rd view is presented: environments are enacted through the social construction and interaction processes of organized actors. Three implications of the enacted environment concept for strategic management theory and practice are explored: 1. the abandonment of the prescription that organizations should adapt to their environments, 2. the rethinking of constraints, threats, and opportunities, and 3. the management of meaning as the primary role of strategic managers. It is contended that a strategic analyst should guide the strategic practitioner toward critical self-examination. The analysis presented guides the field of strategic management toward a critical examination of one of its major assumptions -- the nature of the organization-environment relationship. In both cases, success should be measured in terms of issues raised, not in terms of issues settled. References.
Desc.: Organization theory; Strategic management; Environment; Impacts
CLASS. CODES: 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical)

Y039015 16
85036755
John Young's New Jogging Shoes
Wiegner, Kathleen K.
Forbes v136n12 PP: 42-44 Nov 4, 1985 CODEN: FORBA5
ISSN: 0015-6914
Jrnl Code: FBR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Hewlett-Packard (HP), a major participant in the mid-size computer market, faces several challenges. HP (Palo Alto, California), with expected revenues of about $6.6 billion this year, faces strong competition. Moreover, chief executive John Young's attempts to reorganize the firm could depress the informality and risk-taking spirit that have made HP exceptional. However, Young believes the company's organizational structure must be centralized to meet the new demands of the computer market. Young has consolidated HP's computer division and instrument division. In addition, he is implementing a company-wide marketing effort. The firm plans to launch its Spectrum program next year to produce reduced instruction set computer products. HP also has a new group specializing in computer integrated manufacturing products for factory automation. Also, HP will begin developing computer-aided design, engineering, and manufacturing software.
Desc.: Hewlett Packard-Palo Alto Calif; Case studies; Computer industry; Competition; Business conditions; Corporate culture; Earnings per share; Stock prices; Corporate reorganization
CLASS. CODES: 9110 (CN=Company specific); 8651 (CN=Computer industry); 3400 (CN=Investment analysis); 2320 (CN=Organizational structure)

Y039015 17
85035126
The Government Securities Market: Playing Field for Repos
Syron, Richard; Tschinkel, Sheila L.
Economic Review (Federal Reserve Bank of Atlanta) v70n8 PP: 10-19 Sep 1985
Jrnl Code: ECR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 10 Pages
AVAIL.: ABI/INFORM
Repurchase agreements are important transactions in the US government securities market, which has grown considerably in recent years because of the rapid rise in Treasury debt. The market is characterized by a lack of comprehensive regulation, which has encouraged quick entry by many types of firms, keen competition, and unusual innovation. There are 5 broad categories of participants in the government securities market: 1. the US Treasury Department, 2. the Federal Reserve System, 3. primary securities dealers, 4. other dealers, and 5. a variety of investors. Government securities dealers perform 3 interrelated services: 1. They make markets for customers and offer information, analysis, and advice. 2. They maintain an inventory of securities. 3. They manage their positions in an attempt to profit from interest rate swings. The way a government securities operation fits into a company's overall organizational structure determines whether the operation is subject to the oversight and capital rules of the Securities & Exchange Commission. Charts. References.
Desc.: Government securities; Capital markets; Repurchase; Agreements; Secondary markets; Treasury Dept-US; Federal Reserve System-US Brokers; Regulation
CLASS. CODES: 8130 (CN=Investment services); 9550 (CN=Public sector); 4310 (CN=Regulation)

Y039015 18
85035015
John Young Speaks Out on HP's 'RISC': An Interview
Wilder, Clinton; Frederick, Sharon
Computerworld v19n40 PP: 15 Oct 7, 1985 CODEN: CMPWAB
ISSN: 0010-4841
Jrnl Code: COW
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 1 Pages
AVAIL.: ABI/INFORM
In a recent interview, John A. Young, president of Hewlett-Packard Co. (HP), said the firm is using the concept of Reduced Instruction Set Computing (RISC) technology to solve the problem of different architectures in various products. RISC is part of a long-term program called Spectrum that will cause basic changes in HP's organizational structure. Vectra, the new IBM Personal Computer AT-compatible product from HP, follows in the company's tradition of premium quality at a competitive price. The current computer slump is, to Young, more of an electronics slump, since all of HP's businesses have been equally affected. The biggest challenge facing the US in the area of world competition is developing a way to manage the process of international trade. HP's own products are selling well in Japan. HP did not join the Microelectronics and Computer Technology Corp. research consortium because to do so would have meant losing much competitive differentiation.
Desc.: Hewlett Packard-Palo Alto Calif; Computer industry; Case studies; R&D; Design
CLASS. CODES: 9110 (CN=Company specific); 8651 (CN=Computer industry)

Y039015 19
85034518
Freedom of Information Changes the Rules
Bradford, J. Allyn
Jrnl of Mgmt Consulting (Netherlands) v2n1 PP: 26-31 Winter 1984/1985
ISSN: 0168-7778
Jrnl Code: JCS
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
The growing importance of information has substantially altered the structure of power within organizations. Networking structures linking organizational information centers are replacing traditional authority structures based on hierarchical position for organizational decision making and problem solving. Management consultants will no longer be required to simply provide recommendations to top management. Instead, they must develop a problem-solving climate in which it is acceptable to have problems and to expect help with them, and that encourages the organization to define its problems and institutionalize its own problem-solving process. Consultants will need to develop the subtle arts of in-depth listening (to understand the essence of a problem) and constructive responding (to define useful and promising aspects of what has been heard). Through use of these 2 skills, trust and communications between managers and their teams can be enhanced, thus improving their ability to deal with future problem situations. References.
Desc.: Organizational structure; Organizational behavior; Management consultants; Skills; Problem solving
CLASS. CODES: 8310 (CN=Consultants not elsewhere classified); 2500 (CN=Organizational behavior)

Y039015 20
85032491
Exit Barriers and Vertical Integration
Harrigan, Kathryn Rudie
Academy of Mgmt Jrnl v28n3 PP: 686-697 Sep 1985 CODEN: AMJOD6
ISSN: 0001-4273
Jrnl Code: AMA
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 12 Pages
AVAIL.: ABI/INFORM
When firms are trapped in an industry by exit barriers, destructive competition and diminished profits result. Mobility barriers can prevent firms from changing their strategic postures so as to serve new customers. Questions concerning exit and mobility barriers are brought together with those concerning vertical integration strategies - the in-house production of goods and services that could be purchased from outsiders - to determine whether and when vertical integration represents an exit barrier. The analysis uses a sample of 192 strategic business units (SBU) from 16 industries. Results indicate that a high degree of internal transfers from upstream sister SBUs raises the heights of exit barriers, and that exit barriers will be higher for firms participating in many stages of vertically related processing than for firms that are not. Firms can lower exit barriers by limiting the degree, stages, and percentage of ownership that characterize their vertical relationships. Tables. Equations. References.
Desc.: Exits; Barriers; Vertical integration; Studies; Models; Strategic business units; Organizational structure
CLASS. CODES: 9130 (CN=Experimental/Theoretical); 2320 (CN=Organizational structure)

Y039015 21
85032480
Strategic Goals, Perceived Uncertainty, and Economic Performance in Volatile Environments
Bourgeois, L. J., III
Academy of Mgmt Jrnl v28n3 PP: 548-573 Sep 1985 CODEN: AMJOD6
ISSN: 0001-4273
Jrnl Code: AMA
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 26 Pages
AVAIL.: ABI/INFORM
The normative strategic management literature holds that strategists should make decisions based on accurate assessments of their external environments, while the empirical organization theory literature assumes that high levels of perceived uncertainty hurt performance. Examination is made of the relationship between top management perceptions of uncertainty, corporate goal structures, and industry volatility in explaining economic performance in 20 firms. In particular, taking an approach between the 2 research traditions, coalignment is examined from the viewpoint of top management teams, with external environment treated as an objectively measured, industry attribute. Results indicate that attempts to avoid true environmental uncertainty and to seek high levels of goal congruence may be dysfunctional. Until strategy making can be brought into the laboratory, relationships inferred from data will have to suffice as bases for models of aspects of the strategy-making or coalignment process. Tables. Charts. Graphs. References.
Desc.: Studies; Strategic management; Environmental scanning; Executives; Decision making; Perceptions; Attitudes; Statistical analysis
CLASS. CODES: 2310 (CN=Planning); 9130 (CN=Experimental/Theoreti- cal)

Y039015 22
85031536
Flexibility and Integration at the Workplace
Cross, Michael
Employee Relations (UK) v7n1 PP: 3-7 1985 CODEN: EMREDQ
ISSN: 0142-5455
Jrnl Code: EMP
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 5 Pages
AVAIL.: MCB Publications Ltd., 198/200 Keighley Rd., Bradford, W. Yorkshire, England BD9 4JQ
A number of companies in the UK are embarking on long-term programs of restructuring to: 1. increase the cost-effective use of human resources, 2. strengthen site and business identity, and 3. generally improve the quality of working life and employee relations. The need for such changes is the result of both economic and technical factors, such as increased competition and the increasing complexity of operational processes. The steps taken by companies in search of more flexible human resource arrangements include: 1. reduction in the numbers employed in all trades, 2. encouragement of core trades to form mechanical and electrical/instrument craft jobs through a series of productivity/flexibility agreements, 3. the combination of production and front-line maintenance resources under a common management/supervisory structure, and 4. further integration of these resources through the development of multidiscipline/multirole craftspeople. These trends will affect education and training, unions, employers, and contractors. Tables. Diagrams. References.
Desc.: Economic conditions; Technological change; Organizational structure; Corporate culture; Management styles; Human resources; Contract labor; Personnel management
CLASS. CODES: 2500 (CN=Organizational behavior); 6100 (CN=Human resource planning)

Y039015 23
85031367
Restructuring Organizations for Improved Productivity: A Case in Point
Nienstedt, Phil; Wintermantel, Richard
Personnel v62n8 PP: 34-40 Aug 1985 CODEN: PSNLAH
ISSN: 0031-5702
Jrnl Code: PER
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
It is thought that lean, flexible organizations are better able to keep up with trends, develop new ideas, and make the decisions needed in today's worldwide competitive environment. Motorola Inc. (Schaumburg, Illinois), one of the fastest-growing firms in the electronics category, asked its organization and human resources professionals to identify opportunities for shrinking the organizational structure to gain competitive advantage. Human resource managers at Motorola developed a simple process management used to reduce managerial layers and widen spans of control. The process involved: 1. obtaining data, 2. analysis, 3. discussion, 4. goals negotiation, and 5. implementation and tracking. Top management support was an integral element in the successful implementation of the process. A computerized system was used to keep track of current information on spans and layers, to determine the precise improvements realized, and to access data to establish future goals. The program has realized significant annual savings, as well as other benefits. Charts.
Desc.: Case studies; Electronics industry; Motorola-Schaumburg Ill Organizational structure; Corporate reorganization; Efficiency
CLASS. CODES: 9110 (CN=Company specific); 8650 (CN=Electrical & electronics industries); 2320 (CN=Organizational structure)

Y039015 24
85030898
Today's FIA: Voice of the Industry
Anonymous
Futures: The Magazine of Commodities & Options Special Issue PP: 16, 18
1985 CODEN: CMMOD9
ISSN: 0279-5590
Jrnl Code: CMM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
The nonprofit Futures Industry Association (FIA) today represents over 100 futures commission merchant members, about 150 associate members, and about 20 international members. The FIA's objectives are to: 1. provide a voice for the industry, 2. preserve the freedom and competition of futures markets, 3. protect public participants through high standards of integrity and conduct, 4. increase world awareness of the roles and benefits of futures trading, 5. monitor legislation and regulation and represent the industry, 6. compile market statistics and other information for public use, and 7. develop educational materials and training programs on futures trading. The FIA grew out of the Association of Commodity Exchange Firms, and it now has 7 divisions to act as board advisers: 1. operations, 2. law and compliance, 3. options and new products, 4. research, and 5. training and sales development. The last 2 divisions are the Chicago and Kansas City chapters, which represent FIA locally. There are also 2 board advisory members, the International Committee and the UK Committee, which are trying to extend FIA services outside the US.
Desc.: Associations; Brokerage industry; Case studies; History; Organizational structure
CLASS. CODES: 9540 (CN=Nonprofit institutions); 9110 (CN=Company specific); 9180 (CN=International); 8130 (CN=Investment services)

Y039015 25
85030013
A National Survey Study of Bank Services and Prices Arrayed by Size and Structure
Rose, Peter S.; Kolari, James W.; Riener, Kenneth W.
Jrnl of Bank Research v16n2 PP: 72-85 Summer 1985
ISSN: 0021-9215
Jrnl Code: JBR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 14 Pages
AVAIL.: ABI/INFORM
This study investigates the theory that bank service offerings, pricing policies, organizational goals, and portfolio composition are significantly influenced by bank size and organizational structure. A questionnaire was mailed to a stratified, random sample of 2, 751 banks; 498 responses were usable. The results indicate that both bank size and organizational structure are important, statistically and economically, in influencing service offerings and prices. As banks expand into larger size groups, branch, or are acquired by holding companies, service offerings tend to expand, higher average thrift deposit rates are paid, and high representative loan rates are charged. Smaller, independent institutions concentrate more resources on basic transactions services and less on savings and credit programs. Demand and competition act together to stimulate more service offerings and more responsive pricing. Overall, the results indicate that large banks and those acquired by multiple-office organizations expand services, price more explicitly and aggressively, and are more oriented toward growth and profitability as key managerial objectives. Tables. References.
Desc.: Bank services; Prices; Size; Organizational structure; Deregulation; Competition; Questionnaires; Fees; Interest rates; Banking industry
CLASS. CODES: 8120 (CN=Retail banking)

Y039015 26
85029998
Why Companies Must Reorganize in the Age of Global Products
Ohmae, Kenichi
International Mgmt (UK) v40n9 (Europe Edition) PP: 117 Sep 1985 CODEN: ITMGAT
ISSN: 0020-7888
Jrnl Code: IMG
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 1 Pages
AVAIL.: ABI/INFORM
Because of the growing number of products they are selling worldwide, multinational companies have begun to restructure and reassign responsibilities at the local, regional, and corporate levels. Increasingly, successful firms aim for a maximum number of commonalities in design, then try to be responsive to local tastes. In addition to the traditional multinational organization (heavily centralized) and the multilocal (primarily automonous), a 3rd type of organization, the multiregional, is emerging in response to the need for true economy of scale and competitive cost advantage. Multiregional companies may be the next logical step in the evolution of multinationals because they allow headquarters to exploit growing commonalities between regions while remaining responsive to differences in each market. Today, global products demand a more consistent and coordinated worldwide operation. Headquarters must provide that as well as the stimulus for identifying emerging technologies, products, and competition. A further role for global headquarters is to make room for future divisions within the corporation.
Desc.: Corporate reorganization; Multinational corporations; Organizational structure; Formal organization
CLASS. CODES: 9510 (CN=Multinational corporations); 2320 (CN=Organizational structure)

Y039015 27
85029471
New York: The Fiscal Rebirth of the Big Apple
Strugatch, Warren
FE: The Magazine for Financial Executives v1n8 PP: 24-29 Aug 1985 CODEN: FIEXAW
ISSN: 0015-1998
Jrnl Code: FEX
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
Ten years ago this fall, New York City leaders were engaged in an effort to convince the federal government of the city's impending bankruptcy. In return for its help, the government insisted that New York adopt generally accepted accounting principles. The move required only 6 years; by 1981 the city was being audited according to these accounting principles. The $16-million Integrated Financial Management System (IFMS) played a major role in the city's revival. Recording transactions on integrated databases, IFMS provides New York with budget, accounting, and payroll functions. The system identifies responsibility in line agencies and relates allocations and expenditures to organizational structure. Since the crisis, the relationship between the mayor and investors has become a critical issue. Besides financial controls, Edward Koch's administration has created a favorable economic climate. In April 1985, Koch refinanced its federally guaranteed debt, and there is now talk of disbanding some of 1975's mechanisms, such as the Financial Control Board.
Desc.: Cities; Financial management; MIS (MAN); Local government; Case studies; Budgeting; Financial planning; Refinancing; New York
CLASS. CODES: 9550 (CN=Public sector); 3100 (CN=Capital & debt management); 9110 (CN=Company specific); 5240 (CN=Software & systems)

Y039015 28
85029426
Analytical Models of Competition with Implications for Marketing: Issues, Findings, and Outlook
Eliashberg, Jehoshua; Chatterjee, Rabikar
Jrnl of Marketing Research v22n3 PP: 237-261 Aug 1985 CODEN: JMKRAE
ISSN: 0022-2437
Jrnl Code: JMR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 25 Pages
AVAIL.: ABI/INFORM
Marketing managers increasingly are recognizing the need to analyze competition in formulating strategic marketing plans. The present paper develops a marketing framework for competitive analysis and applies the framework in a review of a sample of analytical models of competition from the economics, management science, and marketing science literature. Models are reviewed in 3 groups, including: 1. deterministic models of competition among incumbent firms, subdivided according to the marketing variables they incorporate, 2. deterministic models of competitive entry, and 3. models of decision making under uncertainty. The major marketing implications of the models are summarized as a set of propositions for empirical testing. Finally, recommendations are made regarding future modeling efforts that will better cover marketing decision areas, such as: 1. development of dynamic models of multiple competitor entries, 2. marketing mix impacts on competition, 3. product line/segmentation decisions, and 4. organizational structure/distribution decisions. Tables. References.
Desc.: Marketing; Competition; Models; Market strategy; Oligopoly; Supply & demand; Quality; Pricing; Marketing mixes; Decision making; Organizational structure; Hypotheses
CLASS. CODES: 7000 (CN=Marketing); 9130 (CN=Experimental/Theoret- ical)

Y039015 29
85028603
Designing High Commitment - High Performance Organizations
Huczynski, Andrzej A.
Technovation (Netherlands) v3n2 PP: 111-118 Jun 1985
ISSN: 0166-4972
JRNL CODE: TCH
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
Market competition and new technology render the continued use of the bureaucratic-scientific form of organizational design untenable. A basic review of company organization must consider the company as a sociotechnical system and as such will focus upon: 1. jobs and roles and their relationships, 2. the mechanisms for sharing goals and values, 3. the nature of communication and authority channels, 4. career, reward, and assessment schemes, and 5. norm setting and justice mechanisms. The goal is to create an innovative organization in which all employees can effectively perform a challenging role. A high commitment-high performance organization structure follows 3 key principles of organization: 1. The product or service is at the core of the organization. 2. The people who know most about the product or service are the employees on the spot, and it is they who are in the best position to manage it. 3. The employees need to understand the overall goals of the organization. The organizational design for high commitment-high performance can be visualized in 3 different models: autonomous work group, intrapreneurial group, and subcontracting group. References.
Desc.: Organizational structure; Design; Organizational behavior; Models
CLASS. CODES: 2500 (CN=Organizational behavior); 2320 (CN=Organizational structure)

Y039015 30
85025600
Increasing Trust Improves Productivity
Dwivedi, R. S.
Long Range Planning (UK) v18n3 PP: 82-90 Jun 1985 CODEN: LRPJA4
ISSN: 0024-6301
Jrnl Code: LRP
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 9 Pages
AVAIL.: ABI/INFORM
Management by trust (MBT) is a dynamic system that is based on definable, measurable, and developable units of trusting behavior involving the achievement of effective performance through optimization of organizational structure and processes, assimilation of conflicts, and integration of goals. Application of MBT at 2 plants in India is discussed: 1. A printing press has grown steadily, largely because of managerial concern and care for human resources and constant efforts to develop and maintain a climate marked by a high level of trust and confidence in the light of continuous research results. 2. A paper coating plant was characterized by fluctuations in trusting-distrusting relationships at different levels. Surveys were taken at each plant following implementation of MBT. Levels of trust increased while levels of distrust decreased. In addition, both plants experienced a substantially improved financial position. Tables. Charts. Graphs. References.
Desc.: Productivity; Management styles; Theory Y; Organizational structure; Organization development
CLASS. CODES: 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical)

Y039015 31
85024451
Changing Management Trends in Atlantic Canada
Sears, John T.
Business Qtrly (Canada) v50n1 PP: 99-101 Spring 1985 CODEN: BUQUAL
ISSN: 0007-6996
Jrnl Code: BSQ
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Changing management trends are starting to appear in Atlantic Canada. Sensitivity to marketing issues has increased as managers recognize the major shift to a buyer's market. Consequently, they are placing a higher priority on the marketing function and are paying more attention to merchandising and sales promotion. Firms that have survived the pressures of the recession, high interest rates, and competition are downsizing and retrenching across a broad spectrum of activities. This has resulted in a consolidation of responsibility and accountability. Firms are placing more emphasis on the financial dimensions of decisions. Also, the financial decisions are being made at higher levels in the organizational structure. Other trends include: 1. increased verbal recognition of the importance of human resources management, 2. increased emphasis on planning in general, and 3. recognition of the needs of employees and customers.
Desc.: Canada; Atlantic; Business conditions; Trends; Regions; Mining industry
CLASS. CODES: 9170 (CN=Non-US); 8500 (CN=Extractive industries)

Y039015 32
85023589
Strong Medicine for General Nutrition
Rothman, Matt; Dobrzynski, Judith H.
Business Week n2902 (Industrial/Technology Edition) PP: 57-58 Jul 8, 1985 CODEN: BUWEA3
ISSN: 0007-7135
Jrnl Code: BWE
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
In 1984, General Nutrition Inc. (GNC), a company with a myriad of problems, had a 55% drop in earnings to $11 million. Problems include: 1. a grand jury indictment of 5 employees for misrepresentation, 2. an antitrust suit that cost the company $3.5 million, 3. an additional suit that could cost the company $27 million, 4. competition from mass merchandisers, and 5. a leveling in vitamin consumption. Chief executive Jerry D. Horn, who was installed after a power struggle and a firing, plans a new design that will assist in upgrading the company's image. Emphasis will be placed on specialty foods, and the number of GNC labels on vitamins will be cut from 7 to 2 or 3. GNC is hoping to carve a niche in the market as an authority on health and nutrition. Horn's priorities include: 1. the formation of an organizational structure, and 2. better relations with the Food and Drug Administration.
Desc.: Case studies; Food processing industry; Vitamins; Nutrition Market strategy; Marketing; Litigation; False advertising; Pharmaceutical industry
CLASS. CODES: 9110 (CN=Company specific); 8610 (CN=Food processing industry); 8641 (CN=Pharmaceuticals industry)

Y039015 33
85022633
Social Power Bases of Marketing Executives: The Relationship with Organizational Climate
McDaniel, Stephen W.; Futrell, Charles M.; Parasuraman, A.
Jrnl of Business Research v13n1 PP: 77-85 Feb 1985 CODEN: JBRED4
ISSN: 0148-2963
Jrnl Code: JBU
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 9 Pages
AVAIL.: ABI/INFORM
A mail questionnaire survey of 343 marketing executives is reported. The association between organizational climate and social power of the executives is investigated. An attempt is made to determine whether certain conditions in the organizational environment are more conducive than others to a marketing executive's holding one social power base rather than another. Data were collected from a questionnaire mailed to 1, 637 marketing managers, with a response rate of 32.4%. The findings indicate that the 3 desirable power bases - expert, referrent, and legitimate - are correlated with the 4 organizational climate dimensions considered - reward orientation, personnel policies, management by objectives orientation, and status orientation. These results tend to support the conventional wisdom of emphasizing these organizational climate attitudes. The undesirable power base of coercive power was correlated with none of these organizational climate dimensions. Recommendations for top executives are presented. Tables. References.
Desc.: Marketing; Executives; Power; Organization theory; Social research; Correlation analysis
CLASS. CODES: 2200 (CN=Managerial skills); 7000 (CN=Marketing); 9130 (CN=Experimental/Theoretical)

Y039015 34
85021103
'Intrepreneuring': New-Age Fiefdoms for Big Business?
Lee, Chris; Zemke, Ron
Training v22n2 PP: 27-41 Feb 1985 CODEN: TRNGB6
ISSN: 0095-5892
Jrnl Code: TBI
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 11 Pages
AVAIL.: ABI/INFORM
Intrapreneuring - entrepreneuring within an established company - is corporate America's latest management scheme to awaken achievement, initiative, and innovation in the ranks. Intrapreneurs are those who know how to manipulate their organizations to meet their needs to do something different. Critics say that there are many inhibitions to entrepreneuring in a large company and that true entrepreneurs aren't ever likely to be found in large organizations. Still, there are a few corporations that openly nourish intracorporate entrepreneurship. Their chances of success are proportional to the degree to which the intrepreneurs can move out from under the corporate hierarchy and answer to management only in terms of bottom line results. Strategies an organization can follow to create a climate of entrepreneurship are: 1. Recognize that bureaucracy and hierarchy are not conducive to innovation. 2. Intrapreneurs' managers should be coaches and mentors, not authority figures. 3. Managers of intrapreneurs should be willing to tie compensation to results.
Desc.: Innovations; Product development; Entrepreneurs; Small business; Big business; Decentralization; Corporate culture; Guidelines; Organizational structure; Opinions
CLASS. CODES: 2320 (CN=Organizational structure); 7500 (CN=Product planning & development); 9150 (CN=Guidelines)

