المؤلفون: Schwartz, Michael

المصدر: Administrative Science Quarterly; Dec64, Vol. 9 Issue 3, p264-277, 14p

مصطلحات موضوعية: TEAMS in the workplace, REINFORCEMENT (Psychology), BUREAUCRACY, EMPLOYEES, SOCIAL psychology, RECIPROCITY (Commerce), CORPORATE governance, INDUSTRIAL management, ORGANIZATIONAL effectiveness

People: GOULDNER, Alvin Ward, 1920-1980

مستخلص: The present research tests the concept of style of rule enforcement as a function of the reciprocities multiplier advanced by Alvin W. Gouldner. The analogy is drawn between the reciprocities multiplier and partial reinforcement. The lack of enforcement of bureaucratic rules is considered to be a reward factor for conforming behavior by subordinates and should act to elicit reciprocity from subordinates. Four experimental conditions were established in a laboratory experiment: constant rule enforcement, partial enforcement, no enforcement, and laissez-faire. Group effectiveness was found to be highest under constant and partial enforcement. This is interpreted as a greater propensity to reciprocate superiors actions under partial enforcement and, in general, seems to support Gouldner's hypothesis. [ABSTRACT FROM AUTHOR]

: Copyright of Administrative Science Quarterly is the property of Administrative Science Quarterly and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Bonjean, Charles M., Olson, David M.

المصدر: Administrative Science Quarterly; Dec64, Vol. 9 Issue 3, p278-300, 23p

مصطلحات موضوعية: COMMUNITY power, COMMUNITY organization, LEADERSHIP, DECISION making, BUREAUCRACY, ORGANIZATION, SOCIAL scientists, INTERPERSONAL relations, SOCIAL psychology, INTERORGANIZATIONAL relations

مستخلص: The study of community power-leadership decision making has been relatively intense only during the past decade. Investigations, usually conducted by political scientists or sociologists, vary in method and content and appear at first impression to lack continuity, comparability, and direction. This review of the literature seeks to note emerging trends with regard to method, identification of salient leadership structure characteristics, and relationships between leadership structures and other phenomena. Of heuristic value is a description and criticism of each of the main methods (positional, reputational, and decisional), a constructive typology summarizing those features of leadership structures which have attracted the most attention in previous research (and thus perhaps should be incorporated in future research), and a description of the types of phenomena of concern in comparative analyses. [ABSTRACT FROM AUTHOR]

: Copyright of Administrative Science Quarterly is the property of Administrative Science Quarterly and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Presthus, Robert V.

المصدر: Administrative Science Quarterly; Jun58, Vol. 3 Issue 1, p48, 25p

مصطلحات موضوعية: ORGANIZATIONAL behavior, CORPORATE culture, GROUP decision making, INTERPERSONAL relations, INDUSTRIAL relations, ORGANIZATIONAL change, ORGANIZATIONAL sociology, INDUSTRIAL psychology, SOCIAL psychology, BUREAUCRACY

مستخلص: Several theoretical formulations from sociology and psychology are used in an attempt to set down a general theory of organizational behavior. The typical bureaucratic model is defined as a "structured field," in the sense that authority, status, and role are clearly articulated and thus provide behavioral Cues that facilitate perception and learning. Harry Stack Sullivan's theory of interpersonal psychiatry is incorporated to explain the individual's reactions to this structured environment. His learned deference to authority is geared into the organization, mainly through the medium of anxiety reduction. Acceptance of organizational authority is highly reinforced because it reduces anxiety by ensuring approval from superiors. Since reactions to authority will differ in terms of the genetic composition, class, and idiocyncratic experience of a given individual, three ideal types of accommodation are posited: the upward-mobiles, the indifferents, and the ambivalents. [ABSTRACT FROM AUTHOR]

: Copyright of Administrative Science Quarterly is the property of Administrative Science Quarterly and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Millett, John D.

المصدر: Administrative Science Quarterly; Sep56, Vol. 1 Issue 2, p171-188, 18p

مصطلحات موضوعية: SOCIAL psychology, PUBLIC administration, GOVERNMENT agencies, BUREAUCRACY, MANAGEMENT, GOVERNMENT policy, ADMINISTRATIVE law, POLITICAL science education, BUSINESS students, MANAGEMENT science

مستخلص: During the 1940s students of administration called attention to the absence of an adequate foundation in empirical data, in social psychology, and in governmental theory for a "science of administration." The result has been some uncertainty about the present content of public administration as a branch of political science. Three primary hypotheses may be used by the political scientist in America as the basis for his study of public administration. The first is that public administration must be conducted in such a way as to promote rather than impair the essential elements of a free society. Secondly, under the American structure of governmental power, the legislative, executive, and judiciary branches exercise continuing oversight of administrative agencies in order to ensure a politically responsible bureaucracy. Thirdly, although public administration embraces governmental operations in a variety of activities, all fields of governmental endeavor contain a common core of similar concern which we may label "management." The author is president of Miami University, Oxford, Ohio. This paper was given as a lecture at the Graduate School of Business and Public Administration, Cornell University, on December 12, 1955. [ABSTRACT FROM AUTHOR]

: Copyright of Administrative Science Quarterly is the property of Administrative Science Quarterly and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Pfeffer, Jeffrey, Salancik, Gerald R., Leblebici, Huseyin

المصدر: Administrative Science Quarterly, 1976 Jun 01. 21(2), 227-245.

