PARTICIPATION AS A MEANS OF ORGANIZATIONAL CONTROL

Participation was considered as part of the structure of organization. For a sample of thirty-one organizations, representative participation was found to be related to the formalization whereas participation in the process of management (that is, participation which involves the individual directly) was found to be related directly to specialization and inversely to autonomy. These results are shown to be compatible with the view that participation represents an extension of organizational control over employees rather than the view that participation is a means of employee influence over upper level management. Organizational control is achieved through establishing a framework for participation which limits the issues that can be raised and the influence that can be exerted upwards.     

THE IRRATIONALITY OF ACTION AND ACTION RATIONALITY: DECISIONS, IDEOLOGIES AND ORGANIZATIONAL ACTIONS

Irrationality is a basic feature of organizational behaviour. Organizational decision making tends to be irrational, and organizational ideologies bias organizations’perceptions. Much effort has been spent on prescribing how organizations should achieve more rationality. However, rational decision making affords a bad basis for action. Some irrationalities are necessary requirements for organizational actions. Choices are facilitated by narrow and clear organizational ideologies, and actions are facilitated by irrational decision-making procedures which maximize motivation and commitment.     

THE SYMBOLIC IMPACT OF DOUBLE BIND LEADERSHIP: DOUBLE BIND AND THE DYNAMICS OF ORGANIZATIONAL CULTURE

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

THE EFFECT OF ORGANIZATIONAL CULTURE ON COMMUNICATION AND INFORMATION*

The aim of this article is to demonstrate the importance and utility of the notion of organizational culture for scholars and practitioners in the field of information studies. It presents a theoretical and empirical examination of the effects of culture on communication and information in organizations. First, the concepts of organizational culture, information and communication are briefly explored. Then a case study of the effects of organizational culture on communication and information is presented. In particular, we make a detailed examination of how attitudes to communication and information that had their roots in a dominant organizational culture were a strong influence on the demise of the company (which was ultimately acquired by a stronger firm).     

COMPARATIVE ORGANIZATIONAL EFFECTIVENESS RESEARCH LEADING TO AN INTERVENTION STRATEGY [I]

Several literature reviews have concluded that there is little consistency among researchers and practitioners when referring to the concept, ‘organizational effectiveness’. In this study, multiple data gathered on several organizational constituencies for three models of organizational effectiveness are studied to examine empirically the comparability of those models. The relative effectiveness of each organization varied both between and within the theoretical models providing the bases of analysis. Little convergence exists among the models so that problem diagnosis intervention in the processes of small organizations may be more accurate when treating effectiveness as a multivariate concept examined via a given organization's constituencies over time.     

EXPERTISE AND PROBLEM CATEGORIZATION: THE ROLE OF EXPERT PROCESSING IN ORGANIZATIONAL SENSE-MAKING

Our purpose is to understand more fully the role of managerial cognition in organizations. As such, we adopted an experimental approach in studying the use of expert processing in the categorization of organizational problems. We compared the problem categories of 38 chief executive officers (CEOs) in the machine tool industry (experts) with those of 30 MBA students (novices). The results of a problem sorting task indicated that experts tended to categorize the ill-structured problems significantly faster than novices. Experts also had greater variance in the number of categories used and they incorporated more problem information. Follow-up analyses revealed that the number of categories was negatively related to experts’age and positively related to the number of processes and services offered by their respective organizations. These findings are consistent with the contention that experts rely on well-developed, context-dependent heuristics in the early stages of their decision-making. It is argued that such heuristics allow organizational experts to make sense of strategic issues quickly, and respond in an efficient and effective manner.     

Managerial telework allowance decisions – a vignette study among German managers

Managers play an important role in the implementation of telework in organizations since they frequently have final approval over employees' requests for telework arrangements. Drawing upon March's (1994) dual-logic theory of decision making, the study examines antecedents of managers' responses to employees' requests for telework. Using a vignette study with a balanced experimental design, we investigated the impact of person-related, task-related and organizational context factors on managerial telework allowance decisions in German organizations. Several person- and task-related factors were found to be significantly related to managers' telework allowance decisions. Organizational context factors, such as a family-supportive organizational culture and formal policies were found to either directly or indirectly influence managers' responses to employees' requests for telework. More specifically, formal telework policies were important in stimulating favorable managerial telework allowance decisions when applicant criticality was low and the organizational culture was family-unsupportive. In line with March's (1994) theory of decision making, the study shows that utility maximization is only one perspective of decision making which managers apply to telework allowance decisions. Rule following and considerations of appropriateness are also taken into account by managers when deciding upon employees' telework requests.     

