Models in manpower planning: One objective: increased understanding

The use of computer models simplifies forecasting and planning for manpower needs by manipulating available data through mathematical techniques. At this point, models appear to serve a “reality testing” function for managers, and represent a new tool, a new source of feedback information in this difficult area of management responsibility. The author discusses forecasts of organizational needs for manpower (less amenable to modeling than forecasts of available manpower); manpower supply models (experience is more extensive in this area, and a number of models have been suggested); analysis of career movements of managers and professionals; and simulation models. The objectives remain constant: increased understanding of manpower levels and flows that may contribute to improved manpower planning.     

The systems approach and good management: An argument for the “whole” approach

The systems approach means different things to different people. Generally there is agreement that it implies an acknowledgement of the interconnectedness of things, using an integrated or “whole” approach rather than a partial view. Dearden has argued that any good manager adopts this method. In this article, however, the author takes the position that most managers find it difficult if not impossible to adopt a true systems approach. Two reasons for this are given: first, true system obiectives are not always apparent to managers at given levels; second, managers are rewarded for managing their own organizations and not for optimizing total enterprise performance. Several possibilities for altering the traditional reward patterns are suggested.     

No such thing as a global manager

With the continuing growth of globalization, companies need to pay careful attention to selecting and managing people who may become their “global managers.” The best way to achieve this is by coming up with a clear concept of what constitutes such a manager. But the examination of a wide set of possible characteristics indicates that there seems to be no distinct set of such individual qualities, so there is no consistent way to point out what a global manager is. What we are left with is the search for good “conventional” managers with a global mindset who could succeed in the international marketplace.     

Dispelling misconceptions and providing guidelines for leader reward and punishment behavior

One unfortunate consequence of the focus on “charismatic,” “transformational,” and “visionary” leader behaviors during the past few decades has been the tendency to diminish the importance that transactional leadership behaviors have on leadership effectiveness. We say that this is unfortunate because recent research has shown that transactional leadership, in the form of contingent reward and punishment behaviors, can have substantial effects on a variety of important employee attitudes, perceptions, and measures of job performance. Therefore, in this article we discuss some possible reasons why transactional leadership has been relegated to a lesser role than transformational leadership, summarize the research that indicates the importance of leader contingent reward and punishment behavior to leadership effectiveness, and identify some of the mechanisms that these forms of leadership behavior work through to influence employee attitudes and behaviors. Following this, we address ten misconceptions managers often have regarding the administration of rewards and punishments, and provide some recommendations about how leaders can improve their effectiveness in administering recognition and discipline in organizational settings.     

Believing that everyone else is less ethical: Implications for work behavior and ethics instruction

Studies consistently report that individuals believe they are far more ethical than co-workers, superiors, or managers in other firms. The present study confirms this finding when comparing undergraduate students' own ethical standards to their perceptions of the standards held by most managers or supervisors. By maintaining a holier than thou ethical perception, new and future managers might rationalize their unethical behavior as being necessary for success in an unethical world. A prisoner's dilemma type problem can be said to exist when choosing an unethical behavior becomes each player's dominant strategy and the interaction of dominant behaviors is Pareto inferior. Dispelling the holier than thou perception may encourage students to revise their personal behavior payoffs such that the collective benefits that emanate from ethical conduct are favored and the prisoner's dilemma problem is converted into a coordination problem. Thomas Tyson is Associate Professor of Accounting at St. John Fisher College. His articles have been published in a number of professional and academic accounting journals. Two of his Management Accounting publications received Certificate of Merit awards for outstanding character and excellence in contributing to the literature of management accounting.     

Going “purple”: Can military jointness principles provide a key to more successful integration at the marketing-manufacturing interface?

