Is Safe Production an Oxymoron?

This research examines how organizations simultaneously manage their operations and occupational health and safety. Although both safety and operations scholars conduct research in the same operational settings, they have reached different, yet untested, conclusions about the relationship between creating a safe workplace and creating a productive workplace. The results from a series of 10 case studies show that it is possible to create safe and productive workplaces, but that many facilities fail at this task because of problems associated with the culture management creates and the practices management adopts.     

Is high touch finally here?

Can anyone single-handedly create a caring environment without adding hours to his or her work week? As turnover continues to rise, it's worth considering. Techniques managers say have worked for them are suggested, including: Monitor workloads; celebrate successes; make niceness an expectation; mentor; offer training as often as possible; stamp out problems before they go public; consider offering flexible hours and extended leaves for all; and introduce yeast to keep people stimulated. Will these strategies--all of which may not work for you--fatten your bonus this year? Probably not, unless top management is monitoring retention and doing occasional exit interviews. However, one of the byproducts is that employees don't stop with each other. They begin to treat patients better, something neither bribery nor threats may produce.     

Is leadership born or made?

Is leadership born or made? By profiling three colleagues who made the transition from clinician to top-flight executive in a health care organization, the author provides case studies from which to discuss leadership issues. An evolutionary pattern has developed with respect to physicians changing careers: The first model was the medical director, followed by the vice president for medical affairs, and finally the move to managing the health care system, group practice, or managed care organization. Are physician executives fundamentally different from clinicians in terms of leadership characteristics? What are the essential qualities needed to lead health care organizations? These questions are explored in-depth.     

How Is Power Shared in Africa?

Is African politics characterized by concentrated power in the hands of a narrow group (ethnically determined) that then fluctuates from one extreme to another via frequent coups? Employing data on the ethnicity of cabinet ministers since independence, we show that African ruling coalitions are surprisingly large and that political power is allocated proportionally to population shares across ethnic groups. This holds true even restricting the analysis to the subsample of the most powerful ministerial posts. We argue that the likelihood of revolutions from outsiders and coup threats from insiders are major forces explaining allocations within these regimes. Alternative allocation mechanisms are explored. Counterfactual experiments that shed light on the role of Western policies in affecting African national coalitions and leadership group premia are performed.     

Is Small Always Beautiful? A Dialogue

For quite a few years the two authors have been engaging in dialogues about management issues. Using as a model Plato's dialogues between Socrates and his various students, we have tried to clarify the nature of a concept by asking questions and thinking carefully about the answers. We disagree about many things, but agree that we respect each other's opinions, and can clarify our own viewpoints by debating them respectfully with another. For this dialogue, we decided to focus on the question of the scale of business operations. One of us has a particular preference for small scale enterprise, and for the localisation of the economy, because he believes that the giganticism of corporations is behind many of the problems we face today. As you will see, the other protagonist disagrees, arguing instead that other issues than scale are at the root of why some businesses do bad things.     

Is the Precautionary Principle Really Incoherent?

The Precautionary Principle has been an increasingly important principle in international treaties since the 1980s. Through varying formulations, it states that when an activity can lead to a catastrophe for human health or the environment, measures should be taken to prevent it even if the cause‐and‐effect relationship is not fully established scientifically. The Precautionary Principle has been critically discussed from many sides. This article concentrates on a theoretical argument by Peterson (2006) according to which the Precautionary Principle is incoherent with other desiderata of rational decision making, and thus cannot be used as a decision rule that selects an action among several ones. I claim here that Peterson's argument fails to establish the incoherence of the Precautionary Principle, by attacking three of its premises. I argue (i) that Peterson's treatment of uncertainties lacks generality, (ii) that his Archimedian condition is problematic for incommensurability reasons, and (iii) that his explication of the Precautionary Principle is not adequate. This leads me to conjecture that the Precautionary Principle can be envisaged as a coherent decision rule, again.     

Technological Discontinuities: Is Co-operation an Option?

At times of discontinuous technological change co-operation represents a viable strategy for both incumbents and new-entrants, provided that the choice of co-operation is consistent with the firm’s business strategy (market-pull and generalist vs. technology-push and specialist) and with its degree of organizational and technological flexibility. A clear understanding of these two elements constitutes a necessary managerial pre-requisite for an effective co-operative strategy. Evidence from the UK fibre-optics industry suggests that managers can choose between two ideal types of co-operation. On the one hand, structured co-operation involves highly engineered partnerships at the inter-organizational level designed to gain control over, or access to, the commercialisation of the new technology for standard applications in the wider market; on the other hand, unstructured co-operation relies on informal relationships between individuals in separate organizations, with the intention of sustaining the development of innovative applications of the new technology for specialist market niches. Being a new-entrant or an incumbent does not necessarily explain the type of co-operation adopted - but there is evidence that market-pull, generalist strategies and lower levels of technological and organizational flexibility are associated with structured co-operation, whereas technology-push, specialist strategies and higher levels of flexibility combine with co-operative strategies of the unstructured type.     