SECTOR-SPECIFIC PATTERNS OF ORGANIZATIONAL DESIGN CHANGE*

Recent approaches to understanding change in organizations have moved beyond just looking at structure and have focused on the role of values in defining the manner in which organizations change. This article integrates the concepts of design archetypes, tracks and high impact systems in an effort to understand the patterns of change for an institutionally specific set of organizations. the sample used for the study was a set of Canadian national sport organizations undergoing institutional change. Three design archetypes (Kitchen Table, Boardroom and Executive Office) that represent institutionally specific coherent value-structure relationships were used to show that patterns of change are determined by the extent to which the coherence of organizational design elements shift over time. Using these design archetypes as a model for change, tracks were identified that provided an indication of the degree and direction of change and the extent to which design coherence was maintained. This paper shows that there is variety in organizational design coherence and that this is related to patterns of change. In addition, reorientations to a new design are signalled by changes in structures or systems that are central to the organization's purpose and as such can have a high impact on moving the organization to a new design.     

THE PROCESS ORGANIZATIONAL STRUCTURE

The concept of the PROCESS ORGANIZATION STRUCTURE (P.O.S.) represents an attempt to take current systems-oriented organizational theory one step further. The P.O.S. is viewed as an additional type of organizational structure, existing and operating in the organizational space, side by side and integratively with the formal and informal organizational structures. Its characteristics are identified and analyzed, and a multi-dimensional process framework designed to fit all organizations is outlined. The framework's contribution to our understanding of organizational structure and dynamics is indicated, as well as its potential usefulness as a tool for theory and practice.     

A TYPOLOGY OF ORGANIZATIONAL LEARNING SYSTEMS

This paper synthesizes research on the organizational learning phenomenon. The concept of organizational learning systems is proposed and developed. Learning systems are the mechanisms by which learning is perpetuated and institutionalized in organizations. Findings from an exploratory study of organizational learning are used as a basis for developing a typology of organizational learning systems.     

THE PETER PRINCIPLE: PERSONAL OR ORGANIZATIONAL INCOMPETENCE?

This article proposes that incompetence in management may not be explained so much by the ‘Peter Principle’, i.e. by terminal weaknesses of personnel in faulty promotion systems, as it is by the organizational climate in which managers perform, i.e. by outmoded supervisory styles and limiting structural relationships. This alternative explanation is supported by Townsend's popular book, Up the Organization,¹ where Theory X styles of leadership, in some combination with bureaucratic elements of structure, are seen as impairments in modern organizations. This contention argues that organizational change agents must operate in tandem upon perceptions and attitudes as well as structural properties to maintain effectiveness - embarking on either skill and sensitivity training alone or mandating authority and task changes is insufficient. In addition, leadership flexibility and structural variety must provide alternative options across different task units if both short-run efficiency and long-term relevance are to be generated for the organization. Finally, organization survival is viewed as a function of managerial performance as determined by structure, including the promotion system, and by level of humanism of the climate, especially motivational stimuli. Within all of this, managerial effectiveness is considered to be influenced by incumbent conceptualizations of goals and capacities of the organization and of his own ‘self’ within that system. Concepts of self, in turn, are determined by historical notions associated with work and authority, as well as by various socialization processes in the organization, e.g. training, super-vision and general psychological conditioning. Accordingly, the matrix design of organizations and the contingency theory of leadership are offered as vehicles for tentatively re-conceptualizing the nature and form of collective behavior. Matrix and contingency theories focus upon modern, complex organizational structures and varied superior-subordinate relationships rather than upon man's instrumental performance, as with the Peter Principle, in explaining managerial inadequacies.     

High level of education builds up strong relationship between organizational culture and organization performance in Pakistan

Organizational culture is an important aspect to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This study aims to elaborate the dimensions of cultural construct in organizations of diversified sectors and their implications in Pakistan. Ten organizations were selected for the study. Four hundred and seventy eight questionnaires were received from these organizations. The questionnaires consisted of three parts, of these, the first part had nine elements that were related to organization and personal profile of the respondents, whereas the second part consisted of 60 elements of cultural construct, namely mission, adaptability, consistency, and involvement. In the third part, dependent variable appears as organization performance and was evaluated by asking eight questions. Results are revealed in two models: according to the first model, organization performance increases from negative 56% to positive 92% due to organizational culture with respect to education. And the second model is also significant at the 95% of confidence level (p < 0.05), and there is a positive relationship between independent and dependent variables. Organizational culture is an essential part of organizational success. Core organizational values typically emphasize special themes such as performance excellence, innovation, social responsibility, worker involvement, and quality of work life. Literacy rate in Pakistan is far below the literacy rate in developed countries. Educated employees play an important role in enhancing organizational performance, particularly in corporate setup. To measure affects of education on organizational performance through its construct involvement, consistency, adaptability, and mission have been endeavored in this study.     

Implementing multiple perspective feedback: An integrated framework

Despite the recent popularity of multiple perspective feedback systems, there is little theory to guide research in this area and to promote the successful implementation of multiple perspective feedback in organizations. By integrating organizational development and individual performance perspectives, a theoretical framework is developed that illustrates the mechanisms by which feedback can lead to improved individual, work group, and organizational performance. According to this framework, when the structure and systems of the organization are congruent with the goals of the feedback program, feedback positively influences individual performance determinants (e.g., declarative knowledge, motivation). This leads to improved individual performance, which contributes to desired organizational outcomes. Based on this framework, practical questions that should be addressed before a feedback process is implemented are presented.     