Y039015 35
85019006
The Strategic Management of Canadian Multinationals: The Pulp and Paper Industry
Rugman, Alan M.
Multinational Business (UK) n1 PP: 18-26 1985
ISSN: 0300-3922
Jrnl Code: MTN
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 9 Pages
AVAIL.: Economist Intelligence Unit Ltd., 75 Rockefeller Plaza, New York, NY 10019 or 27 St. James's Pl., London, England SW1A 1NT
In a world of increasing global competition, the relatively small, open trading nation of Canada survives by having its own multinationals (MNC). The main advantage of the Canadian MNCs is that they have competitive strengths based on the national resources of the nation. In addition, Canadian MNCs have chosen to service foreign markets by subsidiary production rather than by other means of entry. The 4 largest Canadian pulp and paper firms are also MNCs. These are: 1. MacMillan Bloedel, 2. Abitibi-Price, 3. Domtar, 4. Consolidated-Bathurst. The success of these 4 firms is largely based on their ability to control and manage Canada's timber resources, but it is also due to their development of manufacturing and marketing expertise. Vertical integration has helped internalize resource advantages, and diversification has helped the MNCs compete. Decentralized organizations, global competitive strategies, and product specialization are important characteristics all 4 MNCs possess. Finally, government protection, influence, and assistance are effective barriers to foreign rivals and provide financial and political power. References.
Desc.: Canada; Multinational corporations; Strategic management; International trade; Trade barriers; Diversification; Organizational structure
CLASS. CODES: 9170 (CN=Non-US); 9510 (CN=Multinational corporations); 1300 (CN=International trade & foreign investment); 2320 (CN=Organizational structure)

Y039015 36
85019000
Restructuring Accounting Firms for Better Client Service
Gordon, Judith R.; Corsini, Louis S.; Fetters, Michael L.
Sloan Mgmt Review v26n3 PP: 43-55 Spring 1985 CODEN: SMRVAO
ISSN: 0019-848X
Jrnl Code: SMZ
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 13 Pages
AVAIL.: ABI/INFORM
Accounting firms have implemented variations of 3 structural prototypes: 1. the functional structure, 2. project management, and 3. matrix design. An integrated structure, which has many of the advantages of a matrix structure, has characteristics that include: 1. flexible grouping of individuals, 2. market-oriented grouping of individuals, 3. decentralization of decision making, and 4. grouping across divisions. Interviews with a sample of managers and partners in 2 Big Eight accounting firms showed that the audit, tax, and management services operate with little prespecified interaction and coordination with other divisions. Factors that influence the extent and type of integration include: 1. the firm's strategy regarding industry specialization, market segmentation, and technical expertise, 2. the modus operandi of the office partner in charge, 3. office size, and 4. client requirements. The success of a firm in moving to a more integrated structure depends on the ability of and support provided for the audit manager and the nature of the interactions between audit, tax, and management services. Tables. Charts. References.
Desc.: Accounting firms; Competition; Customer services; Organizational structure; Changes
CLASS. CODES: 4110 (CN=Accounting firms & accountants); 2320 (CN=Organizational structure)

Y039015 37
85018018
Planning for a Rapidly Changing Environment in SAS
Stiwenius, Olle
Long Range Planning (UK) v18n2 PP: 22-29 Apr 1985 CODEN: LRPJA4
ISSN: 0024-6301
Jrnl Code: LRP
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
For a long time, Scandinavian Airlines (SAS) operated in a steadily expanding market very much protected by international airline agreements. Profitability was maintained by generally economizing and reciprocally dividing the markets. However, rising energy prices, price wars, declining demand, and liberalization of air-transport competition placed SAS in a loss-making position. It became clear that the competitive environment demanded a completely new corporate philosophy. The new objective was to adapt to market preferences, that is, to become attractive to passengers by meeting their demands. To monitor consumer tastes, increased emphasis was placed on feedback from ''front-line'' employees. This basic change necessitated a reorganization that achieved the greatest possible market contact and the greatest possible delegation of responsibility and authority to the front-line. Efforts were made to become a more market-oriented company, offering customers those services for which they were prepared to pay. To lower costs, the initiative was taken to decentralize managers closer to the market. The corporate culture changed as well, such that the customer is the center where opportunities are created for individual initiative. Charts. Graphs. Diagrams.
Desc.: Sweden; Airlines; Airline industry; Case studies; Organizational structure; Decentralization; Corporate culture; Strategic management; Strategic planning; Turnaround management
CLASS. CODES: 8350 (CN=Transportation industry); 9110 (CN=Company specific); 9170 (CN=Non-US); 2310 (CN=Planning)

Y039015 38
85016406
Redefining the Boundary Spanning-Environment Relationship
Schwab, Robert C.; Ungson, Gerardo R.; Brown, Warren B.
Jrnl of Mgmt v11n1 PP: 75-86 Spring 1985 CODEN: JOMADO
ISSN: 0149-2063
Jrnl Code: JOM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 12 Pages
AVAIL.: ABI/INFORM
A study was done to determine whether boundary spanning is related to structural variables (size, industry, function, level, or perceived influence) or environmental changes. The wood products industry and high-technology industry were chosen for the study. The wood products industry is a mature stable industry, while the high-technology electronics industry is growing and innovative. The sample consisted of 379 people from 36 companies whose primary role is to deal with the external environment (unions, distributors, competitors, etc.). Boundary spanning activities were split into acquiring and distributing transactions. There was a significant positive correlation between boundary spanning and environmental variables. Environmental predictability, control, and importance were the best measures of the relationship. No relationship was found between boundary spanning and hierarchical level. Tables. References.
Desc.: Boundary spanning; Environmental accounting; Studies; Organizational behavior; Statistical analysis
CLASS. CODES: 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical)

Y039015 39
85016357
Managing New Ideas
Dugas, Christine
Ad Forum v6n4 PP: 34-38 Apr 1985
ISSN: 0274-6328
Jrnl Code: ADF
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
According to a study by Booz-Allen & Hamilton Inc., only 10% of all new products introduced between 1977 and 1981 were truly innovative. A major problem is a business' management climate that may fail to create conditions conducive to creative product development. Four contributing factors are: 1. the rapid turnover of marketing personnel, 2. the isolation from one another of research and development (R&D) and marketing units, 3. reward systems that inhibit risk taking, and 4. lack of contact between senior management personnel and members of the product development and marketing units. Several steps can be taken to create an environment supportive of innovative product development, including: 1. providing free time for R&D personnel to work on their own projects, 2. upgrading R&D personnel, 3. creating venture groups - small teams with representatives from each of a company's disciplines, 4. permitting access to senior managers for product development staff members, and 5. offering reward incentives for development of original products. Graphs.
Desc.: Product development; R&D; Innovations; Marketing management Corporate culture; Organizational structure; Manycompanies; Opinions
CLASS. CODES: 5400 (CN=Research & development); 7500 (CN=Product planning & development)

Y039015 40
85015830
Companies Need to Establish Climate That Fosters Innovation
Greenwald, Ruth
Industrial Engineering v17n4 PP: 10-12 Apr 1985 CODEN: IDLEB9
ISSN: 0019-8234
Jrnl Code: INE
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Three conditions are necessary for companies to establish an innovative climate. The first is a structure that is neither too unstructured nor too rigid, both of which stifle innovation. A structure that does not provide adequate guidelines causes confusion and waste, whereas a bureaucratic structure resists change. The 2nd condition is that the organization provide a supportive culture in which innovative successes (or failures) are not met with hostility. Innovative ideas are risky but the company cannot force the innovative employee to ''play it safe, '' and this kind of supportive culture takes time to develop. The 3rd part of an innovative climate is if the organization holds the innovator responsible for not only new ideas but their implementation. Organizations should not encourage the idea that thinkers are not doers. Thinkers should also have contact with customers to get a first-hand view of users' needs. The successful companies of the future will provide innovative climates with appropriate structures, a supportive culture, and action oriented employees. References.
Desc.: Organizational behavior; Corporate culture; Creative; Innovations; Organizational structure; Implementations
CLASS. CODES: 2500 (CN=Organizational behavior); 5400 (CN=Research & development)

Y039015 41
85015813
CEO Perspectives on Mission, Healthcare Systems, and the Environment
Sussman, Gerald E.
Hospital & Health Services Administration v30n2 PP: 21-34 Mar/Apr 1985
ISSN: 0364-4553
Jrnl Code: HHS
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 14 Pages
AVAIL.: ABI/INFORM
Interviews were conducted with chief executive officers (CEO) of major hospital systems to examine the changing mission, environmental demands, and organizational structures of healthcare corporations from the CEO's perspective. Moving to a corporate structure and competition were encouraged in the 1960s by the entry into the health care field of major proprietary chains. Thomas Frist, Jr., president of Hospital Corp. of America (HCA), is determined that HCA will become bigger and more innovative. The CEO and chairman of the board of American Medical International (AMI), Royce Diener, has a strong background in data processing and overseas finance. His leadership has led AMI to become the 2nd-largest proprietary system in the US. All of the hospital systems surveyed emphasize developing and recruiting management talent, an area where larger systems have an advantage. Hospital leaders must constantly be defining new markets based on new products and technology, opportunity, and population changes. Charts. References.
Desc.: Health care industry; Multiple; Hospitals; Management; Chief executive officer; Surveys; Organizational structure
CLASS. CODES: 8320 (CN=Health care industry); 2120 (CN=Chief executive officer)

Y039015 42
85014548
Equitable Expands Its Investment Horizons: Acquisitions Remain Independent/Real Estate Shifts Direction
Derven, Ronald; Crighton, Kathleen N.
Pension World v21n4 PP: 25-31 Apr 1985 CODEN: PEWODA
ISSN: 0098-1753
JRNL CODE: PWN
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
Because of new competition and the changing nature of the marketplace, obtaining and maintaining a substantial share of the pension investment business will be more difficult in future years. The Equitable Life Assurance Society of the US (about $50 billion-plus in pension assets) believes it has found a way to expand while keeping its entrepreneurial spirit. Equitable wants to be a strong, long-term investor, able to meet both customer and market needs at a high level. To accomplish this, it has gone through considerable reorganization, breaking out its businesses into an insurance complex, a distribution complex, and an investment complex and holding company. Each group has total independence and autonomy. Equitable Real Estate Investment Management buys existing real estate, joins with developers in creating new real estate, and also develops some real estate in-house on its own. Table. Chart.
Desc.: Equitable Life Assurance-New York; Insurance industry; Pension funds; Case studies; Investments; Investment advisors; Investment companies; Corporate reorganization; Subsidiaries; Organizational structure ; Managers; Competition; Market strategy; Holding companies; Real estate
CLASS. CODES: 9110 (CN=Company specific); 8210 (CN=Life & health insurance); 2320 (CN=Organizational structure); 8130 (CN=Investment services); 3600 (CN=Pension fund management); 8360 (CN=Real estate)

Y039015 43
85014536
Moving to Prevention: An Industry in Transition
Hoffer, Phillip
Quality Progress v18n4 PP: 24-26 Apr 1985 CODEN: QUPRB3
ISSN: 0033-524X
Jrnl Code: QPR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
The US automotive industry is in a state of transition. It has been forced by worldwide competition to examine its operating philosophies and systems and make changes to survive and prosper. Such changes are particularly apparent in the industry's approach to quality. Instead of depending on internal quality standards, automakers and their suppliers are concentrating on meeting customers' needs. Quality efforts today are focused on defect prevention. Adapting to a defect-prevention/continuous improvement mode of operation requires a company to make changes in organizational structure, technology, systems, and management styles. The defect-prevention process involves customer needs and expectations, continuous improvement, reduction of variation, and partnership relationships. Charts.
Desc.: Automobile industry; Quality control; Defects; Prevention; Systems
CLASS. CODES: 8680 (CN=Transportation equipment industry); 5320 (CN=Quality control)

Y039015 44
85013473
Organization and Human Resource Professionals in Transition
Sears, L. N., Jr.
Human Resource Mgmt v23n4 PP: 409-421 Winter 1984
ISSN: 0090-4848
Jrnl Code: HRM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 13 Pages
AVAIL.: ABI/INFORM
A critical issue confronting business management in the 1980s is how to successfully manage organizations and human resource concerns at a time of rapid changes in markets, products, technology, and competition. Organization and human resource (O&HR) professionals need to develop a more holistic approach and multifunctional orientation to their activities. Four factors mandate the new O&HR role: 1. business strategy, 2. firm performance, 3. firm capabilities, and 4. the external environment. The O&HR professional will be required to be much more and do much more in the future. The change will require new skills, such as: 1. business skills/knowledge, 2. human resource skills/knowledge, 3. self-awareness, 4. communication skills, and 5. planning skills. Understanding on the part of line management regarding the new O&HR role is also essential. An involvement in and an understanding of business strategy is a prerequisite for heightening the contribution of the human resource function. Likewise, human resource issues must be factored into and addressed by business plans and managers. The experience at General Electric Co. illustrates the newly evolving role of the O&HR professional. Tables. Diagrams. References.
Desc.: Personnel management; Human resources; Management; Trends; Organizational structure; Roles; Strategic management
CLASS. CODES: 6100 (CN=Human resource planning); 2320 (CN=Organizational structure); 2500 (CN=Organizational behavior)

Y039015 45
85012953
Toward an Integrative Framework of Organizational Control
Flamholtz, Eric G.; Das, T. K.; Tsui, Anne S.
Accounting, Organizations & Society (UK) v10n1 PP: 35-50 1985 CODEN: AOSOPB
ISSN: 0361-3682
Jrnl Code: AOS
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 16 Pages
AVAIL.: ABI/INFORM
An integrative organizational control model is developed that synthesizes certain contributions of the administrative management school, organizational sociologists, and organizational psychologists. The nature of the concept of organizational control is first reviewed. The model is composed of a core control system embedded in the context of organizational structure, organizational culture, and the external environment. Control is defined as efforts by the firm to increase the likelihood that individuals will act in ways that will result in the achievement of organizational objectives. Control of work behavior is attained by 4 core control mechanisms: 1. planning, 2. measurement, 3. feedback, and 4. evaluation-reward. Propositions for each core control mechanism are presented, relating its effect to work behaviors and outcomes. The way in which the contextual factors operate as control mechanisms on work behavior is examined, and directions for future research are suggested. Together, the model and the propositions constitute the basis for an integrative framework of organizational control. Diagrams. References.
Desc.: Organizational; Control; Models; Control systems; Planning; Organizational behavior; Organizational structure
CLASS. CODES: 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical)

Y039015 46
85007483
How Parker Pen Is Writing Its Way Out of the Red Ink
Anonymous
International Mgmt (UK) v40n2 (Europe) PP: 27-35 Feb 1985 CODEN: ITMGAT
ISSN: 0020-7888
Jrnl Code: IMG
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
James Peterson, former R. J. Reynolds executive and ex-president of the Pillsbury Co., took over as president of the Parker Pen Co. 3 years ago. At that time the international writing instrument group, with marketing operations in 154 countries, had consistently shown profit margins of 20% or better. Manpower Temporary Services, the world's largest temporary employee service, had just helped give Parker the best earnings years in its history. After only 3 months on the job, Peterson saw both dollar and unit sales decline until the following year, when Parker recorded its first overall loss in recent memory. In the following 18 months, Peterson reduced the company's product line from 500 to fewer than 100 items, closed or reduced 10 or 18 production facilities, completely modernized key plants,
{_cut world staff by one-third, peeled off 3 layers of management, and replaced half the executives in the writing-instrument group. Peterson discarded the tradition of decentralization, which had evolved to take into account the needs of different markets, for the centralization of such functions as consumer and market research and advertising. Tables. Graphs.
Desc.: Parker Pen-Janesville Wis; Corporate management; Organizational change; Revenue; Profits; Competition; Losses; Chief executive officer; Centralization; Market strategy; Sales; Organizational structure; Market positioning; Case studies; Consumer goods
CLASS. CODES: 9110 (CN=Company specific); 7000 (CN=Marketing); 2120 (CN=Chief executive officer); 2320 (CN=Organizational structure)

Y039015 47
85007388
All the Right Moves
Cloninger, Kriss; Skidmore, Si
Management Focus v32n1 PP: 28-30 Jan/Feb 1985
Jrnl Code: MFP
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
In today's business environment, insurers must be able to market services effectively, improve productivity, and control expenses. To do this, management can conduct a systematic productivity analysis to identify functions and activities that can be eliminated and to determine how organizational structures can be improved. Several computer programs are available to help with this analysis. The first step in the analysis is to collect and analyze information about the organizational structure. Then, conduct interviews with key managers. Computer programs can assess a variety of data, including: 1. activity priority reports, 2. work distribution reports, 3. work fragmentation reports, 4. profiles to analyze employees' responsibilities, and 5. and analysis of the corporate structure. These reports help identify areas where productivity can be improved. The analysis also requires that performance targets and benchmarks be devised to measure progress. Tables.
Desc.: Insurance companies; Financial services; Competition; Strategic planning; Methods; Productivity; Improvements; Reports
CLASS. CODES: 8200 (CN=Insurance industry); 2310 (CN=Planning)

Y039015 48
85007009
Defensive Action Needed to Protect Industrial Market Share
Anonymous
Marketing News v19n3 PP: 16-17 Feb 1, 1985 CODEN: MKNWAT
ISSN: 0025-3790
Jrnl Code: MNW
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
According to John R. Rhode, a vice-president at Combustion Engineering Inc. (Stamford, Connecticut), a company should begin to defend its market position as soon as it enters the market. At the Conference Board's 1984 Marketing Conference, Rhode stressed that defensive tactics should be determined by an assessment of the competition's goals and strategies, its commitment to reach those goals, and the maturity of the market. A distinction should be made between cost-related pricing, which provides a normal margin over costs, and customer value-related pricing, which offers customers an economic incentive to switch from previous products. Continual efforts to understand customer problems are important. The best strategy, particularly for innovators and early market entrants, is to incorporate a unique feature of the firm's organizational structure that is difficult for competitors to imitate.
Desc.: Industrial; Marketing; Market positioning; Market shares; Competition; Protective; Strategy
CLASS. CODES: 8600 (CN=Manufacturing industries not elsewhere classified); 7000 (CN=Marketing)

Y039015 49
85006602
Banking 1984: Planning for Survival
Freedman, Eugene M.
Vital Speeches v51n7 PP: 199-202 Jan 15, 1985 CODEN: VISPAG
ISSN: 0042-742X
Jrnl Code: VSP
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
A revolution is changing the financial services and the banking industry in the US. Community banking can use its unique qualities and special relationship with customers to maintain its position in the community and to gain a competitive advantage. Even though the competition has created an unstructured, risk-taking, entrepreneurial, and aggressive environment, community bankers can work to better the foundation of their success. A community bank can implement a successful, long-range strategic plan that includes: 1. defining market segmentation, 2. establishing a product and service strategy, 3. deciding on the best way to deliver products and services, 4. redefining operations and systems support, 5. accurately pricing services, 6. establishing a strategic relationship with another organization to support the services offered to customers, 7. advertising and communicating, 8. having the right marketing structure, 9. having an overall organizational structure that will work, and 10. setting up adequate compensation plans.
Desc.: Banking industry; Trends; Financial services; Strategic planning; Market planning; Customer services; Bank services
CLASS. CODES: 8100 (CN=Financial services industry); 2310 (CN=Planning); 7000 (CN=Marketing)

Y039015 50
85006575
A Grim Fairy Tale of Government Regulations
Koch, Leonard J.
Public Utilities Fortnightly v115n2 PP: 18-23 Jan 24, 1985 CODEN: PUFNAV
ISSN: 0033-3808
Jrnl Code: PUF
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 6 Pages
AVAIL.: Public Utilities Reports, Inc., Rosslyn Center Bldg., Suite 2100, 1700 Moore St., Arlington, VA 22209
Through its regulation of the nuclear power industry, the US government has developed extensive regulatory experience, which can be applied to other major activities conducted in the US. The experience is especially applicable to large, high-technology industries whose operations present some perceived risk to the personal safety of the public. Such experience suggests that the regulation of the aircraft industry could be increased significantly. For example, the organizational structure of the Nuclear Regulatory Commission could be applied to the aircraft industry in the form of an Aircraft Regulatory Commission, licensing process, and public hearings. Expanded regulation of the aircraft industry could be enhanced by the news media and by congressional legislation. In regulating any industry, including the nuclear industry, care must be taken to implement regulations that allow for effective competition. Government regulations have nearly destroyed the nuclear industry, but Congress can change this.
Desc.: Nuclear power plants; Regulation; Aircraft industry; Regulated industries; US Congress
CLASS. CODES: 8340 (CN=Electric, water & gas utilities); 8680 (CN=Transportation equipment industry); 4310 (CN=Regulation)

Y039015 51
85005998
Faster Reshuffles: Why Data Companies Restructure Management
Strauss, Paul R.
Data Communications v13n14 PP: 71-78 Dec 1984 CODEN: DACODM
ISSN: 0363-6399
Jrnl Code: DCM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Data communications companies are changing more than most other firms because their industry must adjust to: 1. evolving technologies, 2. new customer awareness, 3. tougher competition, and 4. the breakup of the Bell System. IBM has been reducing the number of its semi-autonomous product groups called Independent Business Units. Most general corporate structures continue to use the old pyramid structure, whereby the chief executive is on top, senior managers are the next step down, and department managers are on the next lower level. The reason General Electric failed in the early 1950s in computers was that it had tried to impose a functional structure on an organization that needed to be streamlined and responsive. MCI's overhaul of its MCI Telecommunications subsidiary represents one of the most effective structural changes this year. According to Robert J. Cymbala, vice-president of the management consulting firm Booz Allen & Hamilton, a restructure that puts the instruments and computers specialists together without extensive retraining will pose a difficult problem. AT&T Information Systems' structure had the same salesforce selling public branch exchanges, computers, and specialized products. Its latest structure has received high marks. Charts.
Desc.: Organizational structure; Communications industry; Data communications; Corporate reorganization; Trends
CLASS. CODES: 8330 (CN=Broadcasting & telecommunications); 2320 (CN=Organizational structure)

Y039015 52
85004833
The Effects of Full-Time Versus Part-Time Employment Status on Attitudes Toward Specific Organizational Characteristics and Overall Job Satisfaction
Eberhardt, Bruce J.; Shani, Abraham B.
Academy of Mgmt Jrnl v27n4 PP: 893-900 Dec 1984 CODEN: AMJOD6
ISSN: 0001-4273
Jrnl Code: AMA
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
The attitudes of part-time employees toward specific organizational characteristics and their feelings of overall job satisfaction are compared with those of full-time employees. Questionnaires were filled out by 250 employees of an 80-bed medical rehabilitation hospital. The major part of the survey consists of items from the Litwin and Stringer (1968) climate questionnaire. Subject attitudes toward 3 group processes (Myers, 1979) are also determined: 1. trust, 2. coopation, and 
Desc.: Office automation; Total system (DP); Systems management; Integrated; Systems; Communications
CLASS. CODES: 5240 (CN=Software & systems); 5210 (CN=Office automation)

Y039015 53
84031167
Making Planning Work
Shapiro, Robert D.
Jrnl of the American Society of CLU v38n5 PP: 96-98 Sep 1984
ISSN: 0007-8573
Jrnl Code: CLU
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Strategic planning frequently fails because of: 1. overemphasis on the planning process, 2. inappropriate organizational structure, 3. inconsistent financial performance measurement systems, and 4. ineffective development of a mission statement. Some tips for developing an effective strategic plan are: 1. Establish a proper planning environment. 2. Confirm the mission statement. 3. Describe the internal and external environment and analyze strengths and weaknesses. 4. Establish long-term objectives. 5. Develop strategies for such areas as marketing, finance, and human resources. 6. Establish short-term goals and plans. 7. Design strategy implementation plans. Companies should consider strategic planning as a forum for resolving both current and future critical issues. Chart.
Desc.: Life insurance companies; Strategic; Planning; Guidelines
CLASS. CODES: 8210 (CN=Life & health insurance); 2310 (CN=Planning); 9150 (CN=Guidelines)

Y039015 54
84030146
The Psychology of Corporation: How Identity Influences Business
Ackerman, Laurence D.
Jrnl of Business Strategy v5n1 PP: 56-65 Summer 1984 CODEN: JBSTDK
ISSN: 0275-6668
Jrnl Code: JST
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 10 Pages
AVAIL.: ABI/INFORM
Understanding a corporation's identity improves strategic decision making and provides an awareness of what causes specific behaviors that result in corporate culture. Four trends have led management to the realization that they can use corporate identity as a way of better understanding and planning their businesses. These trends are: 1. an increase in both individualism and teamwork, 2. automation, 3. the reformulation of business and industry as a result of the changing environment, and 4. the internationalization of business. The experience of Curtis Publishing and The Saturday Evening Post shows how corporate identity influences goals and strategies. When The Post strayed from its basic identity, the magazine's status declined. Decision-making style and organizational structure provide clues as to how management views the corporation and what kind of identity results. There are several sources to help determine identity, including communications, internal documents, and public records. Analyzing the data provided by these sources will help in the evaluation and development of policies and plans that maximize the strength and influence of corporate identity. Charts. References.
Desc.: Corporate identity; Impacts; Roles; Automation; International; Competition; Corporate management
CLASS. CODES: 2420 (CN=Image)

