中国现代传媒组织的绩效指标设计思路研究

转型时期中国公共组织的绩效评估日益受到组织内外实践者的关注。特别是具有经济和社会双重目标的公共企业组织,当前急切需求一套合理的简洁有效的绩效管理工具用于支持其制定科学的决策。本文基于电视传媒产业的个案分析发现,直接运用成熟的绩效指标设计思路会遭遇到诸多的难题。为此,在实际的绩效指标设计过程中,结合组织的决策支持的需求和实际的行业特性,提出了一种新的绩效设计思路,为同类型其他组织的绩效指标设计提供了有益的启示。     

Managing AIDS in Africa: HRM challenges in Tanzania

The impact of the AIDS epidemic in developing countries, and in Africa in particular, is now a matter of great concern to policy makers, managers, and academics on a global scale. The magnitude of the potentially disastrous effects of the disease has severe implications for management in organizations, and, in particular, for HRM. The AIDS epidemic is imposing, and will continue to impose, in the foreseeable future, a significant burden on the way people are managed. Little has been written on HRM in Africa, and the present literature on AIDS and HRM in Western societies is inappropriate and insufficient in relation to African organizations. Fifteen organizations in Tanzania took part in this study, which is probably the first of its kind, to produce a picture of current developments and approaches in managing people under the threat of AIDS.     

Jobs requiring a capacity for engineering systems thinking (CEST): Selection using an interest inventory

Systems thinking is recognized as a critical ability for engineers who take a leading role in complex projects. Identifying those engineers with better systems‐thinking capabilities is critical in many projects and organizations and enables organizations and project managers to select and place the most suitable engineers for jobs requiring a Capacity for Engineering Systems Thinking (CEST). However, up until now, no tool aimed at assessing individuals' capacity for engineering systems thinking has ever been developed. This paper presents principles for developing an interest questionnaire aimed at selecting engineers for jobs requiring systems thinking as well as preliminary results regarding the tool's reliability and validity.     

Interregnum and Critical Management Studies: The possible end of meaningful work

We are now witnessing the first generation born into liquid modernity – the millennials – for whom being primarily called on by society as consumers and experiencing the deepened significance and logic of life as a lottery (Bauman and Mauro, 2016) is natural (yet uncomfortable). The main point made is that the first ‘solid’ (sic!) generation of liquid consumers that Bauman wrote so vividly about is set to embark on adult life and enter organizations en masse as managers and workers. It is argued that the entry of the millennials further intensifies the ongoing subsidiarization process that is already taking place in organizations and means that the individualization of collective organizational problems will be even more concealed and difficult to detect. In relation to the millennials entering organizations, it is further argued that it is essential that Critical Management Studies (CMS) takes heed of the challenges that the entry of the millennials carry with them. A Baumanian framework informs us that this can only be done by avoiding nostalgia – going back-to-the-future.     

Evaluation of the Impacts of Innovation in the Health Care Sector: A comparative analysis

Assessing impacts related to the adoption of an innovation represents a particular challenge. However, the use of innovation in government organizations does have some effects: some intended, others unintended; some desirable, others undesirable. Findings in literature now suggest that the use of innovation in government organizations produces beneficial results for the most part. The purpose of this article is to provide a multi-dimensional framework for assessing the impacts of innovation on an organization’s performance as perceived by individual stakeholders and at organizational level. In particular, this framework is designed to evaluate the impacts resulting from the introduction of electronic medical records, namely an organizational, cultural, and technological innovation that many health care providers are currently undertaking. It provides the results of a comparative analysis carried out in Spain and Italy and discusses the need for a more systematic evaluation assessment of the innovation processes.     

Herbert A. Simon on What Ails Business Schools: More than ‘A Problem in Organizational Design’

We critically examine Herbert Simon's 1967 essay, ‘The business school: a problem in organizational design’. We consider this essay within the context of Simon's key ideas about organizations, particularly those closely associated with the ‘Carnegie perspective’ on organizations and how they influenced the reinvention of American business schools in the post‐Second World War era, and were deeply influenced by the post‐War context and also were appropriated by the Ford and Carnegie Foundations to reform business school teaching and research. We argue that management educators misappropriated Simon's concept of an intellectually robust and relevant research and educational agenda for business schools that has in part contributed to the intellectual stasis that now characterizes business education research and its capacity to inform management practice.     

