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41.
Preston C. Bottger Ingrid H. Hallein Philip W. Yetton 《Journal of Management Studies》1985,22(4):358-368
This study explores the effects of task structure and leader power on participative leadership across Australian, African, Papua-New Guinea and Pacific Island managers. Managers in all national groups are more participative in situations of low structure and low power than for high structure and high power, respectively. Participation in situations of low structure and low power declines in the order: Australia, Africa, Papua-New Guinea, Pacific Islands. It is argued that this effect is an instrumental effect of managerial education, rather than being culturally determined. the Vroom-Yetton leadership methodology is used to measure participation levels. Subjects are a total of 150 middle-level managers attending management education courses. 相似文献
42.
A bstract . A simple framework is presented for the analysis of the local employment, income, sales , and local government impacts of landing North Sea gas at either of two Norwegian kommunes (municipalities). These impacts indicate the different forms of economic change arising from a major economic development event. The average annual net change in these economic measures is estimated for the operational phase of a gas terminal. The analysis indicated substantial differences in local and regional net gains. Both sites yielded positive neteconomic gains, which means noneconomic and national considerations become key decision determinates. These national issues provide the setting to judge the local/regional net gains. The unresolved questions include the national benefits and costs of the landing decision given the small scale of the Norwegian economy, potential future gas finds, and a fully employed economy. 相似文献
43.
Polyhedral combinatorics is a subarea of combinatorial optimization of increasing practical importance. It deals with the application of the theory of linear systems and linear algebra to combinatorial problems. The paper is not intended as a survey on polyhedral combinatorics but it reviews some of the main concepts and proof techniques. 相似文献
44.
Summary We consider the problem of making inferences about the parameters of a time series model when there is the possibility of a discrete variance change at an unknown time point. For this we obtain the posterior distributions of the parameters and of the variance ratio. 相似文献
45.
W. Theodore Cummings Donald W. Jackson Lonnie L. Ostrom 《Journal of the Academy of Marketing Science》1989,17(2):147-156
The product management form of organization has been around for quite a while; yet little empirical research has been done
on product managers. This article reports a study of product managers and some organizational behavior factors which contribute
to their job satisfaction and job performance. These factors include centralization of decision making, job structure, job
scope, role ambiguity, and role conflict. Finally, several suggestions are made for creating an environment more conductive
to having product managers who are satisfied with their jobs. 相似文献
46.
Richard C. Becherer D.B.A. Fred W. Morgan Ph.D. Lawrence M. Richard Ph.D. 《Journal of the Academy of Marketing Science》1982,10(3):269-280
Consumer susceptibility to reference group influence has been demonstrated for certain products and buying situations. This
article reports a study designed to determine if reference group influence varies between consumers classified as situationally-oriented
and dispositionally-oriented. Results indicate a considerable difference between the two groups.
Independence Health Plan 相似文献
47.
48.
Bailey W 《Fund raising management》1991,21(11):45-49
What happens in today's hospitals when keeping the faith with donors clashes with fiscal politics? An enterprising assistant attorney general asked that question and turned up some disquieting answers. 相似文献
49.
In summary, changes came slowly at first in the OR. The biggest inventory reduction came about a year after the effort had begun. It would seem that tackling obsolescence, standardizing products, etc. would give an initial "big chunk" savings, with small amounts coming later as inventories are lowered. What we expected did not occur, due to the inherent nature of practices and what was customarily being used. For example, previously, some equipment purchases were paid for by purchasing product, which resulted in long-term commitments and high supply costs. The OR at times seemed more like a process of managing change, not just supplies. FOCUS is a daily process. How many times can you afford to overlook this process? How often are the mistakes of the past repeated? In review, we suggest this simple outline: Follow-through (review each case from start to finish), Obsolescence (schedule inventories every six months), Control (achieve inventory management by adjusting PAR levels to needs), Utilization (utilize product/equipment with your control), and Standardization (standardize products and measure results). 相似文献
50.