Y039015 55
84027586
Toward an Appreciation of Collective Strategy
Astley, W. Graham
Academy of Mgmt Review v9n3 PP: 526-535 Jul 1984
ISSN: 0363-7425
Jrnl Code: AMR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 10 Pages
AVAIL.: ABI/INFORM
The area of business policy has variously characterized the job of managing organization-environment relations as: 1. responding to exogenous environmental threats and opportunities, 2. negotiating resource interdependencies with outside stakeholders, and 3. strategically maneuvering in relation to competitors in industrial arenas. An alternative method of characterizing the task of managing organization-environment relations is proposed that centers on the concept of collective strategy: the joint formulation of policy and implementation of action by the members of interorganizational collectivities. Business policy must recognize that organizational environments are primarily socially constructed environments that arise from the milieu of interactions occurring among the collectivities of organizations pervading modern society. Chart. References.
Desc.: Collective; Strategy; Strategic management; Organization theory
CLASS. CODES: 2310 (CN=Planning)

Y039015 56
84026043
Monitoring Corporate Health
Conrath, Jerry
Management World v13n7 PP: 18-20 Aug 1984
ISSN: 0090-3825
Jrnl Code: MWL
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Diagnosing organizational health requires both considered analysis and creative thinking. Organizations fit into 4 stages of health: 1. robust - characterized by growth and expansion, 2. maintaining - when there is high quality and optimism, 3. declining - characterized by a slight downhill slide, and 4. fragile - the firm is ''over the hill.'' There are 6 factors that determine effectiveness and stages of vitality within an organization: 1. the tasks that employees perform on a regular basis and whether or not they require some imagination on the part of workers, 2. risks, the issue being whether organization structure and operation lead the employees to risk taking or remaining in ''cozy niches, '' 3. problem solving, the issue being whether the firm is a problem-solving or problem-avoiding operation, 4. changing, the issue being whether the firm is open to change, 5. leaders, with the healthy organization having managers that are leaders rather than just persons in authority, and 6. a positive overall organizational climate.
Desc.: Organizational change; Leadership; Effectiveness
CLASS. CODES: 2200 (CN=Managerial skills)

Y039015 57
84025741
Goal Setting and Feedback in the Management of a Professional Department: A
Case Study
McCuddy, Michael K.; Griggs, Michael H.
Jrnl of Organizational Behavior Mgmt v6n1 PP: 53-64 Spring 1984
ISSN: 0160-8061
Jrnl Code: JOR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 12 Pages
AVAIL.: Haworth Press, 28 E. 22 St., New York, NY 10010
A case study is presented of a goal setting and feedback intervention in the engineering department of a light truck manufacturing company. The intervention entailed subordinate participation in setting goals for completing special engineering projects and the public display of feedback concerning goal attainment. The intervention was also a catalyst for changing the manner in which the entire engineering department was managed. The intervention was designed to alleviate problems involving the engineers' missed completion dates and project design errors. Both of these objectives were accomplished. However, because of the nature of a case study, the results should be interpreted with caution. Graph. References.
Desc.: Goal setting; Feedback; Organizational behavior; Studies; Engineers; Case studies
CLASS. CODES: 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical); 9110 (CN=Company specific)

Y039015 58
84025088
Foresight Activities in the U.S.A.: Time for a Re-Assessment?
Lederman, Leonard L.
Long Range Planning (UK) v17n3 PP: 41-50 Jun 1984 CODEN: LRPJA4
ISSN: 0024-6301
Jrnl Code: LRP
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 10 Pages
AVAIL.: ABI/INFORM
An informal reconnaissance of ''foresight'' activities now being conducted in the US private sector and in the federal government survey such activities as: 1. external environment assessment, 2. direction setting, and 3. performance evaluation and feedback. Data were gathered from existing literature and from discussions with more than 50 people in diverse private- and public-sector organizations. Major findings of the study include: 1. Interest in foresight activities is growing. 2. More people are aware of the need to carry out such activities on both broad and specific levels as a part of strategic management. 3. Current systems to carry out such activities are quite recent and are still evolving. 4. The breadth and degree of involvement seem far greater in the private sector than in the federal government. 5. Foresight activities are an art; as such, clear measures of benefits/costs or of success/failure do not exist. Tables. Charts. Appendix.
Desc.: Strategic management; Surveys; Private sector; Long term planning
CLASS. CODES: 2310 (CN=Planning); 9130 (CN=Experimental/Theoreti- cal)

Y039015 59
84024676
Steel Producers: Nerves of Steel
Olive, David
Canadian Business (Canada) v57n6 PP: 155-159 Jun 1984 CODEN: CABUAL
ISSN: 0008-3100
Jrnl Code: CB
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
While most of the world's steel producers continue to suffer from the recession and a slow recovery, 1983 profits for Canada's Dofasco Inc. almost doubled to C$120 million on sales of C$1.6 billion. The industry is suffering from idle capacity, a weak recovery, and threats from low-cost Third World producers. Dofasco has remained profitable by using technology to create new products and production processes, and by maintaining its commitment to customer satisfaction. Paul Phoenix, the firm's president, believes new technology is vital to fending off foreign competition. Unlike Canada's other major steel producers, Dofasco focuses production on consumer rather than capital goods. The firm makes sheet and galvanized steel for the resurging automobile and appliance industries. Dofasco's success is also a result of the family spirit within its centralized organizational structure. Workers who took advantage of the firm's profit-sharing plan received dividends of as much as C$2, 141 last year. Dofasco employees have resisted unionization attempts by the United Steelworkers of America. Tables.
Desc.: Steel industry; Case studies; Income; Rankings; Statistical data; Canada; Manycompanies; Dofasco-Canada
CLASS. CODES: 8660 (CN=Metalworking industry); 9110 (CN=Company specific); 9170 (CN=Non-US); 9140 (CN=Statistical data)

Y039015 60
84023203
Perspectives on Strategy: The Real Story Behind Honda's Success
Pascale, Richard T.
California Mgmt Review v26n3 PP: 47-72 Spring 1984 CODEN: CMNRAK
ISSN: 0008-1256
Jrnl Code: CMR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 26 Pages
AVAIL.: ABI/INFORM
Business strategy is the process by which a company searches and analyzes its environment and resources to: 1. select market opportunities, and 2. make resource investment decisions. The $500-million-a-year strategy industry that has emerged in the US and Europe has produced inflexible strategy models that do not coincide with the Japanese concept of strategy. In 1975, Boston Consulting Group prepared a report for the UK government on the demise of the British motorcycle industry. The study views the growth of Honda through an intercompany perspective that is abstract and based largely on microeconomic concepts. This approach is insufficient to explain Honda's strong performance in the US over the last 2 decades. A broader approach to understanding the nature of the successful firm was illustrated in a 1972 study, which indicated that such firms focus on: 1. strategy, 2. organizational structure, 3. systems, 4. management style, 5. staff, and 6. shared values. Tables. Graphs. References.
Desc.: Honda Motor-Japan; Strategic management; Motorcycles; Motor vehicle industry; Case studies; Corporate histories; Market strategy; Competition
CLASS. CODES: 8680 (CN=Transportation equipment industry); 2310 (CN=Planning); 9170 (CN=Non-US); 9110 (CN=Company specific)

Y039015 61
84022059
Environmental Boundary Spanning and Information Processing Effects on
Organizational Performance
Dollinger, Marc J.
Academy of Mgmt Jrnl v27n2 PP: 351-368 Jun 1984 CODEN: AMJOD6
ISSN: 0001-4273
Jrnl Code: AMA
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 18 Pages
AVAIL.: ABI/INFORM
Boundary spanning is considered to be a strategic business activity of the small business owner/entrepreneur which influences firm performance. It is hypothesized that an entrepreneur's level of information processing capability, in terms of integrative complexity and tolerance for ambiguity, will influence both the degree to which boundary spanning activities are undertaken and their impacts on the financial performance of the business. To test the hypothesized relationships, 82 owners of small businesses were surveyed about the time they spend in boundary spanning activities with various constituents of the external environment. Respondents also completed measures of information processing capability and provided data on their firms' financial performance. Data analysis supported the positive relationships between information processing capability and boundary spanning, and between boundary spanning and performance. Boundary spanning impacts on financial performance were greatest when activities were intensive in terms of time spent rather than number of contacts made. Tables. Charts. References.
Desc.: Strategic management; Small business; Entrepreneurs; Statistical analysis
CLASS. CODES: 2310 (CN=Planning); 9520 (CN=Small business); 9130 (CN=Experimental/Theoretical)

Y039015 62
84019661
Strategic Planning Could Improve Your Share Price
Welch, Jonathan B.
Long Range Planning (UK) v17n2 PP: 144-147 Apr 1984 CODEN: LRPJA4
ISSN: 0024-6301
Jrnl Code: LRP
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
Results of a study conducted to determine if strategic planning improves firm performance, as measured by its price/earnings (P/E) ratio, are reported. Firms from a variety of industries were surveyed about their strategic-planning activities, and their P/E ratios for the period 1975-1979 were correlated with their strategic-planning attributes. Firms involved in strategic planning were found to achieve a much higher P/E ratio than firms in the same industry which lacked formal strategic-planning systems. In addition, the organization of the strategic-planning function was found to affect performance. Corporate-level strategic planning systems were found to improve P/E ratio performance over systems operating at the division level. The results suggest that corporate-level strategic planning is more effective than division-level planning, because corporate-level managers have greater contact with the firm's external environment and are more concerned with overall firm profitability than division-level managers. Tables. References.
Desc.: Strategic; Planning; Price earnings ratio; Stock prices
CLASS. CODES: 3400 (CN=Investment analysis); 2310 (CN=Planning)

Y039015 63
84019534
Environmental Management: Revising the Marketing Perspective
Zeithaml, Carl P.; Zeithaml, Valarie A.
Jrnl of Marketing v48n2 PP: 46-53 Spring 1984 CODEN: JMKTAK
ISSN: 0022-2429
Jrnl Code: JMK
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
Despite debate, 2 generally accepted conclusions emerge from the marketing literature: 1. Marketing involves facilitating the exchange relationship existing between an organization and its external environment. 2. Marketing principles and processes are applicable to exchanges beyond those involving the products and services of profit-oriented businesses. A 3rd conclusion is proposed: marketing theory adopts an essentially reactive position with regard to the external environment. Environmental management contends that marketing strategies can be used to change the context in which the organization functions. The current movement toward innovative, entrepreneurial management captures the basis of this perspective. The absence or understatement of this perspective within the marketing literature limits the contribution of marketing to the management of organization-environment relationships. The development of environmental management in allied disciplines is reviewed, a typology of strategies offered, and implications of the perspective presented. Table. References.
Desc.: Marketing management; Organization theory; Strategic management; Market strategy
CLASS. CODES: 7000 (CN=Marketing); 2310 (CN=Planning)

Y039015 64
84019072
The CEO and Corporate Strategy in the Eighties: Back to Basics
Lewis, W. Walker
Interfaces v14n1 PP: 3-9 Jan/Feb 1984 CODEN: INFAC4
ISSN: 0092-2102
JRNL CODE: TIM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
Corporations in the US have experienced a 20-year decline in market share due to such factors as rising inflation and increased competition. Interest focuses on the chief executive officers (CEO) of corporations as the key factors in reversing the decline. For many years, US corporations have emphasized one facet of the business, such as operations or finance, and have hired CEOs with expertise in that field. Now, however, CEOs must learn to integrate the strengths of their firms with the realities of the marketplace by means of a ''back to basics'' approach. To shape a strategic field theory, by which a corporation can identify future linkages to increase corporate value, the CEO must: 1. define the corporation's field or fields, 2. create or strengthen an organizational structure that supports those fields, and 3. ensure that the means exist for implementing the defined field strategies. Chart.
Desc.: Corporate management; Chief executive officer; Skills; Roles ; Strategy; Strategic management; Planning
CLASS. CODES: 2310 (CN=Planning); 2120 (CN=Chief executive officer)

Y039015 65
84018005
A Comparison of Management in American, Japanese and European Firms (Part 1)
Nonaka, D. Ikujiro; Okumura, Akihiro
Management Japan (Japan) v17n1 PP: 23-40 Spring 1984
ISSN: 0025-1828
JRNL CODE: MNJ
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 18 Pages
AVAIL.: ABI/INFORM
Data collected from 229 US firms and 291 Japanese firms reveals several differences between US and Japanese management and organizational structure. US firms tend to be profit-oriented and to use flexible allocation of resources to improve short-term allocative efficiency. US organizations are also characterized by: 1. centralized mechanistic structures, 2. output control, 3. conflict resolution by confrontation, and 4. an emphasis on innovative initiative among top management. While US firms practice a mechanistic adaptation to their environments, Japanese firms rely more on organic adaptation. Japanese companies have growth-oriented objectives and achieve environmental adaptation through a long-term buildup of resources. Japanese companies are also characterized by: 1. collective decision making, 2. shared values, 3. conflict resolution by authoritarianism or advanced coordination, and 4. an organizational climate geared to change. A comparison of US and Japanese firms in the same industry reveals 4 modes of environmental adaptation based on organizational and strategic differences. Japanese firms seem to be moving from a human relations mode to a strategic mode, while American firms are moving from a strategic mode to a human relations mode. Charts. Tables. Graph. References. Appendices.
Desc.: Japan; US; Corporate objectives; Corporate planning; Organizational plans; Management styles; Decision making; Comparative studies
CLASS. CODES: 2500 (CN=Organizational behavior); 2310 (CN=Planning); 9180 (CN=International)

Y039015 66
84015761
Human Resources Planning Contributions to Corporate Planning at Ontario Hydro
Rush, James C.; Borne, Laurie C.
Human Resource Planning v6n4 PP: 193-205 1983
Jrnl Code: HRP
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 13 Pages
AVAIL.: ABI/INFORM
Ontario Hydro is one of the world's largest publicly owned utilities. From the early 1900s until 1970, it enjoyed steady growth and predictable demand, with human and financial resources readily available. In 1974, a task force was established to recommend responses to an environment characterized by decreasing demand for energy, increasing consumer conservation, rising interest rates, growing competition for human resources (HR), and changing employee attitudes. The organizational structure was changed from a commission to a board of directors, for emphasis on economic performance and progressive business enterprise. Corporate planning was initiated for long, intermediate, and short terms. HR components were included in each planning process to meet specific organizational needs. For the 1980s, attrition management, management of the internal labor force, and targeted external recruitment have been taken into account. HR issues have priority attention at all levels, and there is increased understanding that HR planning and management are critical to the success of the organization. Charts.
Desc.: Electric utilities; Canada; Corporate planning; Strategic; Planning; Case studies; Personnel administration
CLASS. CODES: 8340 (CN=Electric, water & gas utilities); 9170 (CN=Non-US); 6100 (CN=Human resource planning); 9110 (CN=Company specific)

Y039015 67
84015471
Technology Restructures Office Planning Process
Anonymous
ComputerData (Canada) v9n4 PP: 8 Apr 1984
ISSN: 0025-9535
Jrnl Code: CPD
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 1 Pages
AVAIL.: ABI/INFORM
The concept of integrated office systems has resulted from the convergence of computers, communications, and office technology. Del Henderson, a founder of Trigon Systems Group Inc., said in a recent interview that unified planning has become more important because of the convergence of these 3 technologies. The nature of systems planning is changing, with traditional planning approaches no longer appropriate. Strategic business planning and systems planning are currently separate, but they are converging. Systems planning now includes social and environmental components as well as technology planning. Today's organizational structure will not be the right one for the office of the future. Starting implementation and planning at the same time is the best approach to creating a suitable office system. The trend when initiating an integrated planning process is toward new ad hoc organizational forms called coalitions that can cross traditional functional lines. Diagram.
Desc.: Office automation; Total system (DP); Systems management; Integrated; Systems; Communications
CLASS. CODES: 5240 (CN=Software & systems); 5210 (CN=Office automation)

Y039015 68
84013398
Specifying External Relations: Definition of and Actors in an Organization's Environment
Ulrich, Dave
Human Relations v37n3 PP: 245-262 Mar 1984 CODEN: HUREAA
ISSN: 0018-7267
Jrnl Code: HRL
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 18 Pages
AVAIL.: ABI/INFORM
Both academic researchers and organizational practitioners have become increasingly interested in organization-environment concerns. A 3-step process is proposed for bridging academic research and organizational practice around organization-environment relations. The first step involves making distinctions between environments as nonmanipulable elements and niches as manipulable elements. Resource dependence, efficiency, and uncertainty perspectives on environments are especially applicable to organization-niche interfaces. Ecology and uncertainty perspectives are relevant to the organization-environment interface. In the 2nd step, niches are, at least partially, identified through methods used to define strategic groups or populations. Two promising techniques that can be used to define populations and niches are classification and evolutionary analyses. In the 3rd step, actors within a niche are identified, and specific relationships between an organization and actors are examined. Charts. References.
Desc.: External; Relations; Organization theory; Environment
CLASS. CODES: 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical)

Y039015 69
84005328
Morale and Management
Desrenne, Alain
Computerworld v18n3A PP: 37-41 Jan 18, 1984 CODEN: CMPWAB
ISSN: 0010-4841
JRNL CODE: COW
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
A massive reorganization begun at International Business Machines Corp. (IBM) in October 1981 was accomplished without large-scale outside hiring. Internal competition between its 3 divisions had been the norm at IBM, although the firm's preoccupation with host mainframes created the appearance of a lack of competitiveness. Management dissatisfaction was one of the important factors leading up to the 1981 reorganization. The new organizational structure channels the competitive spirit to other companies rather than other divisions. IBM's corporate culture, which emphasizes quality, reliability, and service, was a great asset. American Telephone & Telegraph Co. (AT&T) competed as much as possible during the 1970s, but such factors as regulatory problems hampered it. The reorganization caused by the divestiture broke up much of the entrenched management hierarchy and eliminated many of the utility-minded. AT&T, unlike IBM, has deliberately tried to change parts of its culture. Morale is a sensitive issue at both companies.
Desc.: Case studies; Computer industry; IBM-Armonk NY; Communications industry; ATT; Employee morale; Corporate; Culture
CLASS. CODES: 9110 (CN=Company specific); 8651 (CN=Computer industry); 8330 (CN=Broadcasting & telecommunications)

Y039015 70
84002402
New Directions for Relocation
Fearfield, Peter
Chief Executive (UK) PP: 59-60 Nov 1983 CODEN: CEMODL
ISSN: 0140-8543
JRNL CODE: CEX
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
A typical relocation project will involve: 1. feasibility studies from composing initial thoughts to shortlisting sites, 2. detailed planning which involves deciding on the site and planning the move, and 3. implementation. However, first an organizational structure must be decided on to administer the above tasks. A steering committee might be appointed to provide guidance on matters of policy. Other appointments might include: 1. a person or small team to handle initial feasibility studies, 2. a project manager with overall responsibility and the authority to make day-to-day decisions during implementation, and 3. a project coordinator to produce and update programs and analyze all planning information. The feasibility study should review company operations and finances. A clear statement of the reasons for and objectives of the move should be included along with major constraints such as lease terminations and expansion assumptions. Grant assistance from the UK's Department of Trade and Industry is available to companies moving to assisted areas. Map.
Desc.: Relocation of industry; UK; Site selection; Facilities planning; Feasibility studies; Personnel management
CLASS. CODES: 2310 (CN=Planning); 9170 (CN=Non-US); 6100 (CN=Human resource planning)

Y039015 71
83032323
Managerial Frameworks for Innovative Responses in High-Tech Organizations
Bleicher, Knut; Bleicher, Frank; Paul, Herbert
Business Horizons v26n6 PP: 69-78 Nov/Dec 1983 CODEN: BHORAD
ISSN: 0007-6813
Jrnl Code: BHO
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 10 Pages
AVAIL.: ABI/INFORM
Technological innovation will have an enormous impact on both the managing and the structuring of corporations. The rapid change surrounding high-tech will make many managerial decisions obsolete; as a result, technical efforts will require continual evaluation and supervision. High-tech business also requires more flexible, nontraditional management techniques that emphasize teamwork and problem solving. To respond in a high-tech environment, managers must create a climate of creativity and innovation and design an organizational structure that consists of small, flexible work units. A good flow of information, along with personnel policies that foster growth and promotion, can help organizations respond to the challenges of high tech. New enterprise groups and venture management can help companies make the transition to high-tech. Table. References.
Desc.: High; Technology; Innovations; R&D; Strategic management; Strategic; Planning; Management styles; Organizational plans; Structure; Joint ventures
CLASS. CODES: 5400 (CN=Research & development); 2310 (CN=Planning); 2320 (CN=Organizational structure); 2500 (CN=Organizational behavior)

Y039015 72
83031424
The Separation of Banking from Commerce and the Securities Business in the United Kingdom, West Germany and Japan
Daskin, Alan J.; Marquardt, Jeffrey C.
Issues in Bank Regulation v7n1 PP: 16-24 Summer 1983
ISSN: 0164-7725
JRNL CODE: IRG
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 9 Pages
AVAIL.: ABI/INFORM
The Treasury Department's proposed expansion of permissible nonbanking activities for bank holding companies and other proposals for revision of the Glass-Steagall Act, which separates commercial and investment banking, invites comparison with the policy of separation of banking from other activities in the UK, Germany, and Japan. The experiences of these countries indicate a transitional risk to commercial banks in expanding into investment banking due to differences in organizational structure and personnel. Another risk can result from holding securities of nonfinancial firms. Efficiency concerns include reduced customer choice, the effect of commercial bank entry on securities industry competition, and the underdevelopment of equity markets resulting from bank ownership of corporate securities. Expansion into nonbanking activities also raises questions about concentration of resources and power. References.
Desc.: Financial institutions; UK; Germany; Japan; Banks; Regulation; Financial services; Bank services; Investment banking
CLASS. CODES: 8100 (CN=Financial services industry); 4310 (CN=Regulation); 9170 (CN=Non-US)

Y039015 73
83029635
The Adoption and Diffusion of New Industrial Products: A Literature Review
Kennedy, Anita M.
European Jrnl of Marketing (UK) v17n3 PP: 31-88 1983
ISSN: 0309-0566
JRNL CODE: EJM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 58 Pages
AVAIL.: MCB Publications Ltd., 198/200 Keighley Rd., Bradford, W. Yorkshire, England BD9 4JQ
The literature on the adoption and diffusion of new products is reviewed, with particular attention to contributions from the behavioral and social sciences. A recent focus of the new product adoption literature has been the influence of behavioral variables on the adoption process. The organizational, environmental, and individual factors which influence the adoption and diffusion of product innovations are discussed in detail. Significant developments in organizational theory are revealed which provide considerable insight into the adoption of new industrial products, suggesting how organizational and environmental factors constrain or facilitate the adoption behaviors of individual industrial buyers. Marketing theory has typically focused on the economic determinants of new product adoption. By expanding marketing theory to incorporate a multidisciplinary approach to innovation, new product adoption behavior can be more adequately explained and predicted. Equation. Chart. Tables. References.
Desc.: Organizational behavior; Organizational plans; Structure; Effects; Innovations; Organization theory; Studies; Social psychology; Product development; Employee attitude (PER)
CLASS. CODES: 7500 (CN=Product planning & development); 2500 (CN=Organizational behavior); 2320 (CN=Organizational structure); 9130 (CN=Experimental/Theoretical)

Y039015 74
83027570
Strategy-Making and Environment: The Third Link
Miller, Danny; Friesen, Peter H.
Strategic Mgmt Jrnl v4n3 PP: 221-235 Jul/Sep 1983 CODEN: SMAJD8
ISSN: 0143-2095
Jrnl Code: SMJ
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 15 Pages
AVAIL.: ABI/INFORM
Although much has been written about the association between strategy-making and organizational structure, little is known about selecting proper strategies for a firm's environment. A sample of Canadian and US firms was divided into high- and low-performing groups. Longitudinal analysis was used to determine how changes in environmental challenges affected changes in strategy-making for each group. Respondents were asked to rate how 5 classes of variables - 3 environmental and 2 strategy-making classes - had changed in the past 5 years. Results indicate that successful firms increased their analysis and innovation when environmental dynamism increased. As environmental hostility increased, successful respondents increased analysis. Very little difference existed between high and low performers in the relationship between heterogeneity, or complexity, and analysis. However, successful firms showed a positive correlation between heterogeneity and innovation. Canadian firms tended to decrease innovation when environmental hostility increased, but US firms in general responded to hostility with innovation. Tables. Appendices. References.
Desc.: Strategic management; Effects; Environment; Studies; Organizational change; Organizational plans; Statistical analysis; Competition; Market strategy; Decision making
CLASS. CODES: 2310 (CN=Planning); 9130 (CN=Experimental/Theoreti- cal); 7000 (CN=Marketing)