When the colors of all the U.S. armed services’ uniforms are combined, the color purple appears; therefore, military insiders refer to inter-service operations as “purple” operations. Now a core concept, the “jointness” of U.S. military strategic response to a critical operational failure encapsulates principles and processes through which two or more armed services are best able to integrate strategies, strengths, and capabilities in ways that yield genuine synergies, despite the differences in mission and culture that naturally separate the services. The now ingrained ability of military services to “go purple” quickly has materially contributed to strategic and operational successes during the last 20 years. The internal circumstances as well as global environmental challenges faced by domestic firms, particularly at the marketing-manufacturing (M-M) interface, resonate with those faced by the U.S. military. Firms may benefit from evaluating the prospect of “going purple” at this crucial point of interface. This article integrates military-like jointness principles into an organizational framework that functions as a guide to pursuing cross-functional M-M integration more successfully. The framework also provides a methodology through which managers can determine whether and how much purple ought to be pursued.     

Decision under uncertainty: A poet's view The leap of judgment in a famous frost poem

Despite all the talk about decision making, uncertainty remains a factor, and no one tells executives how to deal with it. Scientific management stops at the point where nature is not rational. If help is to be found, it must come from poets and preachers, men whose business begins at the limits of rational certainty. For a “case study,” the author uses Frost's famous poem, “The Road Not Taken”—an inside view of a moment of decision. The poet confronts uncertainty by taking the leap o f judgment, beyond facts and logic. We are reminded that such leaps are possible and necessary, and that courage stands next to intelligence as an irreducible ingredient in the decision-making process.     

Corporate response to social pressures: A typology

The paper deals briefly with several definitional issues; discusses the concept of image as it determines the way managers see the world; as one aspect of the image, examines the contrasting views of conflict and cooperation in social and organizational relationships; and then presents a typology of corporate responses to pressures for socially responsible behavior: authoritarian, manipulative and bargaining. This typology was developed on the basis of the analysis of a large number of case histories of environmental conflicts, a number of which are included for purposes of illustration. Several historical examples are cited. The inference drawn from this study is that decisions become more responsible as decision-makers come under the scrutiny of and pressure from those affected by the decisions. Dr. John A. Kilpatrick is Associate Professor of Management at the School of Business, The University of Northern Colorado. His most important publication is The Changing Labor Content of American Foreign Trade: 1970–1975, UMI Research Press, 1980.     

Business Ethics and changes in society

The business world is not a separate universe of economic values and goals distinct from society, but an aspect of the behaviour of society as a whole. Ethics cannot be a cosmetic applied to established practice in the business world, a mere restraint on the unsocial or criminal behaviour of managers or a pragmatic response to consumer pressure. The author argues for a Total Ethics concept analogous to Zero Defects concepts in operations management. This ethic should form the foundation of the organisation's mission and permeate its statements of business objectives. If the ethic is to serve the common good of all who have an interest in the business, then all the stakeholders, not just those with a financial interest, must contribute to the business objectives and exercise some control.The author is External Affairs Director of Traidcraft Plc, a publicly owned £⁵ million turnover company in the north-east of England, committed to promoting just trade with poor producers in developing countries. Before joining Traidcraft in 1985, the author worked for six years with the Intermediate Technology Development Group involving extensive travel to developing countries advising on appropriate technology and village industry development. He has a Master's Degree in Business Administration and has studied philosophy and theology.     

Ethical climate and the link between success and ethical behavior: An empirical investigation of a non-profit organization

This study examines the ethical climate and ethical practices of successful managers (n=206 managers) of a large non-profit organization. The influence of different dimensions of ethical climate on perceived ethical practices of successful managers were also investigated. Results show that a majority of the respondents perceive successful managers as ethical. Compared to previous research, managers in our sample were less optimistic about the relationship between success and ethical behavior. Those who believed that their organization had a caring climate perceived a strong positive link between success and ethical behavior. Those who believed that their organization had an instrumental climate perceived a strong negative link between success and ethical behavior. Satish Deshpande is an Associate Professor of Management at Haworth College of Business, Western Michigan University, Kalamazoo, Michigan, USA. He teaches human resource management courses. His current research interests include business ethics, managerial decision-making, and applied psychology in human resource issues. His publications include articles in the Academy of Management Journal, Compensation and Benefits Review, Human Relations, Journal of Small Business Management, and Organizational Behavior and Human Decision Processes.     