Change and development in pluralistic settings: an exploration of HR practices in Chinese township and village enterprises

Very few systematic studies have been conducted on the managerial practices of Chinese Township and Village Enterprises (TVEs) despite their increasing contributions to China's economic development. Focusing on the HRM practices in ten different TVE organizations in a new city in Southeastern China, this study aims at filling a gap in the literature by exploring the general HRM practices in those organizations. Results show that HRM practices in TVEs, although still relatively primitive compared to those in state-owned enterprises (SOEs), have been much more formalized recently. Employees are now mostly selected rather than referred by existing employees or ' guanxi ' as they were previously. New employees in many large TVEs are now trained through formal procedures rather than through apprenticeships, and pay is tightly linked to performance and skill levels. However, in smaller TVEs, HR practices are less formalized. The study points out that the firm size may be an institutional factor affecting the implementation of formal HRM practices. Yet, regardless of the form of personnel management, HRM practices are shown to be a very important factor in the economic success of TVE firms. Further studies are necessary to understand HRM and other managerial practices in TVEs and to test the relationships between HRM practices and firm performance among the TVEs.     

Bringing corporate culture to the bottom line

Up to now managers could find little evidence to support the idea that the organization's culture has an impact on its bottom-line performance. To remedy this, Denison draws on survey and performance data from 34 large corporations to show that those that have participative cultures experience better performance than those that do not. This difference in performance appears to have widened over the five years that these firms were studied. The results also hold up when the performance measures for each firm (return on investment and return on sales) are compared with those of their competitors. Denison suggests that this comparative approach to the study of organizational culture provides a way to capture the impact that culture has on organizational performance. This strategy, he argues, also provides a way of diagnosing organizations and measuring the ways in which human resources management, organizational culture, and management practices do, in fact, contribute to the success of business organizations.     

Collegiality under pressure: the effects of family demands and flexible work arrangements in the Netherlands

Collegial relationships at work have become more important now that organizations increasingly use team-based work processes. Collegiality is also facing new challenges, however: more employees are meeting heavy demands beyond the workplace and making more frequent use of flexible work arrangements. This study seeks to explain the effect of employees’ family demands on collegiality and evaluates whether the use of flexible work arrangements improves or impedes collegial behaviour. Moreover, we aim to investigate collegial behaviour as an exchange process between co-workers, and therefore also take family demands and the use of flexible work arrangements by co-workers into account as predictors of employee collegiality. Based on a sample of 1114 employees from 30 organizations, the results show that when used by the employee and co-workers, flexitime decreases collegiality. Collegiality is decreased when the employee has young children, but increased when co-workers have older children. The implications of these findings for HR practices are discussed.     

State–third Sector Partnerships: A short overview of key issues in the debate

Abstract

The theme of partnership with the third sector has been on the agenda of public management research for a long time now, not least in this journal. As an introduction to a special issue on this topic, the article discusses two issues crucial to further study of this phenomenon. The first on the types or categories that can be distinguished when comparing these partnerships between countries or policy fields; the second how recent public management reforms (especially of the New Public Management variety) have affected the nature of third sector organizations and their role in relation to the state.     

How Foundations Exercise Power

Foundations (and philanthropy in general) have great political power in the United States and worldwide, yet this is hardly noted by political analysts or journalists. Their power is exerted in many ways, such as by funding progressive organizations and movements; sponsoring policy “think tanks” and organizations of public officials; influencing the political culture through media, academic researchers, and university programs (including public interest law in law schools); and co‐opting activists and potential rebels among the rich and poor. Because of their resources and prestige, they are powerful members of coalitions and collaborations with overt and covert government departments, U.N. agencies, universities, and nongovernmental organizations. Foundations have been major actors in the “Cold War,” which continues as the attempt to deflect any movement towards socialism here or abroad. Globalization has amplified the power of foundations, for many of the global institutions were created by foundations and continue to be fostered by them. The sponsorship of civil society institutions worldwide by private foundations, now with additional billions from governments and international governmental institutions, supports U.S. hegemony: military, political, and economic. We cannot know what the world would have been like absent foundation activities, but the current one does not appear to have a democratic, peaceful, or sustainable future.     

Affirmative Action: The Facts, the Myths, and the Future

This article focuses on recent federal court rulings affecting preferential treatment programs mandated by affirmative action policies and programs. The article addresses the greater burden that these decisions now place on organizations to justifying race-based remedial actions, and the standards by which these actions are judged. However, the programs affected by these rulings are only those imposed by federal, state or local governments. This article also discusses the narrow scope of these decisions—what programs they have not changed. As will be demonstrated, a broad range of voluntary private sector programs remain unaffected.     