Y039015 75
83019400
Industry Self-Regulation: An Economic, Organizational, and Political Analysis
Gupta, Anil K.; Lad, Lawrence J.
Academy of Mgmt Review v8n3 PP: 416-425 Jul 1983
ISSN: 0363-7425
Jrnl Code: AMR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 10 Pages
AVAIL.: ABI/INFORM
In general, researchers have viewed nonmarket regulation of the behavior of a firm as synonymous with direct regulation by the government. However, industry self-regulation as an alternative can act as a supplement or complement to direct regulation by the government. The economic, organizational, and political aspects of the existence, operation, and outcome of industry self-regulation are analyzed. To be understood, industry self-regulation must be viewed from 3 perspectives: 1. industry and its external environment, 2. industry as an information processing and decision-making system, and 3. intraindustry competition and self-regulation. A number of alternative institutional arrangements may produce better results alone or in conjunction with direct regulation by the government. Chart. References.
Desc.: Self regulation; Studies; Classification; Economic impact; Organization theory
CLASS. CODES: 4310 (CN=Regulation); 9130 (CN=Experimental/Theore- tical)

Y039015 76
83018985
Effective Innovation Management: Missing Link in Strategic Planning?
McGinnis, Michael A.; Ackelsberg, M. Robert
Jrnl of Business Strategy v4n1 PP: 59-66 Summer 1983 CODEN: JBSTDK
ISSN: 0275-6668
Jrnl Code: JST
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
The effective management of innovation should be integrated into corporate strategic planning. A review of the literature on corporate innovation reveals that a variety of environmental, organizational, and individual variables influence the innovation process. An uncertain external business environment and positive social attitudes toward change are conducive to innovation. At the internal organizational level, innovation is spurred in a loosely organized environment that promotes good working relationships, high standards of performance, goal ambiguity, and a problem-solving orientation. At the individual level, creative imagination, energy, autonomy, and achievement orientation determine innovative potential. Effective management of corporate innovation requires strategies that will create an organizational climate favorable to innovation and focused on the development of professional competence and diversity. The organization must be open to new ideas and concepts, have a flexible organizational structure, and foster a creative environment and free communication. Charts. Table. References.
Desc.: Strategic; Planning; Innovations; Management; Effectiveness Organizational; Structure
CLASS. CODES: 2310 (CN=Planning); 2320 (CN=Organizational structure)

Y039015 77
83018931
Linking Organizational Effectiveness and Environmental Change
Shipper, Frank; White, Charles S.
Long Range Planning (UK) v16n3 PP: 99-106 Jun 1983 CODEN: LRPJA4
ISSN: 0024-6301
Jrnl Code: LRP
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
While strategic planning commonly has been believed to result in improved organizational effectiveness, it has been difficult to measure the impacts on organizational effectiveness of adequate planning for environmental change. The input-throughput-output model is proposed as a means of validly measuring internal organizational effectiveness. With this model, the firm's acquisition of human and capital resources, and its conversion of raw materials into outputs is evaluated on the basis of the degree to which the firm meets sales volume, market share, and profit goals. External environmental effectiveness is measured on the basis of the firm's competitiveness in terms of product acceptance and market share, its rate of technological innovation, and the degree to which it experiences economic fluctuations. The role of the strategic planner is to direct the firm's resources to the internal processes that will increase the firm-effectiveness in its external environment. Charts. References.
Desc.: Strategic; Corporate planning; Organizational; Effectiveness ; External; Changes
CLASS. CODES: 2310 (CN=Planning); 9130 (CN=Experimental/Theoreti- cal)

Y039015 78
83016892
Structural Constraints on Organizational Change: A Longitudinal Analysis
Anderton, Douglas L.; Conaty, Joseph; Miller, George A.
Jrnl of Business Research v11n2 PP: 153-170 Jun 1983 CODEN: JBRED4
ISSN: 0148-2963
Jrnl Code: JBU
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 18 Pages
AVAIL.: ABI/INFORM
Contemporary organizational research is embroiled in debate over the causes and consequences of structural change. Traditionally, structural change within an organization has been considered a response to changing demands in the organizational environment. However, Meyer (1979) suggested that change may result from intentional manipulation of the structure in order to signal policy to those to whom the organization is accountable. His signaling metaphor shows how chaotic and unpredictable organizational change can be. Longitudinal study of causal models demonstrates some interesting reactions to attempted constraints on organizational change: 1. The varying resistance to change within core dimensions of the structure may be due to durable capital investments. 2. Resistance may lead to longitudinal persistence of centralized decision making. 3. Analysis of change may be misleading without consideration of the internal constraints on change. Charts. Tables. References.
Desc.: Organizational change; Organizational; Structure; Studies; Statistical analysis; Policy; Statistical data; Hypotheses; Stability; Causality
CLASS. CODES: 2320 (CN=Organizational structure); 9130 (CN=Experimental/Theoretical)

Y039015 79
83016005
Program and Project Purchasing
DeRose, Louis J.
Purchasing World v27n5 PP: 90 May 1983
ISSN: 0093-1659
Jrnl Code: PCW:
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 1 Pages
AVAIL.: ABI/INFORM
Traditional purchasing stressed the advantages of multiple sourcing, with competitive bidding as the main instrument for achieving price, quality, and delivery goals. However, many buyers are encountering changing requirements; rather than buying commodities, the buyer is procuring engineering, manufacturing, and financial capabilities. Multiple sourcing is not always possible or desirable, and competition is often nonexistent or somewhat ineffective. Purchasing becomes more similar to project management in that objectives are limited, specific, or of a temporary nature, and their attainment is a team effort involving cross-functional activities guided by an acknowledged team leader. If purchasing understands this new environment, it can complete the role successfully. In a program or project environment, organizational structure is transitory, and functional activities exist simultaneously with less-defined beginnings and endings. Since the program or project is for a specific purpose, not part of a company's normal ongoing business, it competes for resources. All purchasing operates in a program or project mode when it attempts to achieve a temporary objective different from its continuing objectives that support ongoing business or production needs.
Desc.: Programs; Projects; Purchasing; Multiple; Sources; Negotiations
CLASS. CODES: 5120 (CN=Purchasing)

Y039015 80
83009491
Scanning the Organizational Environment: Some Empirical Results
Nishi, Kenyu; Schoderbek, Charles G.; Schoderbek, Peter P.
Human Systems Mgmt (Netherlands) v3n4 PP: 233-245 Dec 1982 CODEN: HSMADU
ISSN: 0167-2533
Jrnl Code: HSM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 13 Pages
AVAIL.: ABI/INFORM
Organizations make use of their scanning operations to acquire information regarding environmental changes, and different types of environments are expected to elicit different types of scanning activities. This review presents the analysis of an empirical investigation of the scanning process. The analysis has as its basis the proposed relationships between different environmental states (dynamic and stable) and scanning behaviors (surveillance and search) of the executives. Consideration is also accorded to hierarchical levels of executives (upper and lower) and to the functional specialties of these managers in such areas as marketing, government, and technical. The study is singular in that it focuses on scanning behavior in Japanese industries. It places emphasis on the vital corporate need to know where and how organizations acquire information. Tables. Appendices. References.
Desc.: Organization theory; Information; Needs; External; Environment
CLASS. CODES: 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical)

Y039015 81
83007456
Strategies for Implementing Senior Advisor Programs
Wolf, James F.; White, Orion F., Jr.
Public Personnel Mgmt v11n3 PP: 192-198 Fall 1982 CODEN: PPMNCX
ISSN: 0091-0260
Jrnl Code: PPM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
Although senior advisor and mentor programs are recognized as being useful in management development, insufficient attention has been given to how these efforts can be implemented. Thus, a framework is proposed for addressing the problem of implementing a successful senior advisor program. The basis for the methodology is experience with 2 federal agency senior advisory projects. In each agency, 3 strategies were employed: 1. creating organizational processes and structures to provide for continuance of the senior advisor program, 2. increasing interpersonal competencies, and 3. inaugurating the program with training. It is clear that establishing good senior advisor programs involves far more than designation of participants and provision of a job description. What is needed is a significant making or remaking of appropriate organizational structure and process for the program, including such factors as: 1. altering the organizational climate so that support relationships among executives are both valued and legitimate, and 2. making the program official by providing the means of institutionalizing it within the organization. References.
Desc.: Senior; Advisors; Programs; Mentors; Training; Management development; Federal; Government; Public administration
CLASS. CODES: 6200 (CN=Training & development); 9550 (CN=Public sector)

Y039015 82
83004947
Hard-Hit Antiknocks Still Generate Cash
Anonymous
Chemical Week v132n3 PP: 50-51 Jan 19, 1983 CODEN: CHWKA9
ISSN: 0009-272X
JRNL CODE: CEM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
The decline in demand for lead antiknocks has caused all but 3 US producers (Du Pont, Ethyl, and Nalco Chemical) to drop out of the business. However, despite stiff competition for sales, the export market remains strong to support the 3 remaining US producers. The decline of antiknock sales in the US is largely attributed to Environmental Protection Agency (EPA) regulations against airborne lead. The 3 lead antiknock producers have had to cut capacity. Du Pont has changed its organizational structure to tighten the antiknock end. Antiknock sales impact Ethyl's profits more than Du Pont's, and to this end, Ethyl is emphasizing other octane-improvers. Although Nalco, with 15% of US capacity, is retaining its status quo, it is reducing the role of lead alkyls in its overall corporate strategy. The 3 US producers concur that lead antiknock production will remain worthwhile, at least in the near-term. Graph.
Desc.: Chemicals; Gasoline; Production capacity; Competition; Strategy
CLASS. CODES: 8640 (CN=Chemical industry)

Y039015 83
83002874
LTX Is Chipping Away at Teradyne's Lead in Circuit Testing
Adams, Jane Meredith
New England Business v5n1 PP: 34-38 Jan 3, 1983 CODEN: NENBA3
ISSN: 0164-3533
Jrnl Code: NEN
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
In a short time, LTX Corp. (Westwood, Massachusetts), producer of hardware and software for testing certain semiconductor circuits, has taken 50% of its specific market from Teradyne Inc. (Boston, Massachusetts). In 1976, the firm's president, Graham Miller, and a group of Teradyne executives left Teradyne to form LTX and to compete in the former's hottest product market. The 7-year-old firm is now moving into its second phase in which some of the entrepreneurial spirit has been curbed, with a second tier of management being created and new competition entering the field. Miller has centralized the firm and its 3 major fields integrated systems, analog systems, and computer systems. Its approach is to create some capability for a specific client and, once they have learned something from that effort, to generalize it for a number of clients. A formal organizational structure has been implemented to avoid the adverse effects of inordinate segmentation that plagued Teradyne in its developmental period. The market for linear test devices slowed somewhat in 1982, but LTX has had an easier time than Teradyne in organizing itself since it has only one product, whereas Teradyne has a number of items in its product mix.
Desc.: Electronics industry; Case studies; Semiconductors; Circuits ; Business conditions; Business growth; New England
CLASS. CODES: 1110 (CN=Economic conditions & forecasts); 8650 (CN=Electrical & electronics industries); 9110 (CN=Company specific)

Y039015 84 
82028839
Conflicts Between Engineering and Marketing Units
Weinrauch, J. Donald; Anderson, Richard
Industrial Marketing Mgmt v11n4 PP: 291-301 Oct 1982 CODEN: IMMADX
ISSN: 0019-8501
Jrnl Code: IMM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 11 Pages
AVAIL.: ABI/INFORM
Little is known about the reasons for conflict between the marketing and the engineering departments of organizations. Some of the common areas of conflict are: 1. product specifications, 2. packaging, and 3. interchangeability of components. An extensive list of potential conflicting areas are described. Conflict may be caused by a lack of communications or by the constantly changing states of both departments. The relationship between marketing and engineering can be improved by an audit. Its purpose is to identify problem areas. A participative problem-solving approach should be undertaken by management in solving this conflict. Conflict between these 2 departments can be solved through communication, workforce planning and development, management development programs, and improved organizational structure and climate. A certain amount of conflict is desirable, but it should be kept under control. Tables. Charts. References.
Desc.: Industrial markets; Engineering; Conflicts; Organizational behavior; Communication; Problem solving
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 85 
82026273
Marketing Strategies, Organisation and Performance Control in Insurance
Meidan, Arthur
Jrnl of Risk & Insurance v49n3 PP: 388-404 Sep 1982
ISSN: 0022-4367
Jrnl Code: JRI
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 17 Pages
AVAIL.: ABI/INFORM
The ''strategic posture'' of any insurer depends partly on the competitive environment and partly on its allocation of marketing resources. In determining this posture, the strengths of the insurance company should be taken into account. This review presents 8 different marketing strategies for an insurance firm and proposes that the insurer's selection of the appropriate strategy be based on the internal conditions and external forces impacting the firm. A careful plan should be undertaken to implement the selected strategy. If the marketing strategy is to succeed, sufficient attention must be accorded the marketing organizational structure and its departmental responsibilities. Several alternative control systems are proposed which might enable insurers to evaluate the performance of the chosen marketing strategy. In view of existing dynamic conditions, it is necessary to conduct continuous appraisal of strategic objectives so that the insurer can retain the initiative in its market. Tables. Diagrams. References.
Desc.: Market strategy; Marketing; Insurance industry; Control systems; Corporate growth; Corporate planning; Market planning; Performance appraisal; Marketing management
CLASS. CODES: 7000 (CN=Marketing); 2310 (CN=Planning); 8200 (CN=Insurance industry); 9130 (CN=Experimental/Theoretical)

Y039015 86
82023791
The Management of Hard Times: Budget Cutbacks in Public Sector Organizations
Jick, Todd D.; Murray, Victor V.
Organization Studies v3n2 PP: 141-169 1982
ISSN: 0170-8406
Jrnl Code: ORS
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 29 Pages
AVAIL.: ABI/INFORM
Most literature on organizational change has focused on stability and growth, rather than decline. The current cutbacks in funding for public sector organizations require that research be focused on the theoretical dimensions of adaptation and decline. The existing literature is reviewed, and distinctions are made between strategic decision responses to funding cuts and behavioral responses to organizational change due to resource shortages. Strategic responses may be rational or political depending on organizational structure and the power status of key decision makers. The degree of organizational crisis is determined by the severity of the cutbacks, the extent of advance knowledge of funding cuts, and the organization's environment, design structure, and key decision makers' characteristics. There have been no research efforts to determine the long-term effects of repeated cutbacks. Charts. References.
Desc.: Public sector; Organizational change; Budgets; Reduction; Strategic; Responses; Decisions; Choices; Factors; Organizational behavior
CLASS. CODES: 2500 (CN=Organizational behavior); 9550 (CN=Public sector)

Y039015 87
82022531
The Impact of Robotics Technology upon Human Resource Management
Whaley, George L.
Personnel Administrator v27n9 PP: 61-71 Sep 1982 CODEN: PEADAY
ISSN: 0031-5729
Jrnl Code: PAD
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
The increased use of robotics could affect equal employment opportunity (EEO), hiring decisions, compensation, and other areas of human resource management (HRM). Key environmental forces influencing the development of robotics technology are economic, technological, and behavioral in nature. The bottom-line economic argument for the use of robots is lower production/service costs than are required from human labor. In the technological area, it is possible that the basic infrastructure of the US economy could shift to dependence on new robotic technology which would be even greater than dependence on information processing technology. Overall, the most immediately recognizable effect of robotics will be on the behavior of work groups and individuals via changes in organizational structure. Change will come in many areas. Job specification statements concerning job hazards could diminish with robots performing more hazardous jobs, and increased competition between humans and robots could change the compensation philosophy of the firm. Robotics will also impact EEO decisions, and the personnel function itself cannot be assumed to be immune. Figures. References.
Desc.: Human resources; Robots; Technology; Economic impact; Comparative analysis; Organizational behavior; Performance evaluation; Job enrichment; Employment security; Affirmative action
CLASS. CODES: 6100 (CN=Human resource planning)

Y039015 88
82021464
Organized Anarchies: Military Bureaucracy in the 1980s
Sabrosky, Alan Ned; Thompson, James Clay; McPherson, Karen A.
Jrnl of Applied Behavioral Science v18n2 PP: 137-153 1982 CODEN: JABHAP
ISSN: 0021-8863
Jrnl Code: JBS
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 17 Pages
AVAIL.: JAI Press, P.O. Box 1678, Greenwich, CT 06830
A multilevel analysis suggests that the current military bureaucracy is characterized by a form of organized anarchy which inhibits its efficiency and responsiveness, and increases the likelihood of failure. In an organized anarchy, there is no logical connection between what actually emerges as policy and programs, and the preferences of both the individuals within the organization and the organization as a bureaucratic collective. There are 6 factors in the military bureaucracy that reinforce its character as an organized anarchy: 1. the inherent ambiguity of the external environment, 2. a poorly defined and inconsistent national defense policy, 3. inefficient structural channels, 4. a misloaded and overloaded system, 5. a lack of procedural understanding, and 6. a varying participation in decision-making. The practical consequences of organized anarchy include: 1. routine malfunctions, 2. flawed planning, policy, and procurement, and 3. serious operational failures that risk war and cost lives. Several types of corrective measures are possible, but all are politically improbable. References.
Desc.: Military; Bureaucracy; DOD; Defense; Policy
CLASS. CODES: 9550 (CN=Public sector)

Y039015 89
82020869
The Definition of Market Segments for Banking Services
Yorke, David A.
European Jrnl of Marketing (UK) v16n3 PP: 14-22 1982
ISSN: 0309-0566
JRNL CODE: EJM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 9 Pages
AVAIL.: MCB Publications Ltd., 198/200 Keighley Rd., Bradford, W. Yorkshire, England BD9 4JQ
Market segmentation is becoming essential to banking success due to increased marketing competition. Market segments must be measurable, accessible, and substantial. Banks operate in several areas of customer needs, including cash accessibility, asset security, money transfer, deferred payment, and financial advice. Banks should recognize at which segments of the market each service should be developed and aimed to achieve optimum yields. Corporate customers may be segmented by type of organization, operating capital, and organizational structure. The personal banking segments may be identified by employment characteristics, sex, and family life cycle stage. A marketing strategy based on segmentation involves determining the market value of services, the current and forecasted market share of segments, and the budget for promotion and sales of the services. Figures. Table. References.
Desc.: UK; Banking industry; Banking law; Market segmentation; Bank services; Target markets (MKT); Market strategy
CLASS. CODES: 7100 (CN=Market research); 8120 (CN=Retail banking 9170 (CN=Non-US)

Y039015 90
82019204
Deregulation: Surviving the Transition
Robertson, Thomas S.; Ward, Scott; Caldwell, William M., IV
Harvard Business Review v60n4 PP: 20-24 Jul/Aug 1982 CODEN: HABRAX
ISSN: 0017-8012
Jrnl Code: HBR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Industry deregulation requires a transition from the regulatory mentality to a market-oriented, competitive approach. The regulatory mentality is characterized by: 1. focus on the regulators, 2. little concern for costs, accountability, or growth, 3. paternalism toward employees, 4. cooperation with competitors, and 5. emphasis on the decision-making process. Increased competition brought about by deregulation must be met with strategic planning, risk-taking, and flexibility in organizational structure. The market-oriented approach requires that: 1. the customer be the focus of company direction, 2. growth be promoted, 3. costs be determined by product and market, 4. management be accountable for its actions, 5. employees be evaluated by productivity, 6. product superiority and cost efficiency be competitively promoted, and 7. outcomes of the decision-making process be stressed. Chart.
Desc.: Deregulation; Competition; Regulation; Business conditions; Planning
CLASS. CODES: 4310 (CN=Regulation)

Y039015 91
82018828
The World's Champion Marketers: The Japanese
Kotler, Philip; Fahey, Liam
Jrnl of Business Strategy v3n1 PP: 3-13 Summer 1982
Jrnl Code: JST
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 11 Pages
AVAIL.: ABI/INFORM
Marketing skills have been neglected as a factor in explaining Japan's success. Japanese marketing strategy involves 3 stages of market competition: 1. entering a market, 2. taking over a market, and 3. sustaining an existing market. Both government and private industry play a role in selecting markets that exhibit strong economies of scale and strong experience curve effects. The Japanese then study vulnerable industries for the right segment to enter. In taking over a market, the Japanese concentrate on: 1. product improvement, 2. product proliferation, 3. market segmentation, 4. market sequencing, and 5. market flexibility. Now that they dominate many product-market sectors, Japanese companies are maintaining their positions through genuine product innovation and market development. However, Japanese companies are facing tough new competition and protectionist problems that may make it easier for US companies to compete with them. Japanese organizational structure and style in marketing are discussed, as are cultural factors that influence marketing style. References.
Desc.: Japan; Marketing; Market strategy; Market planning; Manycompanies
CLASS. CODES: 9170 (CN=Non-US); 7000 (CN=Marketing)

Y039015 92
82017156
Climate and Performance in the Insurance Industry
Gordon, George G.; Baker, David A.; Baird, Donald G.
Best's Review (Life/Health) v83n2 PP: 12-16 Jun 1982 CODEN: BRLHB5
ISSN: 0005-9706
Jrnl Code: BIH
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
With pressures from changing business conditions, insurance has become an evolving industry. Externally, companies are tending to diversify into more financial service and insurance areas, while internally, many are developing a profit center or strategic business unit organizational structure. Management climate must be examined and then adjusted to meet the business needs of the company. A study of 11 large life insurance companies indicated a relationship between management climate and corporate performance. Some of the specific climate characteristics which relate to high performance are: 1. high growth, 2. high profitability, 3. productivity, and 4. quality of business. Uncovering strengths and weaknesses can be done effectively through climate studies. Since climate changes can improve performance, the studies can serve as a valuable tool in the competitive environment of the insurance industry. Tables.
Desc.: Insurance industry; Insurance companies; Management; Work environment; Characteristics; Performance; Studies
CLASS. CODES: 8210 (CN=Life & health insurance); 2500 (CN=Organizational behavior)

Y039015 93
82016955
Using Simulation for Leadership and Management Research: Through the Looking Glass
McCall, Morgan W., Jr.; Lombardo, Michael M.
Management Science v28n5 PP: 533-549 May 1982 CODEN: MSCIAM
ISSN: 0025-1909
Jrnl Code: MCI
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 17 Pages
AVAIL.: ABI/INFORM
Most research on leadership has focused on the interaction between leaders and subordinates and has relied on the survey method. Theory advancement requires study of environmental and organizational influences and expansion of methodology. Looking Glass Inc. provides a simulated leadership experiment, involving 3 Looking Glass divisions operating in increasingly complex external environments. Each run has 20 individuals performing 6 different leadership positions in 4 hierarchical levels. Looking Glass allows the assessment of naturally occurring phenomena of information processing, power patterns, organizational climate, and managers' use of organizational structure. A wide variety of interventions over runs are possible. With Looking Glass simulation, a variety of measures can be used, including observation, unobtrusive measures, self-reports, peer ratings, interviews, pretest questionnaires, audio/video tapes, and assessment center methods. Charts. References.
Desc.: Management science; Simulation; Studies; Leadership; Research; Organizational behavior
CLASS. CODES: 2600 (CN=Management science/Operations research); 9130 (CN=Experimental/Theoretical)

Y039015 94
82014388
Strategies for Network Research in Organizations
Fombrun, Charles J.
Academy of Mgmt Review v7n2 PP: 280-291 Apr 1982
ISSN: 0363-7425
Jrnl Code: AMR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 12 Pages
AVAIL.: ABI/INFORM
Considerable attention has been paid to the analysis of networks in and among individuals, gaps, and organizations. Sophisticated analytical methodologies have been developed to offer researchers feasible strategies for data handling in large networks. An attempt is made to describe the alternative network strategies available to researchers interested in adopting a network for the study of organizations. The 3 basic methodologies under consideration are: 1. nodal, 2. dyadic, and 3. triadic. Each methodological approach has its peculiar strengths and weaknesses, and each is differentially suited to the analysis of particular networks and to the solution of specific types of problems. Nodal strategies may be most useful in dealing with power, innovation, and socialization, while dyadic strategies may best be applied to mentoring, superior-subordinate relations, organizational design, organizational elites, organizational change, and organization-environment linkages. Triadic strategies are best used to investigate organization design and organizational evolution. Tables. References.
Desc.: Organization theory; Organizational; Networks; Analysis; Research; Organizational behavior
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 95
82012149
How Aggressive Innovation Can Help Your Company
MacMillan, Ian C.; McCaffery, M. L.
Jrnl of Business Strategy v2n4 PP: 115-119 Spring 1982
Jrnl Code: JST
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
There are 2 kinds of response barriers, commitment barriers, which so commit a competitor to one course of action that it cannot make an appropriate strategic response, and inertia barriers, which delay or block rapid response. A competitor may be unable to make a countermove due to a large investment that would become obsolete. Also, competitors may have strong links with other organizations or products that would be endangered by making an appropriate countermove. Inertia barriers that slow response may be: 1. strategic, being a follower in entering new products or markets, 2. bureaucratic, slowed down by rigid operating procedures or highly centralized organizational structure, or 3. political, restrained by the competitor's traditions, values, and principles. These barriers can help an aggressive innovator launch new products and realize large profits before competitors can respond. For this to succeed, however, certain elements are needed: 1. entrepreneurial atmosphere, 2. low product development and startup costs, 3. strong market credibility, and 4. a way out as the product life cycle declines. References.
Desc.: Market entry; Barriers; Competition; Evaluation; Responses; Strategy; Aggressive; Innovations
CLASS. CODES: 7000 (CN=Marketing)