The power of business models

Over the past few years, “business models” have surged into the management vocabulary. But, while it has become quite fashionable to discuss business models, there is still much confusion about what business models are and how they can be used. In fact, business models can serve a positive and powerful role in corporate management. While other authors have recently offered definitions of “business model,” none appear to be generally accepted. This lack of consensus may in part be attributed to interest in the concept from a wide range of disciplines, all of which have found a connection to the term. To help managers better understand business models, this paper reviews the extant literature and identifies and classifies the components of business models cited therein. Components were classified into four primary categories: strategic choices, the value network, creating value, and capturing value. To address the absence of a generally accepted definition of a business model, a new definition that integrates and synthesizes the earlier work is offered. Based on the proposed definition, business models are then contrasted with strategy. Four problems associated with business models are also discussed.     

Using consumer perceived ethicality as a guideline for corporate social responsibility strategy: A commentary essay

“Consumer Perceived Ethicality” presents a framework of perceived consumer ethicality as summarized from in-depth interviews with 20 citizens of the United Kingdom and Germany. The framework identifies six broad domains and 36 sub-items (6 for each domain) that serve as examples of consumer-generated “unethical corporate behaviors.” This commentary highlights the contributions, discusses the limitations and presents an alternative perspective on the study of consumer perceived ethicality.     

Correlation of gender-related values of independence and relationship and leadership orientation

This study compares the relationship between the moral reasoning modes and leadership orientation of males versus females, and managers versus engineers/scientists. A questionnaire developed by Worthley (1987) was used to measure the degree of each participant's respective independence and justice, and relationships and caring moral reasoning modes. Leadership orientation values and attitudes were measured using the Fiedler and Chemers (1984) Least Preferred Coworker Scale.The results suggest that, although males differ from female in their dominant moral reasoning modes, managers are not distinguishable from the engineers/scientists they manage in terms of their moral reasoning mode or Least Preferred Coworker score.Clarence E. Butz is a Professor of Management in the School of Business and Management at Azusa Pacific University, California. Dr. Butz's teaching areas include general management, organizational behavior, and business ethics. Phillip V. Lewis is Dean of the School of Business and Management at Azusa Pacific University. He is the author of Organizational Communication (Gorsuch Scarisbrich, 1996) and Bank Ethics: An Exploratory Study of Ethical Behaviors and Perceptions in Small, Local Banks (Journal of Business Ethics, 11: 197–205, 1992).     

Does the “management approach” contribute to segment reporting transparency?

Segment reporting creates an opportunity for companies to add value to the information they disseminate about their industry and geographic operations. This article examines the “management approach” to segment reporting from a user perspective that should be of great interest to corporate financial executives. The management approach to segment reporting requires companies to report segment financial information consistent with the way they manage their businesses. We conclude that, despite more segment data being reported, the potential of the new management approach to significantly benefit users is compromised by uneven compliance among reporting companies. The complicity of external auditors in compliance shortcomings should concern all stakeholders in the financial reporting process. Noting two high-profile examples of accounting fraud, we comment on how the management approach sheds light on Enron's operations, while WorldCom concealed important segment information due to probable auditor malfeasance.     

Underdog consumption: An exploration into meanings and motives

Marketers frequently position business concerns - whether brands, teams, or stores - as the non market-dominant entity (or the “underdog”). This article examines the motives for underdog support through in-depth interviews and a focus group. Findings suggest that underdog consumers support underdogs out of empathy, as a way to ensure the maintenance of equal opportunity in competition, and as a way to provide personal inspiration. Some motives for underdog support can be interpreted to be anti-consumption (or, at least, anti-corporate) in nature. On the other hand, many underdog consumers support and identify with underdogs not necessarily as a way to keep the top dog down, but as a means to keep the little guy competing. Rather than solely “vote-against” behavior, “vote-for” behavior is very evident as well.     

