Pluralism in the mass media: Can management participation help?

Concentration and lack of plurality of media control is significant and appears to be increasing. The potential danger to a democracy of a lack of plurality of media control is serious. There are opportunities for greater plurality and freedom of expression through professional employee decision making partcipation. There are practical precedents for professional employee management participation in the media. Therefore, professional media employee management participation deserves to be seriously considered. Limitations of the principle are also considered.Richard P. Nielsen is Associate Professor at the School of Management, Boston College, Chestnut Hill, Mass. Professor Nielsen publishes frequently in the areas of philosophical and social issues in management as well as strategy and consensus building.The author would like to thank Professor William Torbert of Boston College for his helpful criticism of this article.     

Expectancy-value attitude models an analysis of critical measurement issues

Criteria for scaling beliefs and evaluations in the Fishbein model are considered, and a procedure is developed and illustrated for the proper test of multiplicative models. Hierarchical regression is shown to be a valid method for testing interaction hypotheses even when measures are only interval or ordinal scaled.     

Reactions to the career plateau

Plateaued managers may be disenchanted and produce less on the job. But survey results indicate that such problems may not be as widespread as “common sense” would dictate. The extent of the problem, plus some solutions, are herein examined.     

A Model of Supplier Responses to Just-In-Time Delivery Requirements

When buyers provide incentives for suppliers to deliver just-in-time, suppliers can respond by choosing to hold additional inventory, reducing the variance of flow time to facilitate just-in-time production, or both. A model characterizing the supplier's optimal response to incentives for JIT delivery is presented. The model shows a situation where the optimal action of the supplier is to hold more inventory. When incentives for on-time delivery are increased, the supplier responds by decreasing the variance of flow time and by increasing the lead time allowance. However, the lead time allowance increases more quickly than the variance is reduced, resulting. in a net increase in the amount of inventory that must be held by the supplier. The result is that inventory is pushed upstream. This paper does not suggest that inventory is always pushed upstream in JIT purchasing. Rather, it provides a counter-example to those who presume that holding more inventory is always a non-optimal response to buyer's requests for JIT delivery.     

Procedural and Distributive Justice: Examining Equity in a University Setting

The concept of organizational justice is important to understanding and predicting organizational behavior. A significant development in the research literature has been the separation of distributive and procedural justice. While much of the research has focused on negative outcomes, this research attempted to verify the presence of both forms of justice in the context of positive outcomes. Subjects completed an instrument designed to measure their perceptions of distributive and procedural justice. The subjects also reported their satisfaction and sense of fairness with their salary increases, their belief that the procedures to award the increases had been followed, and their level of information and agreement regarding the salary program. These measures, along with size of salary increase and gender were examined to determine their impact on the subjects' perceived level of justice. The data support the existence of the two distinct forms of justice, but suggest that procedural justice may, in turn, branch out into two aspects. One category involves being informed, and a second appears to deal with acceptance of procedures. A series of relationships are then considered. Significant gender effects were non-existent.     

Precautionary Actions within Small and Medium-Sized Enterprises

Absenteeism results in considerable costs, both for individuals, firms, and governments. One of the ways in which firms can reduce absenteeism is by taking precautionary actions, that is, improving the physical or mental working conditions of their employees. This study examines the decision-making process of small and medium-sized enterprises on whether to take precautionary actions. The main hypothesis is that firms are more likely to take precautionary actions if they assume that absence rates are related to working conditions. Several hypotheses were derived, and information on more than 600 Dutch enterprises was used to test them. The results indicate that the probability of taking precautionary actions increases with the occurrence of physical complaints, the assumed proportion of employees whose tasks are physically demanding, and firm size. The main hypothesis was, however, rejected.