Y039015 96
82011677
Perceived Environmental Uncertainty, Organizational Adaptation, and Employee Performance: A Longitudinal Study in Professional Accounting Firms
Ferris, Kenneth R.
Accounting, Organizations & Society (UK) v7n1 PP: 13-25 1982 CODEN: AOSOPB
ISSN: 0361-3682
Jrnl Code: AOS
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 13 Pages
AVAIL.: ABI/INFORM
The importance of the dependency between an organization and its environment has long been stressed by organization theorists. The theorists have argued that organizations must adapt to their environment if they are to remain viable. Organizational adaptation is expected to be a relatively important activity in professional accounting firms because they face such a relatively uncertain and turbulent environment. A study was performed to investigate the organizational response to the perception of environmental uncertainty and to evaluate the impact of this response on employee perceptions and performance. The organization is viewed as an open system subject to external influences. The study of the large professional accounting firms was restricted to a consideration of procedural coping behavior. Thus, the findings are not necessarily generalizable to other forms of coping. Results indicated that: 1. the perception of uncertainty by the domination coalition was not causally related to either the type or quantity of procedural coping undertaken, and 2. the effectiveness of the organization's coping effort was associated with the level of coping undertaken. It is reasonable to infer that the organization-environment dependency has important implications for professional accounting firms. Tables. Chart. References.
Desc.: Organization theory; Statistical analysis; Studies; Accounting firms; Uncertainty; Hypotheses; Variance analysis
CLASS. CODES: 2500 (CN=Organizational behavior); 4100 (CN=Accounting)

Y039015 97
82010373
Management Factors in Budgeting
Chastain, Clark E.
Cost & Mgmt (Canada) v56n1 PP: 15-19 Jan/Feb 1982 CODEN: CSTMA9
ISSN: 0010-9592
Jrnl Code: RIA
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Two extreme approaches to budgeting are possible: 1. authoritarian, in which top management formulates the budget without consulting middle and lower level managers, and 2. democratic-participative, in which organizational members who do the work called for by the budgeted resources exert significant influence in developing the budget. Where managerial style is highly directive in nature and where organizational structure involves external management controls, the authoritarian approach is appropriate. In such an organization, managers are likely to have a low level of goal congruence with the company and must be motivated primarily by extrinsic rewards. There are probably situations where either of the extreme processes would be highly effective in relating company resources to goal accomplishment. Managers should analyze several factors in seeking to improve the effectiveness of the budgeting process: 1. personality of members, 2. goal congruence, 3. organizational structure, 4. organizational climate, 5. motivation, 6. production technology, 7. environment, 8. state of the system, and 9. size of the organization. References.
Desc.: Budgeting; Management styles; Participatory management; Management accounting; Organizational; Factors
CLASS. CODES: 3100 (CN=Capital & debt management); 2500 (CN=Organizational behavior); 6100 (CN=Human resource planning); 4100 (CN=Accounting)

Y039015 98
82010140
Seeking Strategic Involvement
Farmer, David H.
Jrnl of Purchasing & Materials Mgmt v17n3 PP: 20-24 Fall 1981 CODEN: JOPUAS
ISSN: 0094-8594
Jrnl Code: JPR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
The argument that purchasing should be involved in the management of strategy in manufacturing firms seems to be irrefutable. The position is based on the notions that strategies are concerned with obtaining sustainable advantages over competition, that some of these advantages can be obtained from the company's supply market, and that a successful business strategy requires effective balance and integration among the various elements in the company's system. In practice, there appear to be few organizations in which the purchasing function makes a significant contribution to strategy development. In this analysis, an attempt is made to identify some of the key reasons for lack of purchasing participation. The analysis suggests that some of the reasons for this situation include: 1. the attitudes, knowledge, and values of the person doing the purchasing job, 2. the organizational structure, 3. an adequate view of the role of purchasing as taught by business schools, 4. resistance to change, and 5. self perception. Participation in purchasing can be increased by increasing professionalism, expanding skills, and developing enlightened attitudes in those within the function and in others with whom purchasing interfaces. References.
Desc.: Strategic; Planning; Barriers; Organizational behavior; Purchasing
CLASS. CODES: 2300 (CN=Planning & strategy); 2500 (CN=Organizational behavior)

Y039015 99
82009027
Key Elements of Productivity Improvement Programs
Shetty, Y. K.
Business Horizons v25n2 PP: 15-22 Mar/Apr 1982 CODEN: BHORAD
ISSN: 0007-6813
Jrnl Code: BHO
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
A number of US companies have instituted a wide variety of productivity improvement programs, all of which have certain key elements. The key elements are: 1. top management support-top management must make a definitive policy commitment, and establish an appropriate mechanism for implementation of efforts, 2. organizational structure-many organizational forms have proved effective, but an effective arrangement headed by a person responsible to top management is essential, 3. company climate-awareness of productivity, effective communication throughout the organization, employee involvement, the sharing of benefits, and reasonable assurance of job security are critical, 4. productivity measurement and goals-measures of output per employee or man hour, output per asset dollar, and output per energy input are most useful, and such goals must be realistic, 5. productivity improvement techniques-each firm must employ a combination of techniques designed to meet its own specific situation and needs, and 6. implementation and evaluation-there must be a schedule for implementation, and monitoring and evaluating the feedback process is vital.
Desc.: Productivity; Improvements; Programs; Implementations; Management; Support; Employee; Communication; Productivity measurement; Goals; Manycompanies
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 100
82003839
Footnotes to Organizational Change
March, James G.
Administrative Science Qtrly v26n4 PP: 563-577 Dec 1981 CODEN: ASCQAG
ISSN: 0001-8392
Jrnl Code: ASQ
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 15 Pages
AVAIL.: ABI/INFORM
Organizational change can be described as the elementary ways in which participants respond to the environment, including management and leadership. By managing the process of change, one can influence the course an organization will take. Organizational action can be understood from 6 perspectives: 1. rule following, 2. problem-solving, 3. learning, 4. conflict, 5. contagion, and 6. regeneration. These are the stable processes of change, to which there are complexities. Five ''footnotes'' to change are presented in this analysis, not as theory, but as comment on the need for additional research on leadership and organizational adaptiveness: 1. Organizations continually change, but not as planned. 2. Effecting change requires understanding the stability of processes as well as the changes produced. 3. Most organizational changes are simple responses to environmental forces. 4. Prosaic processes sometimes produce surprising results. 5. Rationality and foolishness both play a role in organizational change. References.
Desc.: Organizational change; Organizational behavior; Organization theory
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 101
82003837
Perceptions of Organizational Effectiveness over Organizational Life Cycles
Cameron, Kim S.; Whetten, David A.
Administrative Science Qtrly v26n4 PP: 525-544 Dec 1981 CODEN: ASCQAG
ISSN: 0001-8392
Jrnl Code: ASQ
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 20 Pages
AVAIL.: ABI/INFORM
Using the ''Organization Game'' as a simulation model, reactions of 650 students from 2 universities were studied to evaluate measures of organizational effectiveness at different levels, and at different times, during the life cycle of an organization. In the early and creative stages of organizational life, emphasis is given to input and to the organization's prime mover as measures of effectiveness. In later stages, effectiveness measures concentrate more on output (efficient production) and procedures. The appropriateness of different models for measuring organizational effectiveness will depend on the organization's life cycle situation and the external environment. The system-resource model is feasible when uncertainty is high. The goal model is more appropriate in formalized organizations where emphasis on output is high. Graphs. Tables. References.
Desc.: Organizational; Structure; Effectiveness; Life; Cycles; Models; Organization theory; Organization development; Simulation
CLASS. CODES: 2300 (CN=Planning & strategy); 2500 (CN=Organizational behavior); 2600 (CN=Management science/Operations research)

Y039015 102
82001468
The External Organizational Environment and Its Impact on Management Information Systems
Ewusi-mensah, Kweku
Accounting, Organizations & Society (UK) v6n4 PP: 301-316 1981 CODEN: AOSOPB
ISSN: 0361-3682
Jrnl Code: AOS
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 16 Pages
AVAIL.: ABI/INFORM
The advent of computers, and the concomitant progress in information systems technology have been a boon for business. The literature concerning information systems investigations has dealt with internal organizational perspectives without considering the external environment surrounding the organization. The influence of traditional organization theory has contributed to this trend. An organization has been viewed as being independent of its environment and, therefore, isolated from problems of interaction with other organizations or entities outside its organizational boundaries. A change in the state of the organization may be produced by considering an organization's environment as consisting of all factors external to the organization. Organizations in different environments require different information variables, such as: 1. information quality, 2. information availability, 3. information value, 4. impact on decision-making, 5. organizational interaction, 6. organizational search, 7. response time, 8. time horizon, 9. information source, and 10. information type. A systematic approach to the general problem of collecting and using information about the environment is required for an organization to carry on a meaningful interaction with the environment. Chart. Tables. References.
Desc.: External; Organizational; Environment; Organizational behavior; MIS (MAN); Changes; Control; Information; Characteristics; Decision making
CLASS. CODES: 2500 (CN=Organizational behavior); 5200 (CN=Communications & information management)

Y039015 103
81027291
Interorganizational Networks: A Case Study of Industrial Location
Dunkerley, David; Spybey, Tony; Thrasher, Michael
Organization Studies v2n3 PP: 229-247 1981
ISSN: 0170-8406
Jrnl Code: ORS
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 19 Pages
AVAIL.: ABI/INFORM
Comparative research has been the dominant methodology in organization studies, but during the 1970s, the trend has moved toward an enlarged emphasis on interorganization relationships and the analysis of organizations and their environments. It is evident that the field of organization-environment relationships has been short on empirical testing of these concepts. It is suggested that the ''political economy'' perspective is a helpful approach to understanding the environments of organizations as a network in continuous negotiations. A case study of the negotiations between the UK Government and Ford Motor Co. over the siting of a major engine plant in South Wales serves to illustrate the perspective. The case study emphasizes: 1. the importance of choice and manipulation of environments, 2. the extent to which organizations are able to control their environments, 3. the importance of understanding organizational power, and 4. the market position occupied by the organization. Graphs. Tables. References.
Desc.: Organization theory; Site selection; Location analysis; Organizational; Networks; Power; Government; Industry; Negotiations; Case studies; Relations; Regional; Planning; Organizational behavior
CLASS. CODES: 2500 (CN=Organizational behavior); 2300 (CN=Planning & strategy); 9110 (CN=Company specific)

Y039015 104
81020559
Implementing Automated Office Systems
Wetherbe, James C.; Davis, Charles K.; Dykman, Charlene A.
Jrnl of Systems Mgmt v32n8 PP: 6-12 Aug 1981 CODEN: JSYMA9
ISSN: 0022-4839
Jrnl Code: JSM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
With the technology now available, it is possible to base office systems on 4 functions: 1. document processing, 2. electronic mail systems, 3. executive support systems, and 4. management information systems interface. However, certain organizational/behavioral factors have caused the implementation of automated office systems to lag behind the availability of technology. Successful office automation requires motivating workers to use the system effectively. This necessitates that management study the impact of office automation on several areas, including: 1. group structure, 2. management style, and 3. job redesign. Within the organization, other factors influence successful office automation, including: 1. organizational structure, 2. organizational size, 3. organizational climate, 4. power distribution in the organization, and 5. organizational environment. It is possible to use the experiences of another company in office automation to avoid ''reinventing the wheel''. Table. Re.ezences.
Desc.: Office automation; Implementations; Planning; Organizational ; Factors; Systems design
CLASS. CODES: 5200 (CN=Communications & information management)

Y039015 105
81019521
Competitive Bidding: An Effective Purchasing Tool
Pauley, William E.
Hospital Materiel Mgmt Qtrly v3n1 PP: 31-40 Aug 1981
ISSN: 0192-2262
JRNL CODE: HMM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 10 Pages
AVAIL.: ABI/INFORM
In today's climate of escalating health care costs, the prudent administrator will move to ensure that the hospital's purchasing is done in a systematic manner which will aid in keeping costs under control. The best method for containing costs of supplies is to use competitive bidding. The first act in instituting a system of competitive bidding must be centralization. The materiel management department is the one most likely to be given control over purchasing. Second, the materiel manager must formulate a plan for systematic purchasing and an appropriate organizational structure for implementing new practices. A team approach is vital to successful competitive bidding, and the hospital should keep a list of acceptable sources for bidding, quotations, and negotiating purposes by using either a bidder's list application or vendor information form on which data pertaining to the vendor are ed in a microwave discharge? plasma. It was found that after annealing at 1000 DEGREE K the thermo-emf of these samples is increased almost f?vefold in comparison with that of sintered samples. 4 refs. In Russian. Desc.: *TITANIUM COMPOUNDS; POWDER ?ETAL PRODUCTS-- Electric Properties Classification Codes: 804 (Chemical Products); 536 (Powder Metallurgy); 80 (CHEMICAL ENGINEERING); 53 (METALLURGICAL ENGINEERING)
Desc.: Hospitals; Purchasing; Competitive; Bids; Health care expenditures; Cost control
CLASS. CODES: 8320 (CN=Health care industry)

Y039015 106
81018752
Will DEC Feel Growing Pains?
Anonymous
Computer Decisions v13n7 PP: 36-37 Jul 1981 CODEN: CODCB8
ISSN: 0010-4558
JRNL CODE: COM
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Digital Equipment Corp. (DEC) of Maynard, Massachusetts has the financial resources to sustain its rapid growth, but a report from International Resource Development suggests that DEC's decentralized organization may not be able to control and coordinate continued high growth rates. DEC's organizational structure has been cited as a factor in its growth, but is now being considered a potential weak link. In response to the need for more organizational control, DEC restructured end-user marketing groups in 1978, and each market group ceased functioning independently. DEC's customer service organization is a cornerstone of the firm's good user-vendor relations. Keeping users happy has been part of the firm's ongoing growth effort. DEC has been a pioneer in many aspects, such as interactivity of its products and customer service. It is now engaged in a joint venture with Xerox and Intel to develop a low cost, non-proprietary local communications network based on Ethernet. Its decentralized structure has been advantageous up to the present time, but increased competition may call for changes if DEC is to keep growing. Graph.
Desc.: Digital Equipment-Maynard Mass; Case studies; Corporate growth; Customer services; Strategy
CLASS. CODES: 8651 (CN=Computer industry); 9110 (CN=Company specific); 2300 (CN=Planning & strategy); 2400 (CN=Public relations)

Y039015 107
81018461
Environment, Strategy, and Power Within Top Management Teams
Hambrick, Donald C.
Administrative Science Qtrly v26n2 PP: 253-275 Jun 1981 CODEN: ASCQAG
ISSN: 0001-8392
Jrnl Code: ASQ
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 23 Pages
AVAIL.: ABI/INFORM
A closer examination of the sources of contingencies and their interactions is important to totally understand past research on intraorganizational power and to chart future research. Two complementary theoretical streams are drawn upon to propose that the environment of an organization and its strategy for navigating within that environment are distinctive yet intertwined factors that account for the ''critical contingencies'' that an organization is confronted with and, in turn, for the power patterns within the organization. Executives had high power if, by virtue either of their functional area of scanning behavior, they dealt with the dominant requirement imposed by their industry's environment. Power patterns within each industry were further affected by the degree to which executives coped with the contingencies posed by their organizations' particular strategies. A temporal critical contingencies model of power has been proposed. Chart. Tables. References. Appendices.
Desc.: Strategic; Contingencies; Upper; Management; Organization theory; Power; Statistical analysis
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 108
81015620
Assessing the Effect of Competition in Weapon System Acquisition
Drinnon, James W.
Defense Mgmt Jrnl v17n2 PP: 29-31 Second Quarter 1981 CODEN: DMJOB3
ISSN: 0041-7599
Jrnl Code: DMJ
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
When analysts evaluate the effectiveness of competition in weapon system acquisition, it is necessary also to consider improving manufacturing efficiencies as well. At present it is impossible to precisely isolate the impact of competition from other factors involved in pricing. The other factors besides competition include: 1. technical problems, 2. personalities, and 3. organizational structure. The expected percentage savings in a program depends critically on the number of units produced since a firm's rate of learning shifts downward and steepens when competition is introduced. The relationship between price and quantity which indicates that an increase in production quantity leads to a lower unit price is the learning curve. It is necessary to consider the effect of quantities through the shifts and rotation of the learning curve in any projection or evaluation of competition. It is possible to perform sensitivity testing of key assumptions using the basic framework of the learning curve. References. Graphs.
Desc.: Weapons; Purchasing; Competition; Army-US
CLASS. CODES: 9550 (CN=Public sector)

Y039015 109
81013314
Beat Productivity Rate Slide in Your Bank Your Own Way
Stromquist, Al
ABA Banking Jrnl v73n6 PP: 24, 26, 29 Jun 1981 CODEN: BNKGA2
ISSN: 0194-5947
Jrnl Code: BNK
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Two recently completed surveys indicate that US workers are concerned about their organizations' productivity and are willing to work hard, but they stressed the importance of recognition by supervisors and the case for more involvement in decision-making. Unfortunately, many white collar employees feel productivity relates only to factory workers. In the final analysis, productivity in a bank is managed at the department level. Any productivity examination must consider 4 areas which significantly impact productivity: 1. automation, or replacing people with tools and technology-the computer and associated technology offer opportunities, 2. work methods-designing better work methods and procedures could render significant productivity gains, 3. removal of roadblocks, such as attitudes, excessive government regulation, and union contracts, 4. human resources-analysis of hiring and promotion, staff controls, the organizational structure, training and development, and ''climate'' or environment.
Desc.: Banking; Productivity; Growth rate; Performance; White collar workers; Clerical personnel; Human resources
CLASS. CODES: 8100 (CN=Financial services industry)

Y039015 110
81011682
The Good Managers of Sichuan
O'Toole, James
Harvard Business Review v59n3 PP: 28-32, 36-40 May/Jun 1981 CODEN: HABRAX
ISSN: 0017-8012
Jrnl Code: HBR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
A number of Chinese factories in the Sichuan province are experimenting with managerial reform. These reforms, intended to overcome the problems of too much bureaucracy and too little productivity associated with tight central planning, allowed firms' retention of profits, expenditures with retained earnings, marketing to consumers other than the state, plans and budgets, merging with other enterprises, bonuses to productive employees, worker participation in decision making, and regulation of individual personnel matters. Observations of several of the 420 experimental companies reveals particular changes made. According to provincial authorities (whose numbers are not totally reliable), these experimental firms' output increased 50% more than that of their counterparts for the first 3 quarters of 1980. There are a number of problems at each of the experimental firms, but it seems that the greatest is still central planning, because most of the aspects of the managerial reforms pose threats to the overall system.
Desc.: Peoples Republic of China; Factories; Experiments; Case studies; Management; Reforms; Central; Planned economy; Employees; Motivation; Managers; Initiatives; Organizational behavior
CLASS. CODES: 5300 (CN=Production management); 9110 (CN=Company specific); 1100 (CN=Economics); 2500 (CN=Organizational behavior)

Y039015 111
81011250
Interlocking Directorates: A Strategy for Reducing Environmental Uncertainty
Schoorman, F. David; Bazerman, Max H.; Atkin, Robert S.
Academy of Mgmt Review v6n2 PP: 243-251 Apr 1981
ISSN: 0363-7425
Jrnl Code: AMR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 9 Pages
AVAIL.: ABI/INFORM
Interlocking directorates have attracted considerable attention in both academic literature and the public press. Despite statutory attempts to limit them, interlocking directorates among corporations are common. By means of interlocking, companies can gain any of 4 benefits which reduce environmental uncertainty: 1. horizontal coordination linking competitors, 2. vertical coordination linking an organization with suppliers of inputs or receivers of outputs, 3. expertise, and 4. enhanced reputation. Interlocking directorates may be characterized by a number of factors that differentiate them, as well. These include direct and indirect interlocks, strong and weak ties, and centrality of an organization, directionality and extent of benefits, and the intensity of the relationship between 2 organizations. There are a number of legal implications in the decision to interlock. Although antitrust legislation suggests that the maintenance of uncertainty in the marketplace through competition is a social good, reducing uncertainty by interlocking may be a profit-maximizing strategy of benefit to business firms and their shareholders. References.
Desc.: Interlocking directorates; Uncertainty; Competition; Antitrust laws; Organization theory; Advantages; Maximizing profits
CLASS. CODES: 2100 (CN=Administrative & management personnel); 1100 (CN=Economics); 4300 (CN=Law); 2500 (CN=Organizational behavior)

Y039015 112
81011247
Toward a Model of Business Unit Performance: An Integrative Approach
White, Roderick E.; Hamermesh, Richard G.
Academy of Mgmt Review v6n2 PP: 213-223 Apr 1981
ISSN: 0363-7425
Jrnl Code: AMR
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 11 Pages
AVAIL.: ABI/INFORM
It has been difficult to obtain a satisfactory answer to the question of what factors determine the level of a business's performance. A number of largely independent areas of research have tried to explain business performance, often emphasizing different factors, using different conceptual schemes and language, and examining different organizational units. A model of performance is developed that integrates overlapping and common explanatory variables from industrial organization economics, organization theory, and business policy, such as business position, industry environment, strategy, and structure. The model works toward a testable synthesis of these elements. By using the business unit as the unit of analysis and by using concepts of strategy and structural context which correspond to the business unit, it is possible to take into account different industry conditions and competitive positions, while examining the effects of strategy and of structural context. Charts. References.
Desc.: Business; Unit; Performance; Models; Organization theory; Effectiveness
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 113
81010327
Improving Productivity
Stromquist, A. O.
Trusts & Estates v120n4 PP: 29-30, 32 Apr 1981 CODEN: TRUSB9
ISSN: 0041-3682
Jrnl Code: TRE
DOC TYPE: Jrnl Pap.
Lang.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
US productivity growth has dropped to less than 1% in the 1970s, putting this country behind most of its international competitors. Two recent surveys revealed that workers and employers alike are very concerned over the performance and productivity of their companies. White-collar productivity in banks is a great concern. However, it is complicated by the problem of measuring such productivity. No one solution or technique for boosting productivity applies to all banks. Four major areas must be analyzed in each department for their impact on productivity: 1. automation, which has resulted in great productivity improvements, 2. design of better work methods, which can be effective along with job enrichment, 3. impediments to productivity, mainly attitudes, excessive government regulations, and having to operate under union-negotiated contracts, and 4. management of human resources, which encompasses hirings and promotions, staff controls, organizational structure to facilitate work and communication, employee training and development, and the climate that fosters motivation.
Desc.: Productivity; White collar workers; Efficiency; Banking industry; Growth rate
CLASS. CODES: 8100 (CN=Financial services industry)

Y039015 114
81008302
Market Conditions, Centralization, and Organizational Effectiveness: Contingency Theory Reconsidered
Azma, Mahnaz; Mansfield, Roger
Human Relations v34n2 PP: 157-168 Feb 1981 CODEN: HUREAA
ISSN: 0018-7267
Jrnl Code: HRL
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
A study was conducted in South Wales to examine one of the more specific propositions derived from the general framework of the structural contingency theory of organizations. The sample included 52 companies that were chosen from the broad industrial classifications of building and construction, food and beverages, and metal products. Data on centralization, behavioral measures of effectiveness, and market competition, were obtained by means of a postal questionnaire addressed to the chief executive of each company and from annual returns of statistics filed by each company. The results of the study indicate that, in the complete sample or in subsamples selected in terms of company size or the degree of competition, no consistent relationship exists between centralization and the different measures of organizational effectiveness. There are clear differences in the relationships between centralization and the different behavioral measures of effectiveness, which suggest the need for very considerable disaggregation of performance or effectiveness measures. Tables. References.
Desc.: Contingencies; Theory; Organizational; Structure; Decision making; Centralization; Effectiveness; Competitive; Markets; Organization theory; Size of enterprise; Studies
CLASS. CODES: 2300 (CN=Planning & strategy); 2500 (CN=Organizational behavior)