Integrating qualitative and quantitative theoretical perspectives in applied advertising research

This review synthesizes the qualitative theoretical framework employed in Kennedy and McGarvey (in this issue), and posits a research paradigm to integrate and balance both qualitative and quantitative (“Q-Q”) methods in study design using “parallel perspective analysis” as shown in Table 1. Integrating both research perspectives enabled Kennedy and McGarvey to construct a phenomenological “story” of human movement in pet-related consumption attitudes and behavior during the last century, while maintaining a high level of empirical rigor. The method for quantifying a Q-Q research study can be used to develop future balanced research by scholars and practitioners concerned with capturing contextual phenomena in empirically rigorous consumer research.     

Coupons in context: discounting prices or decreasing profits?

A coupon is a commonly used sales promotion device offering the user a discount on the purchase of a product. Consumer coupon offerings are also becoming increasingly diverse: from “% off” and “$ off” to “Buy one, Get one free” (BOGO) offers and co-promotions (Buy X, Deal on Y). This paper reports the results of three experiments that examine whether the economic value of a coupon is a source of information to infer the price of the product/service, and the quality of the product/service, which inference can undercut the economic value, with resulting consequences for deal evaluations and purchase intentions. The framework predicts, and empirical results show, that increasing the value of the coupon does not always improve deal evaluations or purchase intentions. This could imply lower profits for the company. The presence of past price information about the brand, information about prices of other brands offered by the company, and information about competitors’ prices moderate the impact of coupon value on brand-related inferences. When such alternate sources of information are present and are diagnostic of the price of the promoted product, consumers are less likely to infer price and quality from the value of the coupon and higher coupon values are more likely to increase deal evaluations and purchase intentions. Implications for managers designing and communicating promotions are offered.     

Global talent management and global talent challenges: Strategic opportunities for IHRM

The need for multinational firms to be as competitive in the global marketplace as possible has increased dramatically over the past twenty years. For international human resource management this has meant many strategic opportunities to international human resource management. An excellent example of such an opportunity is that which exists regarding the management of talent. This opportunity began to develop in the late 1990s with the advent of the challenge of “global talent management.” During the past few years this opportunity has expanded to include challenges dealing with talent shortages, talent surpluses, locating and relocating talent, and compensation levels of talent. Together, these conditions are all “global talent challenges”. In this article we describe these several global talent challenges and the strategic opportunities they present to firms and propose the implications of these for firms and for the field of international human resource management.     

A commentary on “Understanding Dog-Human Companionship”

“Understanding Dog-Human Companionship” is important insofar as the article is a quantitative study that validates many qualitative studies of the human-dog relationship and the meanings that dogs have to their owners. The article suggests questions about consumer behavior that go beyond dog ownership. Aspects of dog ownership could be applied to ownership or “consumption” of many things — including cars, spouses, and children.     

Formal and informal management training programs for women in Canada: Who seems to be doing a good job?

The increasing complexity of Canadian businesses in a changing marketplace indicates that women as well as men managers will have to be well trained to be able to position themselves in this new environment with a certain degree of success and personal happiness. As management educators, we have to accept an important share in this responsibility. This paper examines some of the factors that should be considered by those who want to develop management training programs for the future women managers or entrepreneurs.Dina Lavoie is associate professor of management and organization development at the Ecole des Hautes Etudes Commerciales at Montreal since 1977. Her main area of interest is entrepreneurship. She has authored the first studies on women entrepreneurs in Canada and has developed some of the first management training programs for women managers in Quebec, New Brunswick and several Asean Countries where she has resided and worked for several years. She is secretary-treasurer general of the new National Entrepreneurship Development Institute of Canada (NEDI) and is advisor to the federal and several provincial governments on issues related to women entrepreneurs and women managers. She is member of the board of trustees of several organisations including NEDI and the Asian Institute of Technology (Bangkok). We find her listed in Who's Who of Canadian Women, The World Who's Who of Women, the International Directory of Distinguished Leadership etc.