URL الوصول: https://www.jstor.org/stable/2392044

المؤلفون: Manfred F. R. Kets de Vries, Howell S. Baum

المصدر: Administrative Science Quarterly. 35:744

مصطلحات موضوعية: Unconscious mind, Public Administration, Sociology and Political Science, Arts and Humanities (miscellaneous), media_common.quotation_subject, Sociology, Bureaucracy, Social psychology, Epistemology, media_common

URL الوصول: https://explore.openaire.eu/search/publication?articleId=doi_________::e92881f8b2319263497700629387f3a4
https://doi.org/10.2307/2393524

المؤلفون: John Child, Howard E. Aldrich, Lex Donaldson

المصدر: Administrative Science Quarterly. 20:453

مصطلحات موضوعية: Government, Public Administration, Sociology and Political Science, Delegation, media_common.quotation_subject, Sample (statistics), Public administration, Arts and Humanities (miscellaneous), Aston Group, Service (economics), Specialization (logic), Organizational structure, Bureaucracy, Psychology, Social psychology, media_common

الوصف: Recently Child (1972) has argued that the results obtained from a number of studies of the dimensions of organizational structure indicate a general compensatory relationship between greater delegation of decision making and greater structuring through bureaucratic controls. This was manifested in the National study (of 82 manufacturing and service organizations in England and Scotland) by moderately high negative correlations between the variables comprising the two clusters of "structuring of activities" and "centralization." The "structuring of activities" cluster is composed of several variables the most important of which are "functional specialization," "overall role specialization," "overall standardizations" and "overall formalization" (Pugh et al. 1968). The second cluster will here be treated as consisting purely of "overall centralization" (Child 1972: 171). The results from the earlier Aston study of 52 organizations of diverse sorts (manufacturing, retail, government, utility) were broadly consistent in that the direction of the correlations were similar, but the magnitude of the negative correlation between the two clusters was lower (Child 1972: 170). In particular there were lower correlations between "overall centralization" and "standardization," and "formalization," and these were not improved when the manufacturing only organizations in the Aston sample were isolated. Since the Aston results were somewhat discrepant to those obtained both in the National and the Coventry studies (Hinings and Lee, 1971), this provided a puzzle which Child attempted to resolve by reference to the heterogeneity in organizational status in the Aston sample (Child 1972: 171).

URL الوصول: https://explore.openaire.eu/search/publication?articleId=doi_________::f01d4abc8f4e17ad4d7b3db94025fbe1
https://doi.org/10.2307/2392003

المؤلفون: Janet P. Near, Tamila C. Jensen, Marcia A. Parmerlee

المصدر: Administrative Science Quarterly. 27:17

مصطلحات موضوعية: Public Administration, Sociology and Political Science, business.industry, media_common.quotation_subject, Public relations, Arts and Humanities (miscellaneous), Perception, Or education, Bureaucracy, Whistle Blowers, Employment discrimination, Public support, business, Psychology, Social psychology, media_common

الوصف: 1 Since whistle-blowing may also occur in nonbureaucratic organizations, our study was not limited to bureaucratic organizations. The process of public whistle-blowing and the organizational responses to it are explored, with particular emphasis on retaliation. Individuals who had filed complaints of unfair employment discrimination completed questionnaires about the organizational retaliation that followed their whistle-blowing. Correlation and regression analyses revealed that organizations were more likely to retaliate both against whistle-blowers who were valued by the organization because of their age, experience, or education, and against whistle-blowers whose cases lacked public support, than against other whistle-blowers.*

URL الوصول: https://explore.openaire.eu/search/publication?articleId=doi_________::568c982d65d995bec2cd1f1203ab6ff4
https://doi.org/10.2307/2392544

المؤلفون: Charles N. Halaby

المصدر: Administrative Science Quarterly. 23:466

مصطلحات موضوعية: Public Administration, Sociology and Political Science, Statement (logic), media_common.quotation_subject, Mistake, Obedience, Management, Promotion (rank), Arts and Humanities (miscellaneous), Feeling, Bureaucracy, Seniority, Psychology, Social psychology, Central element, media_common

الوصف: It appears to be common practice among those who cite Weber's remarks concerning seniority and achievement to disregard the statement "promotion is dependent on the judgment of superiors" (Blau, 1956: 30; Marsh, 1961: 548; Blau and Scott, 1962: 33; Beattie and Spencer, 1971: 472). Our feeling is that this is a mistake, for the statement expresses not a residual observation but a central element of Weber's theory of bureaucratic motivation and obedience. As we shall suggest later, the crucial distinction is not so much between seniority and achievement, but between fixed criteria and the subjective judgments of superiors.

URL الوصول: https://explore.openaire.eu/search/publication?articleId=doi_________::d5e73ba83287224936a5f91ead4a2ce0
https://doi.org/10.2307/2392421

المؤلفون: Donald R. Van Houten, Joan Acker

المصدر: Administrative Science Quarterly. 19:152

مصطلحات موضوعية: Crozier, Reinterpretation, Public Administration, Sociology and Political Science, media_common.quotation_subject, Hawthorne effect, Socialization, Arts and Humanities (miscellaneous), Organizational behavior, Bureaucracy, Organizational theory, Social psychology, media_common, Sex characteristics

الوصف: Joan Acker and Donald R. Van Houten Organizational theory and research has neglected analyses of sex differences in organizational behavior. When sex differences have been noted, they have been explained in terms of differences in biology, socialization, attitudes, and role commitment. On the basis of a reexamination of the Hawthorne studies and Crozier's work on two French bureaucracies, this paper suggests that sex differences may also be due to more structural factors such as differential recruitment and sexlinked control mechanisms. On that basis, the paper suggests a reinterpretation of the findings from those studies. The sex structuring of organizations needs to be taken into account along with organizational factors to arrive at fuller explanations of organizational phenomena.

URL الوصول: https://explore.openaire.eu/search/publication?articleId=doi_________::5550a1071b1adb6e48a5cd765c1a7933
https://doi.org/10.2307/2393886