Y039015 115
81002247
A Model for Diagnosing Organizational Behavior
Nadler, David A.; Tushman, Michael L.
Organizational Dynamics v9n2 PP: 35-51 Autumn 1980 CODEN: ORDYAM
ISSN: 0090-2616
Jrnl Code: ORD
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
In the task of making organizations run effectively, the models used by management guide analysis and action. Organizations, as systems, possess critical characteristics such as internal interdependence, capacity for feedback, equilibrium, equifinality, and adaptation. They can be analyzed by using a congruence model of organizational behavior which is based on how well components fit together. Inputs for the model are organizational environment, resources, history, and strategy. The outputs are organizational performance and effectiveness. The process of diagnosing organizational behavior and determining its congruence (or the best ''fit'' for its components) is discussed. Once organizational congruence has been assessed, hypotheses can be generated about problem causes, and action steps can be identified. The model and the analysis process are tools for dealing with the complex reality of organizations and can assist in decision making. Charts. References.
Desc.: Organizational behavior; Models; Organization theory; Analysis; Organizational change; Organization development
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 116
80023327
Public/Private Developers, a Successful Team
Hayes, Kerry
Management Focus v27n6 PP: 24-27 Nov/Dec 1980
Jrnl Code: MFP
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
The new strain of the real estate development fever is one involving joint ventures between private companies and government agencies. Such projects have shot up in Detroit, Seattle, Honolulu, and other cities. There are several valid reasons for the appeal of joint projects, including the fact that government bodies often control vast amounts of land where developable space is becoming scarce. Some benefits the public sector has to offer a private partner include: 1. site selection and acquisition, 2. organizational structure, and 3. financing. The private sector, in turn, has valuable benefits to offer a public/private partnership, including professional/technical expertise and management abilities. Both parties can speed up the progress of successful joint real estate ventures by treating present and potential partners with respect. The end result will be a fair deal for the government body, the entrepreneur, and the public. Charts.
Desc.: Developments (RE); Cities; Joint ventures; Government agencies; Private enterprise; Partnerships; Real estate
CLASS. CODES: 8360 (CN=Real estate); 9550 (CN=Public sector); 1100 (CN=Economics)

Y039015 117
80023044
''Plateau of Mediocrity'' Inhibits Great Advertising
Schachte, Henry
Advertising Age v51n49 PP: 105-106, 108 Nov 13, 1980 CODEN: ADVAAQ
ISSN: 0001-8899
Jrnl Code: ADA
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
At one point in advertising history, the advertising manager supervised advertising as a fulltime and significant responsibility. However, the advent of the brand manager gave responsibility for advertising to a person who had many other responsibilities as well. The result is that in most companies today there is no mechanism in place for bringing the lessons of advertising into the routines that control advertising preparation. Advertising is suffering from: 1. diffusion of control in the contemporary business structure, 2. reliance on unreliable research, and 3. too many restrictions on creativity. There is no time for learning; there need to be ''centers for learning about advertising'' established in companies.
Desc.: Advertising; Control; Creative; Research; Competition
CLASS. CODES: 7200 (CN=Advertising)

Y039015 118
80021183
Where to Put Operations: Suburbs or Center City? New Building or Renovated?
West, Roy
ABA Banking Jrnl v72n7 PP: 75-76 Jul 1980 CODEN: BNKGA2
ISSN: 0194-5947
Jrnl Code: BNK
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Banks have a great commitment to the future of the central core of large metropolitan areas. In many communities, the financial district is a stabilizing anchor of the downtown area, and banks are trying to rebuild the cities through support for urban renewal programs and financial assistance to local enterprise. However, urban problems create a dilemma for bankers planning expansion of their operations facilities. A bank that needs more space must consider the alternatives to expanding within the city. An expanding central complex is often not the most efficient, flexible, nor economic location for clerical operations departments and data processing functions. The concept of remote operations may mean rethinking the organizational structure, but satisfactory adjustments can be made when sufficient advantages are indicated. In order to decide on expansion, the existing operations must be surveyed and analyzed in terms of volume, work flow, and anticipated growth.
Desc.: Banks; Facilities planning; Design; Site selection; Renovations; Manycompanies; Building construction
CLASS. CODES: 8100 (CN=Financial services industry); 5100 (CN=Facilities management); 2300 (CN=Planning & strategy); 8360 (CN=Real estate); 8370 (CN=Construction industry)

Y039015 119
80017543
An Organizational Structure to Help You in the '80s
Haller, Terry
Advertising Age v51n36 PP: 45-46 Aug 25, 1980 CODEN: ADVAAQ
ISSN: 0001-8899
Jrnl Code: ADA
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Despite its image as the ideal organizational environment in the best of companies, the product management system does not guarantee ultrahigh financial returns. The economic environment that has made the product manager effective in the past now makes him obsolete. His consumer focus is useful, but past corporate consumer preoccupation has produced dwindling cash reserves and lowered ability to finance future expansion from internal reserves. Recent studies have shown that it is the expected cash flow that governs the prices of stock. If the ultimate corporate purpose is increased economic wealth, then marketing strategies must assemble and deploy the resources that produce high positive levels of cash. The product management system of today does not do this. Business strategists with strong backgrounds in marketing who can apply both disciplines with equanimity are required. Strategic planning, the applied science of making profit happen, is hampered by the traditional product management system. The ''marketing department'' needs to be reorganized into a department where some are accountable for the design and direction of comprehensive business strategies and others are responsible for tactical implementation. Chart.
Desc.: Organizational; Structure; Strategic; Planning; Product management; Marketing management; Organizational plans
CLASS. CODES: 2300 (CN=Planning & strategy); 7500 (CN=Product planning & development)

Y039015 120
80016290
Industrial Organization, Corporate Strategy and Structure
Caves, Richard E.
Jrnl of Economic Literature v18n1 PP: 64-92 Mar 1980 CODEN: JECLB3
ISSN: 0022-0515
Jrnl Code: JEL
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Considered here is the way in which the firm's rational selection of corporate strategy and internal organizational structure responds to the market structure surrounding it and the effect those choices have on the firm's behavior and hence, on the structure and performance of markets.Two symmetrical types of conclusions result. First, economists have something to learn from this literature. Second, economists have something to offer in this line of research. Well-trained economists could have carried out many of the cited research projects more proficiently than did their authors, who were less effectively equipped by their own disciplines. Table. References.
Desc.: Industrial; Corporate; Structure; Design; Organizational; Strategy; Organizational plans; Technology; Competition; Organizational behavior
CLASS. CODES: 1100 (CN=Economics); 2300 (CN=Planning & strategy; 2500 (CN=Organizational behavior)

Y039015 121
80016275
Energy and Competition: The Saga of Electric Power
Fanara, Philip, Jr.; Suelflow, James E.; Draba, Roman A.
Antitrust Bulletin v25n1 PP: 125-142 Spring 1980 CODEN: ATBUAU
ISSN: 0003-603X
Jrnl Code: ANB
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
The organizational structure of the electric power industry is undergoing profound changes due to technological changes and legal decisions. It is suggested that these changes offer the possibility of a more competitive market structure in this industry. However, the trend has been just the opposite due to joint ownership of generating stations by investor and publicly-owned utilities. If this trend continues, the result may be even less competition and a subsequent change in the traditional regulatory framework and higher prices for electrical energy.It is ironic that the closer the technological conditions in the industry approach a competitive state, the closer the industry moves towards state ownership. If this trend continues, the consumer will be the loser, and society will lose the unquestionable economic efficiency that the competitive market brings to the allocation of the energy resource of electricity. It is recommended that any further public-private ownership joint venture pooling agreements be prohibited until the full effect of such agreements has been analyzed. Graphs.
Desc.: Electric power; Industry; Public policy; Public utilities; Regulated industries; Pool; Joint ventures; Electric utilities; Monopolies
CLASS. CODES: 8340 (CN=Electric, water & gas utilities); 4300 (CN=Law); 1100 (CN=Economics)

Y039015 122
80012824
Agency Problems and the Theory of the Firm
Fama, Eugene F.
Jrnl of Political Economy v88n2 PP: 288-307 Apr 1980 CODEN: JLPEAR
ISSN: 0022-3808
Jrnl Code: JPE
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
The separation of security ownership and control is presented as an efficient form of economic organization. The presumption that a corporation has owners in any meaningful sense is set aside, along with the concept of the entrepreneur. The functions of management and risk bearing are treated as naturally separate factors within the set of contracts called a firm. The firm is disciplined by competition from other firms, which forces development of devices for efficiently monitoring the performance of the whole team and of individual members. Individual participants and managers face both the discipline and opportunities provided by markets for their services, both within and outside the firm.In any scenario where the weight of the wage revision process is at least equivalent to full ex post settling up, managerial incentive problems usually attributed to the separation of security ownership and control of the firm are resolved. Equations. References.
Desc.: Economic theory; Management; Organization theory; Ownership Risk aversion; Economic models; Incentives; Wages & salaries
CLASS. CODES: 1100 (CN=Economics); 2500 (CN=Organizational behavior); 6400 (CN=Employee benefits & compensation)

Y039015 123
80011694
Are Business Schools Doing Their Job?
Prior, Peter J.
Manchester Business School Review (UK) v4n2 PP: 8-11 Spring 1980
ISSN: 0308-5244
Jrnl Code: MEV
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
The key to the UK's future wialth lies in educating the young men and women of today who will be responsible for managing industry and in striving to ensure that British firms are one step ahead of overseas competition. There is a great need for business schools to produce leaders who can manage well, increase prodictivity, perceive new areas of exploration, and build men into successful teams.In order for a new style of leadership to flourish, it is necessary to develop an organizational structure that does not inhibit initiative. Business schools can help achieve this through management science. Business schools can help revive team spirit and pride in workmanship by stressing human emotions and the environment in which personal leadership is exercised. Personal leadership needs to be encouraged by the business schools.
Desc.: Business schools; UK; Training; Leadership; Skills; Development
CLASS. CODES: 6200 (CN=Training & development)

Y039015 124
80003910
Strategy and Environment: A Conceptual Integration
Bourgeois, L. J., III
Academy of Mgmt Review v5n1 PP: 25-39 Jan 1980
ISSN: 0363-7425
Jrnl Code AMR
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Further empirical and theoretical development can be stimulated by suggesting an integration of the 2 approaches emphasized in business policy (BP) and organization theory (OT) literature regarding the organization-environment co-alignment process and strategic decision making. BP's approach has been to view management as a proactive or opportunistic agent and has focused much of its research on the strategy variable. OT has assumed a more reactive stance by viewing the environment as a deterministic force to which organizations respond.An elaboration of the notions of strategy and environment can be accomplished by categorizing environment into its objective and perceived states, and by subdividing strategy according to content (outcomes) or process. The objective environment can be further divided into ''task'' and ''general.'' An alternative subdivision of strategy is primary (domain selection) and secondary (competitive approach). The ideas of strategy and environment are integrated in that primary strategy concerns opportunities in the general environment and secondary strategy is associated with navigating within a task environemnt. The treatment of environment has often indiscriminately mixed objective and perceived attributes. The objective external environment and its variability are the source of the firm's opportunities and risks and as such must be included when strategies are made and executed, whereas managers' perceptions of the environment are part of the strategy-making process. Tables. Charts. References.
Desc.: Organizational; Environment; Strategy; Organization theory; Business; Policy; Policy making; Decision making
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 125
80001368
Dimensions of Organizational Environments: An Exploratory Study of Their Impact on Organization Structure
Tung, Rosalie L.
Academy of Mgmt Jrnl v22n4 PP: 672-693 Dec 1979 CODEN: AMJOD6
ISSN: 0001-4273
Jrnl Code: AMA
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
A study was conducted in an attempt to develop and verify, on an empirical basis, a more comprehensive typology of organizational environments which would include the ''routineness of problem/opportunity states'' dimension. Operational measures for this construct were developed and modifications were made to existing measures of complexity and change rate dimensions. The study also attempted to analyze the relationships between the environmental properties, perceived environmental uncertainty, and certain organizational characteristics.The study found that the three environmental dimensions had a significant impact on organizational characteristics. Results indicate that it is possible to conceptualize and to operationalize organizational environments in terms of more than two dimensions. Figure. Tables. References.
Desc.: Organizational; Environment; Characteristics; Impacts; Structure; Organizational change; Regression analysis; Correlation analysis ; Organization theory; Studies
CLASS. CODES: 2300 (CN=Planning & strategy); 2500 (CN=Organizational behavior)

Y039015 126
79019602
Explaining Job Enrichment
Champagne, Paul J.
Supervisory Mgmt v24n11 PP: 24-34 Nov. 1979 CODEN: SPMNAU
ISSN: 0039-5919
Jrnl Code: SPM
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Most often, the theoretical justification for job enrichment programs is Frederick Herzberg's 2-factor theory of motivation, which is based on Abraham H. Maslow's hierarchy of needs. Thus, most job enrichment programs use common implementing concepts to evaluate and Desc.: 1. natural units of work, 2. client relationships, 3. job module design, 4. feedback systems, and 5. task advancement. A case in point was an outgrowth of an ongoing Operations Improvement Program aimed at productivity and efficiency. Participants were members of 2 different keypunch units. Both groups were administered a job attitude survey. Following a management seminar on job enrichment, a 3-day workshop was conducted for the unit leaders, the supervisor, and the assistant of the achieving group. The project's results produced cost savings of $65, 000 annually due to improved: 1. quantity of work, 2. attitudes toward work, 3. quality of work, 4. absenteeism, and 5. employee reaction. Such job enrichment programs are examples of the need for a new understanding of the redesign technique. Graphs.
Desc.: Job enrichment; Programs; Case studies; Implementations; Motivation; Employee attitude (PER); Quality of work; Absenteeism; Organizational behavior
CLASS. CODES: 2200 (CN=Managerial skills); 6100 (CN=Human resource planning); 2500 (CN=Organizational behavior); 9110 (CN=Company specific)

Y039015 127
79015570
The Management of Human Resources
Weihrich, Heinz
Arizona Business v26n6 PP: 17-23 June/July 1979 CODEN: ABBUA6
ISSN: 0093-0717
Jrnl Code: ABB
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Human resource planning must be considered with other factors in a systematic manner. Enterprise plans are the basis for organization plans, which are concerned with the structure and activities required to reach enterprise objectives. The present and predicted organization structure determines the number and qualifications of managers needed. The demand for managers is compared with manpower currently available through the management inventory. As a result of this analysis, internal and external sources of manpower are used in the processes of recruitment, selection, and promotion of managers. Manpower planning also affects leading and controlling as illustrated in a model. Well-trained managers exert leadership by creating an environment in which people, working together in groups, can reach enterprise objectives and simultaneously accomplish personal goals. Human resource planning, of course, is situational. It is carried out within the enterprise, but it is in turn associated with the external environment. Internal factors such as personnel policies, organizational climate, and the reward system must be considered. Similarly, the externals such as high technology must be accounted for in human resource planning. Charts. References.
Desc.: Human resources; Management; Personnel management; Planning
Systems; Organizational plans
CLASS. CODES: 6000 (CN=Human resource management); 2300 (CN=Planning & strategy)

Y039015 128
79013723
Money Versus Merchandise: Which Is the Best Motivator-And the Best Incentive?
Anonymous
Training v16n7 PP: A10, A12 July 1979 CODEN: TRNGB6
ISSN: 0095-5892
Jrnl Code: TBI
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
A major decision to be made in the design of an incentive program is whether to use money or merchandise as awards. Both are effective motivators and there are good arguments for each. The motivational benefits of merchandise awards are psychologically complex and highly symbolic, while money has direct and universal appeal. Money provides for an easier administered program, and program participants have the freedom of its use. However, merchandise awards have broader and stronger emotional appeal, are memorable, and afford many more opportunities for recognition. Thus, rather than place the decision strictly between cash or merchandise, it may be more appropriate to consider: 1. organizational structure and climate, 2. training, motivational, and communication needs and objectives, and 3. assessment of other structural features, as the current compensation system. As such data are gathered and understood, the incentive program can be reviewed to determine which are the most productive types of motivational needs.
Desc.: Incentives; Incentive plans; Cash; Merchandise; Employee awards; Motivation; Comparative analysis
CLASS. CODES: 6400 (CN=Employee benefits & compensation); 6100 (CN=Human resource planning); 2500 (CN=Organizational behavior)

Y039015 129
79008489
Legal Background of a Shared EFT Network
Norris, Richard H., III
Business Lawyer v34n2 PP: 527-536 Jan. 1979
ISSN: 0007-6899
Jrnl Code: BLW
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: Business Lawyer, American Bar Assn., 1155 E. 60th St., Chicago, IL 60637
Electronic funds transfer (EFT) has been the subject of numerous conferences, a National Commission Report, state legislation, and Congressional bills. Tyme, based in Wisconsin, is an EFT system whose legal problems serve as a framework of reference for future regional or national systems of similar design. Tyme, a nonprofit membership corporation, operates the switch which channels electronic messages between processors and prepares transaction reports. Tyme terminals are owned by the financial institution or merchant and are legally available for use by customers of all member institutions. In order to work out legal problems, a Tyme legal committee was established. The initial legal issue was organizational structure, and Tyme was finally organized as a nonstock, nonprofit membership corporation controlled by member institutions. Tyme's regulations for operation affect only the relationships among its members and with Tyme to avoid violating antitrust laws regarding competition. Other problems such as charge back and forgery were dealt with carefully. Enough progress has been made with EFT for lawyers to pinpoint major legal questions.
Desc.: Legal; Problems; Shared; EFTS; Networks; Financial institutions; Transfer of funds
CLASS. CODES: 4300 (CN=Law); 8100 (CN=Financial services industry)

Y039015 130
79007985
Multinational Corporate Structures-The Next Stage
Brooke, Michael Z.
Futures (UK) v11n2 PP: 111-121 April 1979 CODEN: FUTUBD
ISSN: 0016-3287
Jrnl Code: FUR
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Political and economic changes, including intensified competition, will cause present multinational structures to become obsolete. Whether by choice or as the result of increased pressures, organizations are likely to adapt to these changes by adopting, either partially or completely, 3 emerging types of organizational structure: 1. integrated, 2. collaborative, and 3. flexible. The process of adaptation will be determined by a range of influences. These may include the quickening pace of commercial and technological development and/or the tightening pace of business legislation. The most significant signs of the future in the structure of multinational corporations include: 1. greater decentralization or centralization, 2. more ad hoc organizations demanding more independence and initiative, and 3. the demise of organizational structures which lack the speed of decision making needed to cope with increased competition and innovation. Chart. References.
Desc.: Multinational corporations; Organizational change; Organization theory; Organizational behavior; Trends; Corporate plannqnH; Organizational plans; Structure; Changes
CLASS. CODES: 1300 (CN=International trade & foreign investment) 2500 (CN=Organizational behavior); 2300 (CN=Planning & strategy)

Y039015 131
79006861
Action and Contingency Postulates in Organization-Environment Relations
Gillespie, David F.; Mileti, Dennis S.
Human Relations v32n3 PP: 261-271 March 1979 CODEN: HUREAA
ISSN: 0018-7267
Jrnl Code: HRL
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
A study examines 2 models of organization-environment relations. One model postulates organizational structure or behavior as contingent on environments; organizations are seen as adapting to environmental changes. The second model postulates environments as dependent upon organizations; organizations are considered as actively manipulating environments. A heterogenous sample of 27 business corporations were used to empirically assess and compare the 2 alternative models. Environmental manipulation was used in the contingency model to predict different dimensions of organizational technology. However, in the action model, the causal order is reversed, and technology is used to predict environmental manipulation. The results indicate a similar predictive power for both models. Illustration. Equations. Tables. References.
Desc.: Studies; Models; Environment; Organizational behavior
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 132
79006043
The Recasting of British Aluminum
Foster, Geoffrey
Management Today (UK) PP: 42-49, 130-132 Feb. 1979 CODEN: MANTAI
ISSN: 0025-1925
Jrnl Code: MTO
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
At the primary end of metal manufacturing, the steelmakers have had a bad time lately, not just in the U.K. Other metals, copper as well as aluminum, have had fluctuating fortunes. The aluminum industry closely resembles that of steel in structure in that the raw material is shipped from remote areas to plants located near industrial centers. Capacity remains ahead of demand so the industry's performance fluctuates between indifferent and awful. For the aluminum industry, the bad years seem to outnumber the good, and, seen against this background, the performance of British Aluminium (BA) has been outstanding. In 1977, BA's turnover increased 20% while its profits before tax advanced 84%. In the 1960s, BA was unimpressive though it did avoid losses which can be attributed to the management which allowed the firm to settle into a comfortable period of inactivity. At the end of the 1960s, the company formed a chemical division and set out to market alumina chemicals. This move also led the company to an important change in its organizational structure, breaking down the heavy concentration in central management. It is in the area of market indentification that BA now has to make its mot crucial decisions since it has only a minute portion of the world market. It wants added value because downstream applications help alleviate the peaks of metal manufacturing, and it needs volume as well. This condition points to rolled products, but unfortunately, its domestic market contains Europe's sickest motor industry. Nevertheless, BA is one of the world's most profitable aluminum companies and can look for growth in the future.
Desc.: UK; Aluminum industry; Analysis; Corporate histories; Management; Metal industry; Manufacturing; Capacity; Competition
CLASS. CODES: 8660 (CN=Metalworking industry); 9110 (CN=Company specific)

Y039015 133
79004161
Managing External Dependence
Kotter, John P.
Academy of Mgmt Review v4n1 PP: 87-92 Jan. 1979
ISSN: 0363-7425
Jrnl Code: AMR
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Organizations can manage external dependence by: 1. reducing demands made by external elements, and 2. minimizing costs of complying with external demands. The can reduce external demands by 1. selecting the domain, 2. establishing favorable relationships with external elements, and 3. controlling who operates and how they operate in the selected domain. Organizations can control the cost of compliance through organizational design. Organizations select their domain by: 1. seeking environmental niches, 2. diversification, and 3. moving in small incremental steps. External linkages are established by: 1. using advertising and public relations to create a favorable attitude, 2. creating boundary spanning roles, 3. negotiating contracts, 4. co-opting key members of external elements, and 5. establishing joint ventures and coalitions. Organizations control who operates by: 1. forcing out competition, 2. creating and joining in trade associations, 3. influencing legislation and regulations, and 4. influencing informal industry norms. The strategy of organizational design is aimed at adapting to, not changing, the external environment. Charts. References.
Desc.: Management science; Organizational behavior; Organization theory; Management decisions; Corporate management; Controls
CLASS. CODES: 2600 (CN=Management science/Operations research); 2500 (CN=Organizational behavior); 2300 (CN=Planning & strategy)

Y039015 134
79003055
Organizing for Effective New-Product Development
Gordon, David; Blevins, E. Edward
Jrnl of Business (W Paul Stillman School of Business) v17n1 PP: 21-26 Dec. 1978
ISSN: 0021-9401
Jrnl Code: JBZ
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
New product development if widely recognized as critical to the success of a business enterprise. However, the continued increase in competition in consumer markets demands that new product research be conducted on a cost-efficient basis. New product development efforts can be significantly influenced by the type of organizational structure under which research is conducted. Among the most commonly employed structures for product research are the project and program forms of management. Under the program form, funds are controlled by the participating operational departments. Program leaders are not granted direct control over research and development funds. Under the project approach, the leader is normally granted total authority over research activities. The 2 approaches are evaluated based on 3 major categories of criteria, including: 1. risk, 2. stability, and 3. timing. This analysis indicates that either of the methods may be preferable, depending on circumstances within the individual firm. Management should give consideration to these variables in selecting the most appropriate approach for their research activities. Tables.
Desc.: R&D; Market research; Product development; Research; Planning; Management; Structure; Management styles; Evaluation; Teams; Organizational plans
CLASS. CODES: 5400 (CN=Research & development); 7100 (CN=Market research); 7500 (CN=Product planning & development); 2500 (CN=Organizational behavior); 2300 (CN=Planning & strategy)

Y039015 135
79002869
The Financial System in an Age of Change
Miller, G. William
Jrnl of Commercial Bank Lending v61n5 PP: 11-19 Jan. 1979
ISSN: 0021-986X
JRNL CODE: CBL
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Holding companies are becoming the dominant organizational form in banking, now controlling 71% of domestic deposits. These companies represent a response by banking to modify the framework of laws and regulations that restrict bankers' actions. The affiliated banks of holding companies seem to be less liquid than independent banks and also appear to be less capitalized. The question is whether this risk-taking is offset by greater diversification. The Federal Reserve has viewed holding companies as integrated organizations for purposes of determining bank capital adequacy and has reasoned that they are one way of providing needed competitive quality. Foreign banks are becoming a major part of the American scene, particularly with loans to large U.S. corporations. They are also rapidly purchasing domestic banks, and the trend appears to be increasing. The disadvantages of this situation to U.S. banks is that almost all of them are members of the Federal Reserve System and must hold sterile required reserves with vault cash or deposits. Secondly, most domestic banks cannot branch out beyond their home states. With liberalization of the McFadden Act, which prohibits federally-chartered banks from branching out across state lines, competitive inequities could be much reduced, but at the same time, competition may become more intense. There is evidence that banks with a number of branches are less prone to failure.
Desc.: Banking industry; Bank holding companies; Bank Holding Company Act 1956-US; Federal Reserve Board-US; International banking; Legislation; Competition; Interstate banking; Bank liabilities
CLASS. CODES: 8110 (CN=Commercial banking); 4300 (CN=Law)