QUALITATIVE RESEARCH IN ORGANIZATIONAL BEHAVIOUR

Qualitative and quantitative approaches to the study of organizations are not mutually exclusive. Yet, over the last several years they have tended to become as such. Also, the interest in qualitative research of organizations seems to be renewing in the recent years. The present paper looks at some of the currently popular qualitative tools of organizational research emphasizing the complementary nature of qualitative and quantitative approaches in most settings.     

ORGANIZATIONAL CULTURE AS RELATED TO INDUSTRY,POSITION AND PERFORMANCE: A PRELIMINARY REPORT[1]

Reliable procedures for the measurement of organizational culture are necessary if the ideas developed in popular and scholarly literature are to be tested. A review of recent writings was the basis for defining 14 aspects of organizational culture. A questionnaire developed to capture these aspects was completed by those working in a diverse collection of business organizations. Industry and organizational position had a strong association with perceived work context, work values, and work beliefs. One industrial corporation, frequently cited as ‘excellent’, was not distinctive in terms of these measures. The results suggest that unless statements about organizational culture reflect differences related to industries and organizational, technical or task requirements, they are unlikely to be accurate.     

Stuttering: Stigma and perspectives of (dis)ability in organizational communication

There is a general consensus regarding the essential nature of effective communication in the workplace. However, in practice, there seems to be a narrow and specific definition of communication effectiveness that goes above and beyond the ability to deliver information. This perpetuates stigma surrounding communication disorders such as stuttering, and helps drive negative employment outcomes for those who stutter. In this paper, we develop a model of Stuttering Stigma in Organizational Communication (SSOC) in order to better understand the complexity surrounding communication, stuttering, and stigma. We discuss implications for organizations and strategies for stigma reduction.     

ENVIRONMENTAL CHARACTERISTICS AND ORGANIZATIONAL CLIMATE: AN EXPLORATORY STUDY

This article is primarily concerned with exploring the relationships between organizational climate and characteristics of organizational environments. Environmental characteristics include dependencies, competition and uncertainty. In addition, the relationship of climate and environments with dimensions of organizational structure and size are examined. Using data from 15 industrial organizations in Britain, the results have shown that different environmental characteristics have different associations with organizational climate. Also, the relationships between organizational environments and climate are not similar to those found between environments and structure. It is suggested that the creation of appropriate climates and structural design as responses to environmental pressures may be considered as complementary strategies in an attempt to maintain administrative control. The results, therefore, provide support for the suggestion that, in order to improve our understanding of the dynamics of organizational climate, characteristics of organizational environments should be incorporated into future research designs.     

组织文化、上下级沟通及组织承诺的相互关系探究

组织文化、上下级沟通、组织承诺都是近年来组织领域研究的热点问题,已有的研究表明,领导与成员关系、组织文化对组织承诺都有影响,但探讨三者关系的研究较为罕见。本研究通过对企业员工的访谈和问卷调查,揭示了上下级沟通、组织文化、组织承诺的相互关系。研究发现：参与性的组织文化对上下级沟通、组织承诺均有显著影响;组织文化对组织承诺的影响也可以通过上下级沟通来实现;上下级沟通是组织文化和组织承诺的中介变量。     

Information Communication Technology Utilization for Effective Emergency Management Networks

Effective communication and coordination are crucial aspects of emergency management. This study examines how organizational representatives perceive information communication technologies (ICTs) in communication and coordination with other organizations. Furthermore, it investigates whether the centrality of organizations in emergency management networks relates to ICT utilization. We found that although many central organizations in emergency preparedness networks have high levels of ICT utilization, ICTs are underused by central organizations in friendship networks and emergency response networks. An organization’s level of ICT utilization needs to match its organizational goal, mission, structure, ICT capacity, and the role that it plays within emergency management networks.     

Retaining and satisfying project managers – antecedents and outcomes of project managers’ perceived organizational support

Although theory and research from the domains of organizational behavior and human resource management suggest that individuals’ perceived organizational support (POS) plays a crucial role in enhancing job satisfaction and in reducing turnover intentions, there is a lack of research applying Organizational Support Theory to the realm of project management. Project-based organizations have an increasing demand for highly qualified project managers who feel supported by their employing organization and intend to remain in their positions. Therefore, the primary objective of the present study was to investigate predictors of project managers’ POS (both from a career management and from a project portfolio management perspective) and to examine how this variable related to their job satisfaction and intention to quit their project manager position. Using a sample of 541 project managers and 135 project portfolio coordinators nested in 135 firms, the analysis revealed that POS related positively to project managers’ job satisfaction and negatively to their turnover intention. A career path for project managers was positively associated with POS, especially when it was accompanied by adequate qualification opportunities. Results further stress the significance of top management involvement and the support of project management offices for project managers’ POS.