Is there an interim in your future?

Find out why the trend toward hiring interim VPMAs and CMOs is growing and learn how three interims handled their posts.     

Is time consistency compatible with risk aversion?

Managerial decision models applied in operations research, finance, information management, and many other disciplines are typically both dynamic and stochastic. When decisions at different points in time are allowed, the question arises what conditions guarantee the absence of incentives to deviate from the ex ante optimal policy at later dates. We term such a policy time consistent. A well-known result states that additively separable objective functions ensure time consistency under risk neutrality. Unfortunately, this is no longer true when decision makers are risk averse. Then, (much) more restrictive assumptions are needed. The aim of this paper is to provide clear-cut conditions that ensure time consistency in an expected utility framework. Our main findings are twofold: on the one hand, constant absolute risk aversion can guarantee time consistency when final values are under consideration. On the other hand, time consistency and risk aversion are incompatible when intertemporal payments are aggregated by means of net present values.     

Is it our turn to be CEO yet?

Physician executives continue to have ambitions for the health care CEO role, despite the difficult economic times. And though few have yet been chosen for the position, the expectation is that this will change markedly in the next five to seven years. Today, physician executives have legitimate, relevant professional experiences that directly qualify them for CEO roles in health initiatives. And no executive is more qualified to deal with medical care management issues than the physician executive. Key elements of preparedness are: Executive thinking, bundling projects, and learning to manage managers. The opportunities will be open to those who are ready to take them on.     

American Risk Perceptions: Is Climate Change Dangerous?

Public risk perceptions can fundamentally compel or constrain political, economic, and social action to address particular risks. Public support or opposition to climate policies (e.g., treaties, regulations, taxes, subsidies) will be greatly influenced by public perceptions of the risks and dangers posed by global climate change. This article describes results from a national study (2003) that examined the risk perceptions and connotative meanings of global warming in the American mind and found that Americans perceived climate change as a moderate risk that will predominantly impact geographically and temporally distant people and places. This research also identified several distinct interpretive communities, including naysayers and alarmists, with widely divergent perceptions of climate change risks. Thus, "dangerous" climate change is a concept contested not only among scientists and policymakers, but among the American public as well.     

Is Probability the Only Coherent Approach to Uncertainty?

In this article, I discuss an argument that purports to prove that probability theory is the only sensible means of dealing with uncertainty. I show that this argument can succeed only if some rather controversial assumptions about the nature of uncertainty are accepted. I discuss these assumptions and provide reasons for rejecting them. I also present examples of what I take to be non-probabilistic uncertainty.     

Objective Performance Feedback: Is Numerical Accuracy Necessary?

Performance feedback is ubiquitous in Organizational Behavior Management (OBM); yet its essential components are still debated. It has been assumed that performance feedback must be accurate, but this assumption has not been well established. Two experiments were carried out to research feedback accuracy. Experiment 1 was a single-subject design where performance feedback accuracy was manipulated. Results from Experiment 1 suggested feedback may not need to be accurate to improve performance prompting a follow-up study. Experiment 2 was a repeated measures between-groups design with three types of objective feedback: accurate, high (triple) and low (1/3) inaccurate, and no feedback control. Both accurate and tripled feedback significantly improved performance over the control and low-inaccurate feedback groups. Performance feedback may have reduced time off-task across all three feedback conditions compared to the control. Data from performance feedback research need multi-faceted analysis to fully understand how and why performance feedback changes behavior.     

Is the Labour Market Adjustment in Poland Surprising?

Abstract. On the basis of the brief review of developments in employment and wages in Poland during the stabilization program in 1990, this paper tries to provide critical comments on the two often expressed opinions: that the fall in employment was surprisingly small compared to the fall in output, and that the tax-based incomes policy played a major role in forcing a huge drop in real earnings. It is argued that the actual proportions of the fall in output and employment were in line with specific features of the “overheated” shortage economy, which existed prior to the stabilization program. Since wages were not a “nominal anchor” for most of 1990, other reasons for the astonishing downward flexibility of real wages are analyzed. It is suggested that during the labour market adjustment, the rational strategy of employees was to accept a large, real wage cut in exchange for keeping their employment. Contrary to widespread opinion, it might also be argued that incomes policy, in a short and medium run, will play a much more important role in containing wage pressure than it has until now.     

Is health care a right or a privilege?

In this overview of the American health system, the author make arguments for declaring health care a right in the U.S. Constitution. Learn why he believes this is necessary.