Y039015 136
79002833
There's a Big, New Telco in Town
Brown, Charles L.
Telephony v196n2 PP: 21-23 Jan. 8, 1979 CODEN: TLPNAS
Jrnl Code: TPH
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
The Bell System has new facilities, new capabilities, a new organizational structure, and a new spirit. A "new realism" has developed in the telephone company business. Policy contentions that have bothered the business for a dozen years may not be resolved for many years more. Technology alone will not assure that the Bell System maintains its lead in this competitive market. More important is the ability to match technology to customer needs. To that end, the Bell System is restructuring its organization from the functionally organized departments of the past to a form that will match the major markets served. There is a new spirit pervading the telephone business, attributed to the new breed of telephone person coming to the forefront. Members of this new breed attach a high priority to competence. They are unawed by the complexities of the technological age, but they foresee great things in the future of this business and desire to get on with their development.
Desc.: ATT; Telephone companies; Changes; Competition; Reorganization; Customer relations
CLASS. CODES: 8330 (CN=Broadcasting & telecommunications); 2400 (CN=Public relations)

Y039015 137
79000317
A Comparative Analysis of Local Union Democracy
Anderson, John C.
Industrial Relations v17n3 PP: 278-295 Oct. 1978 CODEN: IDRLAP
ISSN: 0019-8676
Jrnl Code: IDR
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
A study was conducted on union democracy at local levels with special emphasis on the external environment, internal processes, and organizational structure. Democracy was measured by close elections, participation, and membershipinfluence. The environmental factors that were examined were union-management relations and environmental uncertainty, structural factors were complexity and control mechanisms, and internal factors were the electoral and the communicative process. The study found that individual characteristics were more closely related to the level of participation than were organizational and environmental factors. Structural variables do, however, have a significant impact on membership influence in the local union. Structure has a large impact on the closeness of elections. Close elections help the right person get into office but do not give members influence over decision-making. Table. Appendix.
Desc.: Studies; Democracies; Factors; Behavior; Variables; Labor relations; Local; Unions; Structure; Participation; Correlation analysis; Regression analysis; Elections; Membership
CLASS. CODES: 6300 (CN=Labor relations)

Y039015 138
78017164
The Organizational Structure of Newspapers in Relation to their Metropolitan Environment
DuBick, Michael A.
Administrative Science Qtrly v23n3 PP: 418-433 Sept. 1978 CODEN: ASCQAG
ISSN: 0001-8392
Jrnl Code: ASQ
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Newspaper organizational structure is critical because it must be developed so that the many institutions and locales which generate news can be routinely covered. Differentiation of newspapers can be based on news sources, fiscal support considerations, consumer markets, and competition. A study was conducted of newspapers in 67 metropolitan areas to analyze the various differentiation factors. Environmental indicators used as factors included competition, social class, heterogeneity of the population, leisure services, and national and metropolitan dominance. The results of the study showed that natural dominance and the volume of leisure services were the primary factors affecting organizational differentiation. Two factors of population heterogeneity and occupation and race were also related to the degree of organizational differentiation. Tables. References.
Desc.: Newspapers; Organizational plans; Organizational behavior; Environment; Metropolitan areas; Markets; Competition
CLASS. CODES: 8690 (CN=Publishing industry); 2300 (CN=Planning & strategy); 2500 (CN=Organizational behavior)

Y039015 139
78016376
The Effects of Different Organizational Environments Upon Decisions about Organizational Structure
Bourgeois, L. J., III; McAllister, Daniel W.; Mitchell, Terence R.
Academy of Mgmt Jrnl v21n3 PP: 508-514 Sept. 1978 CODEN: AMJOD6
ISSN: 0001-4273
Jrnl Code: AMA
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
A recent study confirmed the hypothesis that when managers are faced with an unsettled, turbulent business environment, they will apply stringent mechanistic structures to maintain control. Also, when the environment is supportive and stable, the manager's style is looser and more organic. Three studies supported these conclusions, but it is undecided as to whether uncertainty causes structural changes or whether these changes cause uncertainty. It was not proven that when a stable environment becomes turbulent, managers shift from an organic to mechanistic structure nor that following turbulent conditions when the environment stabilizes, managers will change from a mechanistic to organic structure. This outcome is most likely due to the fact that change causes uncertainty and people seek to reduce uncertainty. Table. References.
Desc.: Leadership; Management styles; Studies; Uncertainty; Business conditions; Work environment; Task analysis; Organizational behavior
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 140
78012899
Performance and Autonomy in Organizations: Determining Dominant Environmental Components
Aharoni, Yair; Maimon, Zvi; Segev, Eli
Management Science v24n9 PP: 949-959 May 1978 CODEN: MSCIAM
ISSN: 0025-1909
Jrnl Code: MCI
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
The formulation of a strategy for an organization begins with identifying the opportunities and risks in the environment. A full and permanent search (scanning) of all environmental forces is both too costly and intractable in terms of management time. Findings indicate that managers do not try to identify all environmental forces. Identifying the dominant components of the environment focuses scanning efforts and saves energy and costs. Findings of the study clearly indicate that the achievement of autonomy may be advanced by organizational performance. An optimal strategy for a manager seeking to increase autonomy would be to concentrate efforts on dominant environmental components. this autonomy will be generalized by a spillover effect. Equations. Tables. References.
Desc.: Management decisions; Management; Environment; Organization theory; Performance; Correlations; Managers
CLASS. CODES: 2600 (CN=Management science/Operations research); 2300 (CN=Planning & strategy); 2500 (CN=Organizational behavior)

Y039015 141
78010781
Selling Is No Longer Mickey Mouse at AT&T
Uttal, Bro
Fortune v98n1 PP: 98-102, 104 July 17, 1978 CODEN: FORTAP
ISSN: 0015-8259
JRNL CODE: FOR
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
AT&T's top managers have thrown their weight behind transforming the corporation from a dedicated monopolist, intent on preserving it privileges, into a vigorous marketing company, responsive to customers and capable of thriving on unfettered competition. The company is learning how to market, and one executive described the process as being the greatest challenge in American business, requiring nothing less than a fundamental revamping of the corporate ideology. AT&T's salesmen are not qualified enough to do systems selling. This deficiency along with other problems of change may somewhat slow the marketing plan. If it is to be successful, the sales force will have to change the way its customers perceive the system. Many corporate communications managers, focusing on cost control, will not accept higher communications bills unless there is a sophisticated cost/effectiveness analysis to justify them. In becoming a successful marketing company, AT&T will have to adopt a new organizational structure, new management methods, and new services and products.
Desc.: ATT; Marketing; Marketing management; Market strategy; Corporate planning; Corporate management; Work methods improvement; Product management; Changes; Innovations; Competition; Communications; Telephones; Customer services
CLASS. CODES: 8330 (CN=Broadcasting & telecommunications); 7500 (CN=Product planning & development); 2300 (CN=Planning & strategy); 5300 (CN=Production management); 2400 (CN=Public relations)

Y039015 142
78009840
Increasing the People-Organization Fit in Mergers and Acquisitions
Korman, Abraham K.; Rosenbloom, Arthur H.; Walsh, Richard J.
Personnel v55n3 PP: 54-61 May-June 1978 CODEN: PSNLAH
ISSN: 0031-5702
Jrnl Code: PER
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
Specialists in the field of mergers and acquisitions have long known that transactions of this kind often have complex psychological and social ramifications that may slow or block the success of the process. Many have urged that management give greater consideration to the human resource aspects of such transactions and that companies make greater use of organizational specialists in this area. Succesful intervention techniques "fit" people to new organizational situations. One such plan is the merger assessment, training, and evaluation (MATE) strategy which involves maximizing 5 basic fits: 1. executive, 2. management, 3. employee, 4. organization climate, and 5. organization structure. Deciding when, during merger and acquisitions transactions, will be the best time to increase the fit between people and the organization is critical. The type of procedure used depends not only on the kind of fit that is most desired, but on when during the merger or acquisition a fit-maximizing strategy is implemented. Charts.
Desc.: Acquisitions & mergers; Psychological aspects; Strategy; Employee problems; Problem solving; Human resources; Changes; Organizational change; Acceptance
CLASS. CODES: 2300 (CN=Planning & strategy); 6500 (CN=Employee problems); 2500 (CN=Organizational behavior)

Y039015 143
78009238
Market conditions, decentralization and managerial effectiveness in South
African and American corporations
Orpen, Christopher
Management International Review (Germany) v18n1 PP: 61-68 1978 CODEN: MINRAY
ISSN: 0025-181X
Jrnl Code: MIR
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
To examine the effect of market conditions on the relationship between decentralization and managerial effectiveness, 135 managers from U.S. and South African manufacturing firms were surveyed to assess the degree to which they perceived their market to be competitive. Measures were obtained of the degree of centralization in decision-making as well as the level of satisfaction of a sample of employees in each firm. Net profits and net growth over the previous 5 years were used to assess managerial performance. Under competitive conditions decentralization was positively related to employee satisfaction and managerial performance in both the U.S. and South Africa. However, in South Africa, under non-competitive conditions, centralized firms were superior to decentralized firms in these respects. The different results obtained in the 2 countries are explained in terms of the greater need of U.S. employees to participate in decision-making and hence to react positively to decentralization, irrespective of market conditions. References.
Desc.: Studies; Organization theory; Management; US; South Africa; Manufacturing; Markets; Decentralization; Competition; Decision making
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 144
78009040
The Structure of Organizational Environments: A Factor Analytic Approach
Beard, Donald W.
Organization & Administrative Sciences v8n4 PP: 85-105 Winter 1977/78
ISSN: 0146-1400
Jrnl Code: OAS
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
This study identifies some common methodological problems in the investigation of organization-environment relationships, and it offers the results of an empirical study of variation in manufacturers' competitive environments that was designed as a response to these problems. The hypotheses tested in the research concerned 3 major dimensions of variations: 1. technological structure, 2. organization structure, and 3. market structure. These were present in manufacturers' competitive environments. The major question addressed was whether or not each of the 3 dimensions could be measured by a factor composed of variables that have been validated in a number of important studies relevant to organization-environment relationships. A principal-factor analysis using signi*cance criteria was utilized both for factors and factor loadings in testing the hypotheses. Tables. References.
Desc.: Organization theory; Case studies; Competition; Environment Discriminant analysis; Problems; Variance analysis; Correlation analysis; Technology; Economies of scale; Marketing; Structure
CLASS. CODES: 2500 (CN=Organizational behavior); 9110 (CN=Company specific); 1100 (CN=Economics); 7000 (CN=Marketing)

Y039015 145
78009034
Organizational environment: antecedent for normative statements on organization design?
Pennings, Johannes M.
Organization & Administrative Sciences v8n4 PP: 1-14 Winter 1977/78
ISSN 0146-1400
Jrnl Code: OAS
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
This presentation examines the question of whether the structure of brokerage offices is contingent upon environmental characteristics. A contextual analysis has been carried out to isolate the individual and structural effects of environmental characteristics on centralization and communication. The results indicate little support for the contention that the environment has any such structural correlates. The structural variables are related to measures of performance. The implication for organization design are identified. It is concluded that a structure which induces decentralization is preferable. The overall objective of the paper is to describe empirical results which are germane to the organization-environment relationship and to derive normative statements about the appropriateness of organizational design. Tables. References.
Desc.: Correlation analysis; Productivity; Management science; Organization theory; Models; Environment; Communication; Centralization; Decision making units; Power; Structure; Brokerage houses; Questionnaires; Regression analysis
CLASS. CODES: 2600 (CN=Management science/Operations research); 2500 (CN=Organizational behavior); 8130 (CN=Investment services)

Y039015 146
78007350
Multinational Corporations: Homebase-Affiliate Relations
Alpander, Guvenc G.
California Mgmt Review v20n3 PP: 47-56 Spring 1978 CODEN: CMNRAK
ISSN: 0008-1256
Jrnl Code: CMR
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
As international markets and competition increase, MNCs are faced with a dilemma of allowing overseas operations enough flexibility while still maintaining centralized control. Generally, the organizational structure adopted is one in which corporate headquarters sets overall objectives, strategies, and policies while allowing affiliates to determine their individual activities in attaining these overall objectives. The better integrated into the corporate framework the affiliates are, the more effective their performance will be. Headquarters controls affiliates via organizational structure, such as by setting up international divisions, worldwide product divisions, divisions along functions lines, etc. Also, control is exercised by the degree of general supervision and by providing coordinated staff services. Tables. Chart. References.
Desc.: Multinational corporations; Organizational plans; Affiliates ; Functions; Surveys; Corporate management; Management controls; Coordination; Supervision; Operations
CLASS. CODES: 1300 (CN=International trade & foreign investment) 2300 (CN=Planning & strategy); 2200 (CN=Managerial skills)

Y039015 147
78000254
Organizational Design-A Situational Perspective
Lorsch, Jay W.
Organizational Dynamics v6n2 PP: 2-14 Autumn 1977
Jrnl Code: ORD
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM An organizational design is management's formal and explicit attempt to indicate to organization members what is expected of them. It includes the following elements-1. organization structure, 2. planning measurement and evaluation schemes, 3. rewards, 4. selection criteria, and 5. training. The organization designer must create a structure, rewards and measurements, and other elements compatible with the external environment, strategy, tasks, organization members, top-management style, and existing culture.
This requirement may seem like an impossible task, but it really resembles an architect planning a house. The architect starts with the character and shape of the land and the requirements of the occupants and then considers costs, building codes, and other relevant factors. Once the organizational designer understands what the deal structure is to meet these s can begin to consider alternatives and trade-offs more suitable to top management. Charts. Bibliography.
Desc.: Organizational plans; Design; Integration; Management; Behavior; Objectives
CLASS. CODES: 2500 (CN=Organizational behavior); 2300 (CN=Planning & strategy)

Y039015 148 
77011095
FACILITATING TOTAL APPLICATION OF EXPERIENCE TO WORK
HOOK, RALPH C.
Defense Mgmt Jrnl V13 N2 PP: 81-84 APRIL 1977 CODEN: DMJOB3
ISSN: 0041-7599
Jrnl Code: DMJ
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
THE PYRAMIDAL ORGANIZATION IS ESSENTIAL FOR THE DEPT. OF DEFENSE AND ALL FEDERAL DEPARTMENTS TO ACHIEVE THE GREATEST PRODUCTIVITY. MODEL NETICS, A UNIQUE MANAGEMENT
Lang., CAN PROVIDE AN OPERATIONAL CATALYST FOR THIS TYPE OF ORGANIZATION WHICH WILL RESULT IN GREATER EFFECTIVENESS AND EFFICIENCY AND CORRESPONDINGLY GREATER PRODUCTIVITY WHEN TAUGHT TO EMPLOYEES AT EVERY ORGANIZATIONAL LEVEL. MODEL NETICS IS ESPECIALLY USEFUL IN ENERGIZING INDIVIDUALS IN THE ORGANIZATION TO WANT TO MAKE MANAGEMENT SYSTEMS WORK. THE COMMON
Lang. IS THE KEY TO EXPLAINING THE SYSTEM IN A LOGICAL AND CONSISTENT WAY. ORGANIZATIONS THAT HAVE INTRODUCED IT TO THEIR PERSONNEL PROVIDE THE BEST EVIDENCE OF ITS WORTH. MODEL NETICS HAS AN IMPORTANT LEVERAGEE EFFECT THAT ENABLES THE MANAGER TO ORGANIZE AND CONTROL THE KNOWLEDGE HE ALREADY HAS WHICH HELPS HIM TO BE MORE EFFECTIVE AND EFFICIENT AND TO ATTAIN IMPROVED OPERATING RESULTS. CHARTS.
Desc.: Case studies; Software packages; Management; Motivation; Productivity; Organizational behavior
CLASS. CODES: 5200 (CN=Communications & information management); 9110 (CN=Company specific)

Y039015 149 
77009847
TOWARD A MULTILEVEL CONGRUENCE THEORY OF ORGANIZATION
NIGHTINGALE, DONALD V.; TOULOUSE, JEAN-MARIE
Administrative Science Qtrly V22 N2 PP: 264-280 JUNE 1977 CODEN: ASCQAG
ISSN: 0001-8392
Jrnl Code: ASQ
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
A THEORY OF ORGANIZATION IS PROPOSED IN WHICH FIVE CONCEPTS - ORGANIZATIONAL ENVIRONMENT, MANAGERIAL VALUES, ORGANIZATIONAL STRUCTURE, INTERPERSONAL AND INTERGROUP PROCESSES, AND THE REACTIONS ADJUSTMENTS OF ORGANIZATION MEMBERS - ARE LINKED IN AN OPEN SYSTEMS FRAMEWORK. IT IS HYPOTHESIZED THAT THE CONCEPTS ARE MUTUALLY INTERDEPENDENT. CONGRUENT AND PREDICTABLE RELATIONS ARE PRESUMED TO RESULT FROM RECIPROCAL RELATIONS AMONG THE CONCEPTS. AN ANALYSIS OF 1, 000 ORGANIZATION MEMBERS IN 20 ORGANIZATIONS IN TWO CULTURES SUPPORTS THE THEORY. OPERATIONAL ISSUES INVOLVED IN TESTING CONGRUENCE THEORIES AND IN STUDYING CONCEPTS FROM DIFFERENT LEVELS OF ANALYSIS ARE DISCUSSED. CHARTS. TABLES. REFERENCES.
Desc.: Hypotheses; Organizational; Structure; Environment
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 150 
77004389
PRINCIPLES OF MANAGEMENT ARE DEAD
STUART-KOTZE, R.
Optimum (Canada) V6 N4 PP: 14-22 1975
ISSN: 0475-1906
Jrnl Code: OPT
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
MANAGERS ARE AWARE THAT MANY OF THE TRADITIONAL METHODS THAT WORKED SO WELL IN THE PAST ARE NO LONGER EFFECTIVE. A MANAGERIAL SITUATION CAN BE ANALYZED AT TWO LEVELS. ONE LEVEL CONCERNS THOSE ENVIRONMENTAL FACTORS OUTSIDE THE BOUNDARIES OF THE ORGANIZATION. THE OTHER IS WHAT HE FACES WITHIN THE FIRM. THE MAJOR SITUATIONAL ELEMENTS WITH WHICH A MANAGER HAS TO DEAL WITHIN AN ORGANIZATION ARE FINANCES, TECHNOLOGY, ORGANIZATION STRUCTURE, AND PEOPLE. THE MAJOR EXTERNAL SITUATIONAL ELEMENTS WHICH AFFECT THE OUTCOMES OF DECISIONS MADE WITHIN AN ORGANIZATION ARE ECONOMIC CONDITIONS, THE NATURE OF COMPETITION, SOCIAL VALUES AND ATTITUDES, AND THE POLITICAL/LEGAL CLIMATE. THE KEY TASK OF A MANAGER IS TO MAKE DECISIONS. BECAUSE MANAGERIAL DECISIONS HAVE SIGNIFICANT AND FAR REACHING EFFECTS IN AN ORGANIZATION, THEY MUST BE MADE WITH CARE. THE EFFECTIVE MANAGER ANALYZES CAREFULLY ALL THE FACTORS WHICH MAY AFFECT THE OUTCOMES OF ALTERNATE DECISIONS AND PROCEEDS ON THE BASIS OF HIS FINDINGS. DIAGRAM.
Desc.: Organizational behavior; Decision making
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 151 
77000111
OPTIMIZING THE UTILIZATION OF HUMAN RESOURCES
GIBLIN, EDWARD J.; ORNATI, OSCAR A.
Organizational Dynamics V5 N2 PP: 18-33 AUTUMN 1976 CODEN: ORDYAM
ISSN: 0090-2616
Jrnl Code: ORD
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
THERE ARE SIX MAJOR CONDITIONS THAT PERMIT OPTIMIZING THE USE OF HUMAN RESOURCES. TASK PERFORMANCE MUST BE RELATED TO THE GOALS OF THE ORGANIZATION, JOBS ARE RELATED TO OUTPUT REQUIREMENTS, JOBS MUST BE EFFICIENTLY PERFORMED, THE WORK CLIMATE MUST CREATE A POSITIVE DISPOSITION TO PERFORM, WORK FLOW IS STRUCTURED TO MINIMIZE SLACK AND DUPLICATION OF EFFORT, AND STRUCTURE AND TECHNOLOGY ARE INTEGRATED SO AS TO IMPROVE TASK PERFORMANCE. THESE SIX CONDITIONS ARE HIGHLY INTERDEPENDENT. PHILOSOPHIES AND APPROACHES FOR HUMAN RESOURCE MANAGEMENT MUST BE CONSIDERED WITHIN THE CONTEXT OF MANAGEMENT PROCESS AND ORGANIZATION STRUCTURE, AND PROCESS AND STRUCTURE INTERACT WITH TECHNOLOGICAL CONSIDERATIONS AS WELL AS SOCIETAL AND ECONOMIC ENVIRONMENT. THESE LATTER VARIABLES POSE CONSTRAINTS OF HUMAN RESOURCES AND OF THE ORGANIZATION'S OTHER PRIMARY RESOURCES AS WELL. BIBLIOGRAPHY.
Desc.: Human resources; Optimization; Organizational behavior; Structure
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 152 
76004262
MAKING STRATEGIC PLANNING WORK
KOONTZ, HAROLD
Business Horizons V19 N2 PP: 37-47 APRIL 1976 CODEN: BHORAD
ISSN: 0007-6813
Jrnl Code: BHO
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
STRATEGIC PLANNING PROGRAMS ARE OFTEN INEFFECTIVE BECAUSE OF - 1. MANAGERS' LACK OF COMMITMENT, 2. CONFUSING PLANNING STUDIES WITH PLANS, 3. LACK OF CLEAR OBTAINABLE OBJECTIVES, 4. UNDERESTIMATING THE IMPORTANCE OF PLANNING ASSUMPTIONS, 5. FAILURE TO PLACE STRATEGIES WITHIN THE TOTAL SCOPE OF PLANS, 6. FAILURE TO DEVELOP CLEAR POLICIES, AND 7. INABILITY TO DIAGNOSE A SITUATION IN THE LIGHT OF LIMITING FACTORS. THE SEVEN MAJOR TYPES OF STRATEGIES ARE NEW OR CHANGED PRODUCTS AND SERVICES, MARKETING, GROWTH, FINANCIAL, ORGANIZATIONAL, PERSONNEL, AND PUBLIC-RELATIONS. STRATEGY REQUISITES INCLUDE CORPORATE SELF-APPRAISAL, ASSESSING THE FUTURE ENVIRONMENT, ASSURING PLANNING THROUGH ORGANIZATIONAL STRUCTURE, ASSURING CONSISTENT STRATEGIES, AND THE NEED FOR CONTINGENCY STRATEGIES. TO IMPLEMENT STRATEGIES, COMMUNICATE THEM TO ALL KEY DECISION-MAKING MANAGERS, REVIEW THEM REGULARLY, CREATE A CLIMATE THAT FORCES PLANNING, AND DEVELOP PLANNING PREMISES.
Desc.: Strategic; Planning; Guidelines
CLASS. CODES: 2300 (CN=Planning & strategy)

Y039015 153 
76000046
PROFESSIONAL MANAGEMENT A MATTER OF SIZE OR DESIGN
LEVY, WALTER K.
Retail Control V44 N3 PP: 2-14 NOV. 1975 CODEN: RETCAC
ISSN: 0034-6047
Jrnl Code: REC
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
BEING OF MANAGEABLE SIZE AFFORDS A STORE DISTINCT AND POSITIVE ATTRIBUTES SUCH AS A DIRECTNESS OF COMMUNICATIONS AND INTERPLAY BETWEEN PEOPLE, A SIMPLICITY OF ORGANIZATIONAL ARRANGEMENTS, A BUSINESS WORLD OF MANAGEABLE DIMENSION WHERE AN EXECUTIVE CAN BOTH PROJECT AND RECEIVE BACK VIBRATIONS FROM HIS OR HER DECISIONS. RETAILERS TODAY ARE FACED WITH OVERSTORED TRADING AREAS, DIRECT-MAIL COMPETITION, LONG-TERM INFLATION, CONSUMER SELECTIVITY, AN EXPANDING REQUIREMENT FOR ACCURATE AND TIMELY DATA AND AN INCREASE IN OUR BODY OF KNOWLEDGE. THESE TRENDS NECESSITATE THE IDENTIFICATION AND REVIEW OF THE COMPANY'S HUMAN-RESOURCES AND THE ORGANIZATIONAL ARRANGEMENTS AND ORGANIZATIONAL STRUCTURE. YOUR ORGANIZATION STRUCTURE IS DESIGNED TO ACHIEVE YOUR STATED GOALS AND IMAGE. PICK THE TARGET, SET THE PACE AND THEN DETAIL HOW TO ACHIEVE IT. EXHIBITS.
Desc.: Retail stores; Management; Structure
CLASS. CODES: 2300 (CN=Planning & strategy); 8390 (CN=Retailing industry)