浅析高校思想政治教育工作中如何充分发挥学生党员作用

随着经济全球化的不断进展,我国高校思想政治教育工作面临着许多新的形势,思想政治教育工作的环境、对象和内容都发生了深刻地变化。在新形势下,必须充分发挥学生党员在思想政治教育工作中的作用,强化党员的主体意识和身份意识,为党员发挥作用搭建各类平台,积极探索"学生党支部建在班上"的党建新模式,进一步发挥学生党员在学生组织中的作用。     

The role of human resources in ethics/compliance management: a fairness perspective

Many large corporations now have formal programs for managing ethical behavior and legal compliance. But the often minor role of human resources (HR) in companies' ethics management efforts is problematic. This is because ethics management efforts are likely to raise questions of fairness, and trigger a fairness heuristic among employees that can generate important outcomes for the ethics program specifically and the organization generally. Relying on research on fairness in organizations and corporate ethics practices, we explain why the extensive involvement of HR in corporate ethics programs is important to the perceived fairness, and thus the likely outcomes (e.g., employee commitment), of those programs.     

Strategic imperatives for managing materiel into the next century

The next century of opportunity is less than a decade away. Materiel management must involve itself in the strategic changes occurring within the health care industry and its respective institutions. Those materiel managers who are aggressively ensuring that their operations are supported by a well-developed and well-orchestrated operational infrastructure are now well positioned to address the future challenges of this decade. Unfortunately, many other materiel managers are focusing their attention and efforts solely on the management of materiel for which they currently have control. Materiel managers must develop an acute awareness of the support needs of their respective organizations. Those who are not apprehensive about venturing from the traditional materiel management world will be exposed to incredible educational opportunities and will receive responsibilities of unparalleled organizational importance.     

Evaluate health plans

For most benefits administrators, this program probably does not automate a function they are now doing manually, but it does bring a consultant/broker function in-house (although this is only one of many such functions). In some organizations, particularly smaller ones that might skimp on analysis of their health plans before negotiating carrier rate changes each year, it might mean that such analysis actually does take place. But it you are a benefits administrator who has been performing yearly, manual evaluations of your plans, be very careful about trying and demonstrating this software. If you think you might not be granted approval by management to purchase it, you may wish you didn't know how well it works.     

Do all institutions benefit from leadership training? Challenging tradition through systems inquiry

There is a fascination in the business community with leadership. There is an endless stream of training and development programs on how to become effective leaders to the extent that leadership training is now a big business. But the fascination is not restricted to the business community. People are enthralled by the idea of leadership, search for more information on it, and truly believe that by becoming a leader, they can reach a more desirable future. The purpose of this article is to demonstrate that all organizations do not benefit universally from their investment in employees' leadership training. After reviewing the leadership literature and systems concepts, it is recommended that the redesign of an organization in a social systemic framework will lead to optimization of benefit from leadership training.     

Strategic change of public research units in their scientific activity

The current debate on public sector research in modern economies has generated an increasing interest regarding the scientific activity of research units for external users. The purpose of this paper is to investigate the relationship between production of basic research and applied activity of public research units, focusing Italian case-study. The results show an increasing crowding-out effect between applied activity vs. basic research. This effect is due to cuts in research unit budgets and increased push by governments that have obliged the researchers to collaborate with firms and external institutions for getting funds more and more necessary to the economic survival of public research institutes. In addition, to cope with consequential environmental threats, Italian research organizations have been facing a strategic change. In fact, public research institutes now operate as research units market-oriented and researchers focus on applied activity and consultancy, rather than basic research. This strategic change of public research institutions is also present in several countries such as Australia, Canada, France, Germany, Norway, and so on. Because of this worldwide tendency, there is the threat, in public research organizations, of less discovery-based research around longer term needs centred on public welfare that also affect, negatively, long-run economic growth.     

Invoking Satan or the Ethics of the Employment Contract*

ABSTRACT Studies of mergers of organizations focus upon the financial and economic outcomes, with little attention paid to the effect on the people working in the merging organizations. This paper reports the findings of a study of the impact on managers of an organizational merger. Rather than the cool calculations of accountants and economists and the rational application of a managerial logic, we found the impact on these managers was upon their emotions, which seemed sometimes too buffeted to allow them to continue in their work. A narrative analysis of the stories told by these managers suggested they experienced their involvement with the merging organizations as akin to a Faustian contract, whereby they had sold their souls to the organizational devil and were now reaping the costs. When we came to write this paper we found that using the usual rubrics of academic writing suppressed the sheer emotionality of their experiences. We have therefore followed the imperative of our conclusions, and written our analysis in the form of a play, based upon Christopher Marlowe's Dr Faustus, which allows us to use our interviewees’ own words to illustrate the impact of the merger. The play is, of course, in the format of a tragedy: it has four main characters – the narrator, the manager, Faustus and Mephistopheles – and five acts. We use the Prologue to insert our own words, where we argue for a turn away from the ‘hard’ school of human resource management towards one that is ethically informed. Programme notes contain the technical details which justify our research methods. We remain totally unapologetic for intruding emotions into the rational world of academia.