Y039015 154 
75011331
DOING AWAY WITH THE FACTORY BLUES
SCOBEL, DONALD N.
Harvard Business Review V53N6 PP: 132-142 NOV./DEC. 1975 CODEN: HABRAX
ISSN: 0017-8012
Jrnl Code: HBR
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
EXPERIENCES AT EATON CORPORATION DEMONSTRATE THAT YOU DON'T NEED THEORIES AND EXPERTS TO REDESIGN THE ATMOSPHERE OF A WORKPLACE. EATON'S APPROACH IS SIMPLE - IDENTIFY WORKER-MANAGEMENT'S PROBLEMS AND RECOGNIZE THAT BLUE-COLLAR WORKERS CAN BE JUST AS TRUSTWORTHY AND HIGHLY MOTIVATED AS THEIR COUSINS IN THE OFFICE. THE HAPPY OUTCOME HAS BEEN A WARMER, MORE RESPONSIVE WORK CLIMATE AT EATON, WITH INCREASED WORKER SATISFACTION AND HIGHER PRODUCTIVITY. AT THE NEW EATON PLANTS, THE HIRING PROCESS IS A MEANINGFUL, TWO-WAY EXCHANGE. THERE IS NO PROBATIONARY PERIOD. THE PLANTS DO NOT USE TIME CLOCKS, BUZZERS, OR SIMILAR CONTROLS. ALL FACTORY AND OFFICE PEOPLE SHARE THE SAME BENEFIT PACKAGE. OFFICE AND FACTORY SUPERVISORS HOLD DEPARTMENTAL MEETINGS AT LEAST ONCE EVERY TWO WEEKS. AN OPEN FLOOR CONCEPT REPLACES THE OLD OPEN DOOR POLICY. THESE ARE JUST A FEW ASPECTS OF THE NEW APPROACH BEING TAKEN.
Desc.: Organizational behavior; Eaton-Cleveland; Case studies; Blue collar workers; Motivation; Job satisfaction
CLASS. CODES: 2500 (CN=Organizational behavior); 9110 (CN=Company specific)

Y039015 155 
75010163
THE IMPACT OF MARKET COMPETITION ON ORGANIZATION STRUCTURE AND EFFECTIVENESS - A CROSS-CULTURAL STUDY
SIMONETTI, JACK L.; BOSEMAN, F. GLENN
Academy of Mgmt Jrnl V18 N3 PP: 631-638 SEPT. 1975
ISSN: 0001-4273
Jrnl Code: AMA
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
THIS STUDY SUPPORTS THE CONTINGENCY THEORY OF ORGANIZATIONS WHEN EXAMINED WITH RESPECT TO MEXICO AND ITALY. HOWEVER, CONTRARY TO THE FINDINGS OF NEGANDHI AND REIMANN IT WAS FOUND THAT LOW COMPETITIVE MARKET CONDITIONS MAKE DECENTRALIZATION MORE IMPORTANT FOR BEHAVIORAL EFFECTIVENESS. SOCIOCULTURAL VARIABLES HAVE SUBSTANTIAL INFLUENCES ON ORGANIZATIONAL STRUCTURES OF INDUSTRIAL ENTERPRISES IN DEVELOPING COUNTRIES. IN FACT, DECENTRALIZED STRUCTURE IS DYSFUNCTIONAL IN TERMS OF THE EFFECTIVENESS OF INDUSTRIAL ENTERPRISES IN DEVELOPING COUNTRIES. BOTH MEXICAN AND ITALIAN FIRMS WITH CENTRALIZED STRUCTURES IN LOW COMPETITIVE MARKET CONDITIONS WERE MORE ECONOMICALLY EFFECTIVE THAN THOSE WITH DECENTRALIZED STRUCTURES. TABLES. REFERENCES.
Desc.: Studies; Organizational; Structure; Competition; Mexico; Italy; Decentralization
CLASS. CODES: 2300 (CN=Planning & strategy)

Y039015 156 
75007163
MBO AFTER ALL THESE YEARS
GIEGOLD, W. C.
CONFERENCE BOARD RECORD V12 N7 PP: 49-52 JULY 1975
ISSN: 0010-5546
Jrnl Code: CBR
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
FREQUENTLY THE DIFFERENCE BETWEEN SUCCESS AND FAILURE MERELY LIES IN FINDING THE TRUE ROLE FOR A PRODUCT WHICH, IN THE APPROPRIATE APPLICATION, WILL SERVE WELL. A CASE IN POINT IS MBO WHICH HAS A POOR TRACK RECORD TO DATE. THERE ARE SEVERAL PSYCHOLOGICAL BARRIERS TO MBO WHICH CAN LEAD TO ITS REJECTION BEFORE IT IS FULLY FUNCTIONAL - 1. IT CANNOT BE SUPERIMPOSED ON AN ONGOING SYSTEM OF POLICY AND PROCEDURE 2. IT IS NOT AN EASY ROAD TO ORGANIZATIONAL EFFECTIVENESS. 3. IT IS NOT JUST ANOTHER BEHAVIORAL SCIENCE. THE PREREQUISITES FOR AN IMMEDIATELY SUCCESSFUL MBO EFFORT INCLUDE - 1. A WELL THOUGHT OUT ORGANIZATION STRUCTURE IN WHICH RESPONSIBILITIES AND AREAS OF AUTHORITY ARE CLEARLY UNDERSTOOD 2. A HEAVY COMMITMENT TO IMPROVE EFFECTIVENESS BY HIGHER MANAGEMENT 3. AN ORGANIZATIONAL-CLIMATE WHERE INTERFUNCTIONAL COOPERATION IS AN ACCEPTED WAY OF LIFE 4. MANAGERS ABLE TO COMMUNICATE ON AN INFORMAL, PRODUCTIVE BASIS WITH EMPLOYEES, AND VICE VERSA.
Desc.: Management by objectives; Problems; Effectiveness; Management styles
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 157
75006713
COMPARATIVE MANAGEMENT AND ORGANIZATION THEORY - A MARRIAGE NEEDED
NEGANDHI, ANANT R.
Academy of Mgmt Jrnl V18 N2 PP: 334-344 JUNE 1975
ISSN: 0001-4273 JRNL
CODE: AMA
DOC TYPE: Jrnl Pap.
Lang.: Eng.
AVAIL.: ABI/INFORM
INTEGRATION BETWEEN THE CROSS-CULTURAL COMPARATIVE MANAGEMENT AND ORGANIZATION THEORY AREAS IS NEEDED. SUCH INTEGRATION WILL ENRICH RESEARCH STUDIES UNDERTAKEN BY SCHOLARS OF DIFFERENT ORIENTATIONS. AN ENLARGED PERSPECTIVE ON CONTINGENCY THEORY WITH THE INCLUSION OF CLOSED SYSTEM AND OPEN SYSTEM VARIABLES, CAN PROVIDE A COMPREHENSIVE UNDERSTANDING OF THE FACTORS AFFECTING THE STRUCTURING AND FUNCTIONING OF COMPLEX ORGANIZATIONS. ONE CAN CONCEPTUALIZE THESE VARIABLES BY VISUALIZING THREE SUCCESSIVE ENVIRONMENT ORGANIZATION BOUNDARIES - ORGANIZATIONAL ENVIRONMENT, TASK ENVIRONMENT AND SOCIETAL ENVIRONMENT. THE SYSTEMS FRAMEWORK ALSO DEMANDS THAT THE PATTERNS OF RELATIONSHIPS RATHER THAN THE CAUSAL LINKAGES BE STRESSED. THIS REQUIRES THAT MULTIVARIATE MODELS BE USED. THIS CLASSIFICATION SCHEME IS A BEGINNING STEP, BUT MORE RESEARCH ON BUILDING A COMPREHENSIVE INTEGRATING MODEL IS NEEDED. FIGURE, REFERENCES.
Desc.: Organization theory; Comparative; Management
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 158
75000286
SYSTEMS MODELS, ECONOMIC MODELS AND THE CAUSAL TEXTURE OF ORGANIZATIONAL ENVIRONMENTS - AN APPROACH TO MACRO-ORGANIZATION THEORY
METCALFE, J. L.
Human Relations V 27 N 7 PP: 639-663 SEPT. 1974
ISSN: 0018-7267
Jrnl Code: HRL
DOC TYPE: Jrnl Pap.
Lang.: Eng.
USING ANALOGIES FROM SYSTEM THEORY AND ECONOMIC THEORY, A MORE PRECISE SPECIFICATION OF THE NATURE OF THE PROBLEM POSED BY TURBULENT ORGANIZATIONAL ENVIRONMENT IS DEVELOPED. THIS ANALYSIS POINTS TO THE NEED FOR MACRO-ORGANIZATIONAL THEORY TO EXPLAIN THE BEHAVIOUR OF COMPLEX INTERORGANIZATIONAL SYSTEMS. MODELS FROM POLITICAL THEORY ARE USED AS A BASIS FOR STUDYING THE INTEGRATIVE PROBLEMS OF PLURALISTIC SYSTEMS AND THE PROCESS OF MACRO-ORGANIZATIONAL MANAGEMENT. THE ROLE OF SECOND ORDER AND NETWORK ORGANIZATIONS IN DEVELOPING THE CAPACITY OF A SYSTEM TO FORMULATE AND IMPLEMENT MACRO POLICIES IS DISCUSSED. THE PROBLEM OF ENVIRONMENTAL TURBULENCE APPEARS TO BE AT THE ROOT OF THE CRISES WHICH ORGANIZATIONS IN A VARIETY OF INSTITUTIONAL SPHERES ARE EXPERIENCING. BUT ISOLATED, PIECEMEAL ATTEMPTS TO COPE WITH IT ARE BOUND TO BE UNSUCCESSFUL. CHARTS.
Desc.: System theory; Economic theory; Organizational; Environment Organization theory
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 159
74010238
THE TOPEKA SYSTEM - BEATING THE BLUE-COLLAR BLUES
ALLEN, A. DALE, JR.
Personnel Administrator V19N1 PP: 49-52 JAN/FEB 1974 CODEN: PEADAY
ISSN: 0031-5729
Jrnl Code: PAD
DOC TYPE: Jrnl Pap.
Lang.: Eng.
IF SOCIAL SCIENTISTS WOULD QUIT TELLING WORKERS HOW MISERABLE LIFE IS, THEY MIGHT COME TO BELIEVE THAT EARNING A LIVING IS WORTHWHILE. A NEW GAINES DOG FOOD PLANT IN TOPEKA, KANSAS, IS STRUCTURED TO INCLUDE INNOVATIVE ATTEMPTS AT REDUCING BEHAVIORAL PROBLEMS. A TEAM STRUCTURE HAS BEEN ADOPTED TO ALIGN EMPLOYEE NEEDS WITH ORGANIZATIONAL OBJECTIVES, AND TO ALLOW INDIVIDUALS TO IDENTIFY WITH OVERALL PLANT OPERATION. INDIVIDUAL AND TEAM RESPONSIBILITIES INCLUDE HIRING, FIRING, OPERATING DECISIONS, EVALUATING TEAM MEMBERS FOR WAGE INCREASES, AND COUNSELING. TRADITIONAL STATUS SYMBOLS HAVE BEEN SCRAPPED - SUCH AS JOB TITLES, RESERVED PARKING SPACES, DIFFERENTIATION IN OFFICE DECOR. THE PLANT IS EXPERIENCING SUCCESS, MUCH OF WHICH IS ATTRIBUTABLE TO HIGH EMPLOYEE MOTIVATION AND THEIR CONCERN FOR OVERALL OPERATIONS.
Desc.: Organizational behavior; Blue collar workers; Teamwork; Organizational plans; Case studies; Motivation; Work environment; Organizational change; Industrial democracy
CLASS. CODES: 2500 (CN=Organizational behavior); 9110 (CN=Company specific)

Y039015 160
74009186
ORGANIZATIONAL CLIMATE - RELATIONSHIP TO ORGANIZATIONAL STRUCTURE, PROCESS AND PERFORMANCE
LAWLER, EDWARD E., III; HALL, DOUGLAS T.; ET AL.
Organizational Behavior & Human Performance V11N1 PP: 139-155 FEB 1974 CODEN: OBHPA5
ISSN: 0030-5073
Jrnl Code: OBP
DOC TYPE: Jrnl Pap.
Lang.: Eng.
THE PRESENT STUDY WAS DESIGNED TO TEST THE VIEW THAT ORGANIZATION STRUCTURE AND PROCESS ARE RELATED TO ORGANIZATIONAL CLIMATE WHICH IN TURN IS RELATED TO ORGANIZATION PERFORMANCE AND EMPLOYEE JOB-SATISFACTION. QUESTIONNAIRES WERE COMPLETED BY THE DIRECTORS OF 117 RESEARCH-AND-DEVELOPMENT ORGANIZATIONS AND BY 291 SCIENTISTS IN A SUBSAMPLE OF 21 OF THESE ORGANIZATIONS. RESULTS SHOWED THAT SEVERAL ORGANIZATIONAL PROCESS VARIABLES, BUT NO STRUCTURAL VARIABLES, WERE SIGNIFICANTLY RELATED TO THE CLIMATE OF THE ORGANIZATION AS PERCEIVED BY SCIENTISTS. PERCEIVED CLIMATE IN TURN WAS SHOWN TO BE SIGNIFICANTLY RELATED TO MEASURES OF ORGANIZATIONAL PERFORMANCE AND TO JOB-SATISFACTION. TABLES, REFERENCES.
Desc.: Studies; Organizational; Climates; Structure; Organizational behavior
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 161
74008823
CORRELATES OF DECENTRALIZATION - CLOSED- AND OPEN-SYSTEMS PERSPECTIVES
NEGANDHI, ANANT R.; REIMANN, BERNARD C.
Academy of Mgmt Jrnl PROCEEDINGS PP: 509-513 AUG 1973
ISSN: 0001-4273
JRNL CODE: AMA
DOC TYPE: Jrnl Pap.
Lang.: Eng.
THE IMPACT OF BOTH CLOSED- AND OPEN-SYSTEMS VARIABLES ON THE ORGANIZATIONAL STRUCTURE ARE EXAMINED. MORE SPECIFICALLY, ATTEMPTS WERE MADE TO EXPLORE THE IMPACT OF SIZE TECHNOLOGY, DEPENDENCE, MARKET COMPETITION, AND TASK ENVIRONMENT ON THE DECENTRALIZATION IN DECISION-MAKING. TO SUMMARIZE THE RESULTS OF THE NON-PARAMETRIC ANALYSIS, THE DEGREE OF DECENTRALIZATION OF DECISION-MAKING WAS FOUND TO BE RELATED TO SEVERAL OF THE INDEPENDENT VARIABLES OF THE MODEL. THE RESULTS OF THIS PARAMETRIC, MULTIVARIATE ANALYSIS SUPPORTED THE NON-PARAMETRIC RESULTS IN THAT THE ORGANIZATIONAL CONCERN VARIABLE WAS BY FAR THE MOST IMPORTANT PREDICTOR OF A FIRM'S DECENTRALIZATION OF DECISION-MAKING.
Desc.: Decision making; Decentralization; Correlation analysis
CLASS. CODES: 2600 (CN=Management science/Operations research)

Y039015 162
74004715
ORGANIZATIONAL STRUCTURE - HOW CHANGE WILL IMPACT THE ORGANIZATION
CARROLL, JOHN P.
Magazine of Bank Administration V50 N5 PP: 13-17 MAY 1974 CODEN: MBAAA5
ISSN: 0024-9823
Jrnl Code: BAD
DOC TYPE: Jrnl Pap.
Lang.: Eng.
IN ADDITION TO EFTS, SOME OF THE MORE OBVIOUS DEVELOPING QUESTIONS RELATE TO THE EFFECT OF THE AUTOMATED BRANCH, THE ROLE OF THE MINI-COMPUTER IN RESOLVING THE CONTINUING DECENTRALIZATION VERSUS CENTRALIZATION QUESTIONS, THE EFFECTS OF EFFORTS TO IMMOBILIZE THE STOCK CERTIFICATE AND OTHER SECURITY INSTRUMENTS, THE SUCCESS OF THE BANKING INDUSTRY IN COMPETING EFFECTIVELY IN THE SECURITIES MARKETS BOTH FOR THE INDIVIDUAL AND INSTITUTIONAL INVESTOR, THE EFFECT OF GROWING FOREIGN BANK COMPETITION IN DOMESTIC MARKETS, AND THE GROWING IMPACT OF THE BANK HOLDING-COMPANY ACTIVITIES. THE MAJOR IMPACTS WILL CONTINUE TO BE STRUCTURAL. THE AUTHOR DISCUSSES THE ROLE OF THE FEDERAL RESERVE SYSTEM'S IMPLEMENTATION OF THE HUNT COMMISSION RECOMMENDATIONS, LEGISLATION TO PROTECT THE CONSUMER, CHANGES IN THE REGULATORY ENVIRONMENT, THE PROPOSED FDIC REGULATIONS REGARDING FINANCIAL DATA REQUIREMENTS, STATE REGULATORY CHANGES - PARTICULARLY REGARDING BRANCHING AND HOLDING-COMPANY POWERS.
Desc.: Bank automation; Organizational change; Structure; Impacts
CLASS. CODES: 8110 (CN=Commercial banking); 2500 (CN=Organizational behavior)

Y039015 163
74000498
RELATIONSHIPS OF PERCEPTIONS OF ORGANIZATIONAL CLIMATE TO ORGANIZATIONAL STRUCTURE, CONTEXT, AND HIERARCHICAL POSITION
PAYNE, ROY T.; MANSFIELD, ROGER
Administrative Science Qtrly V18 N4 PP: 515-526 DEC 1973 CODEN: ASCQAG
ISSN: 0001-8392
Jrnl Code: ASQ
DOC TYPE: Jrnl Pap.
Lang.: Eng.
THIS STUDY CONSIDERS THE CONCEPT OF ORGANIZATIONAL CLIMATE AND EXAMINES THE RELATIONSHIPS TO BE EXPECTED BETWEEN DIFFERENT ASPECTS OF CLIMATE AND VARIOUS DIMENSIONS OF ORGANIZATIONAL STRUCTURE AND CONTEXT. THE SUGGESTED RELATIONSHIPS ARE EXAMINED USING DATA FROM 387 RESPONDENTS WORKING AT ALL LEVELS IN 14 DIFFERENT WORK ORGANIZATIONS. EXAMINATION OF ORGANIZATIONAL CLIMATE SHOWED SIGNIFICANT VARIATIONS BY LEVEL. IT IS SUGGESTED THAT BEFORE THE CONCEPT OF ORGANIZATIONAL CLIMATE, OR ANY OTHER OPERATIONALIZATION, BASED UPON AGGREGATED PERCEPTIONS CAN BE FULLY USEFUL AS A DESCRIPTION OF THE STATE OF A SOCIAL SYSTEM, IT IS NECESSARY TO IDENTIFY THE FACTORS THAT ARE RELATED TO AN INDIVIDUAL'S PARTICULAR PERCEPTIONS AND TO TAKE THEM INTO ACCOUNT WHEN EXPLORING THE RELATIONSHIPS BETWEEN CLIMATE AND OTHER DIMENSIONS OF THE SOCIAL SYSTEM. IF THIS IS DONE, IT MAY BE SHOWN THAT THE CONCEPT OF ORGANIZATIONAL CLIMATE IS TOO GROSS TO BE USEFUL IN THE PREDICTION OF THE BEHAVIOUR OF THE SOCIAL SYSTEM IT DESCRIBES.
Desc.: Studies; Organizational; Climates; Structure
CLASS. CODES: 2500 (CN=Organizational behavior)

Y039015 164
74000483
PRIVATE FOREIGN-INVESTMENT IN LESS-DEVELOPED COUNTRIES PART I
CROOKELL, HAROLD
RIA COST & MGMT (CANADA) V47 N6 PP: 40-43 NOV-DEC 73
Jrnl Code: RIA
DOC TYPE: Jrnl Pap.
Lang.: Eng.
TWO REASONS ARE USUALLY GIVEN FOR INVESTING ABROAD - TO DEFEND OUR MARKET POSITION IN THE HOST COUNTRY, AND TO GET OUR COSTS DOWN. THE FIRST REASON REFLECTS A FIRM'S STAGE BY STAGE APPROACH TO FOREIGN-MARKETS, WHILE THE SECOND IS ALWAYS UNDERTAKEN AT THE FIRM'S INIATIVE AND ALWAYS INVOLVES PRODUCING ABROAD PRIMARILY FOR EXPORT. SEVERAL ACCUSATIONS ARE COMMONLY HEARD AGAINST FOREIGN INVESTORS - 1) PRIVATE INVESTMENT HURTS THE HOST COUNTRY'S BALANCE-OF-PAYMENTS, 2) FOREIGN INVESTORS WON'T EXPORT, 3) FOREIGN INVESTORS EXPLOIT HOST COUNTRIES AND RESIST LOCAL PARTNERS, 4) TECHNOLOGICAL AND MANAGERIAL SKILLS ARE NEVER REALLY TRANSFERRED, 5) FOREIGN INVESTORS CONSTITUTE UNFAIR COMPETITION FOR LOCAL NATIONALS, AND 6) FOREIGN-INVESTMENT CAUSES SOCIAL CHAOS IN HOST COUNTRIES. IT IS SUGGESTED THAT BOTH NATION STATES AND FOREIGN INVESTORS HAVE BEEN TOO RIGID. FOREIGN INVESTORS ARE ENCOURAGED TO DEVELOP MORE ADAPTIVE FORMS OF ORGANIZATIONAL STRUCTURE, WHILE GOVERNMENTS NEED TO BE MORE FLEXIBLE AND REALIZE BENEFITS WHICH CAN BE REALIZED FROM FOREIGN-INVESTMENT.
Desc.: Private; Foreign investment; Problems; Unfair; Competition; Social impact
CLASS. CODES: 1300 (CN=International trade & foreign investment) 2500 (CN=Organizational behavior)

Y039015 165 
73003935
PEOPLE, PRODUCTIVITY, AND ORGANIZATIONAL STRUCTURE
ROSS, JOEL E.; MURDICK, ROBERT G.
Personnel V50 N 5 PP: 8-18 SEPT - OCT, 73 CODEN: PSNLAH
ISSN: 0031-5702
JRNL CODE: PER
DOC TYPE: Jrnl Pap.
Lang.: Eng.
OF ALL THE CURRENT CONCERNS OF BUSINESS AND GOVERNMENT, THE MOST FAR - REACHING IS PRODUCTIVITY, CHIEFLY BECAUSE IT IS SO LINKED TO FOREIGN COMPETITION, AND, RELATED TO THAT, BECAUSE THE DECLINING RATE OF INCREASE IN PRODUCTIOVITY IS A PRIMARY CAUSE OF MONETARY PROBLEMS AND INFLATION. BY AND LARGE, MANAGERS HAVE OVERLOOKED OR UNDEREMPHASIZED TWO MAJOR SOURCES OF INCREASED PRODUCTIVITY. THE FIRST IS THE SALARIED SIDE OF THE COMPANY, THAT BROAD AREA KNOWN AS WHITE-COLLAR AND MIDDLE-MANAGEMENT. THE SECOND SOURCE OF INCREASED PRODUCTIVITY IS THE ORGANIZATION STRUCTURE, THE FRAMEWORK THAT FACILITATES ORGANIZATIONAL DYNAMICS AND GUIDES COMPANY OPERATIONS. MOST MANAGERS ARE HANDLING THEIR FINANCIAL ASSETS ACCEPTABLY BUT ARE OVERLOOKING THEIR HUMAN-RESOURCES. A CAREFUL ANALYSIS OF THE COSTS OF THE HUMAN RESOURCES WOULD VERY LIKELY LEAD TO BETTER MANAGEMENT AND ORGANIZATION OF THESE RESOURCES.
Desc.: Productivity; Human resources; Personnel management
CLASS. CODES: 6100 (CN=Human resource planning)

Y039015 166 
72000728
MANAGING PEOPLE WITHOUT PLAYING GOD
BRUNSTETTER, PHILIP H.
Training & Development Jrnl VOL 26 NO 2 PP: 14-19 FEB 72 CODEN: TDEJA7
ISSN: 0041-0861
Jrnl Code: STD
DOC TYPE: Jrnl Pap.
Lang.: Eng.
MANIPULATION OF ENVIRONMENTAL FACTORS DOES NOT CALL UPON A MANAGER TO PLAY GOD. BUT, IT DOES DEMAND THAT HE TAKE AN ACTIVE ROLE IN ARRANGING EACH ENVIRONMENTAL FACTOR WITHIN HIS CONTROL. BY THIS ACTION HE PROVIDES A WORK ENVIRONMENT WHICH WILL FREE THE WORKER TO GROW INDIVIDUALLY, WHILE MAKING A MAXIMUM CONTRIBUTION TO THE GOALS AND PURPOSES OF THE ENTERPRISE. ARTICLE EXAMINES FACTORS OF ORGANIZATINAL GOALS, MANAGEMENT PHILOSOPHY, ORGANIZATIONAL STRUCTURE, CLIMATE, COMMUNICATIONS NETWORK, REWARD SYSTEM, LEADERSHIP SKILLS AND PROCEDURES.
Desc.: Work environment; Organizational; Costs; Structure; Climates ; Rewards; Leadership
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)