Chronic Presenteeism: The Multiple Dimensions to Men's Absence from Part‐Time Work

While there is considerable debate in the popular press about the changing roles of men and women, labour force statistics suggest that there has been little change in the work patterns of men and women. Despite the increasing availability of part‐time work, men in professional and managerial roles are not considering part‐time as an option for them. Rather, there are increasing organizational pressures for men to be working long hours in the paid workforce. In this paper, men's absence from part‐time work is considered from a multidisciplinary perspective. Factors operating at the individual, social and organizational levels are identified and explored in terms of their impact on men's working patterns. A model is presented that characterizes men's absence from part‐time work as a result of the mutually reinforcing nature of these factors.     

Deux définitions de la collégialité et leur articulation: le cas d’un diocèse catholique

Against the background of the conflict observed between managers and professionals, two definitions of collegiality are identified: on the one hand, as a specific organizational form (bottom up) and, on the other, as a procedure of bureaucratic management (top down). A study of networks of priests in a catholic diocese in France is used to explore how these two definitions are related. Questions are raised about the effects of a too narrow organizational rationalization that uses collegiality only as a top down, bureaucratic managerial procedure. This always entails the risk of making the work done by experts sterile because it overlooks the first type of collegiality, which is based on the nature of the nonroutine tasks that members perform jointly thanks to an endogenous organizational structure of a bottom up type.     

Ethical dimensions of nonprofit administration

This article explains why ethics is a necessary and powerful aspect of organizational life and why the managerial ethics of executive responsibility is arguably the most important part of management. While ethical considerations in management are largely the same regardless of organizational type, there are some unique characteristics of nonprofit organizations that create a special ethical context for the nonprofit administrative role. This uniqueness, the immensity and organizational complexity of the American nonprofit sector, and the importance of ethical considerations in an increasingly amoral society, are grounds for giving more attention to this topic.     

Gender Differences in Managerial Intention

This study focuses on existing gender differences within management and within vertical career mobility. Some theoretical explanations of these differences are discussed, with behaviour and motivation theories as the base for the present study. The influence of different variables, such as outcome expectancies, perceived self-efficacy, subjective norm, work-role salience and perceived motivating job characteristics are examined. Data were gathered in two separate organizations. It was hypothesized that the motivation for a managerial job is less for females than males, which can be explained by the variables under study. In both studies perceived self-efficacy was the most important predictor of intention to assume a managerial job. Multiple regression analysis revealed significant relationships among the different variables of the theoretical model and the strengths of these relationships. In one of the two organizations, men showed a greater disposition to a managerial job, and their perceived self-efficacy was higher. It is concluded then that managerial intention can be influenced by the organizational context.     

Two definitions of collegiality and their inter-relation: The case of a Roman Catholic diocese

Against the backdrop of the conflict observed between managers and professionals, two definitions of collegiality emerge: on one hand, a specific organizational form (bottom up) and, on the other, a procedure of bureaucratic management (top down). A study of networks of priests in a Roman Catholic diocese in France is used to explore how those two definitions are related. Questions are raised as to the effects of a too narrow organizational rationalization that uses collegiality only as a top down, bureaucratic, managerial procedure. This always entails the risk of making the work done by experts sterile because it overlooks the first type of collegiality, which is based on the nature of non-routine tasks that members perform together thanks to an endogenous organizational structure of a bottom up type.     

The Administrative Component in Complex Organizations*

This study examines the relationship between organizational size and the proportional size of the administrative component. The hypothesis is that organizational size is directly related to the difference between the relative sizes of the clerical and managerial components—the clerical ratio minus the managerial ratio. The data, drawn from general hospitals, show that the managerial component and organizational size are negatively related, and that organizational size and the relative size of the clerical component are not related.     

The Meta Co-production of Community Outcomes: Towards a Citizens’ Capabilities Approach

This article contributes to the growing amount of literature on co-production, focusing on co-production of public outcomes and taking the perspective of local government and public managers. A model for explaining the dynamics of outcomes’ creation at the community level is provided. The core argument of the article is that community outcomes result from a sum of peer production, co-production and inter-organizational collaboration processes promoted and activated at individual, organizational and network level across the public, third and private sectors. Institutional, managerial and organizational implications are discussed. The article argues that local government and public managers are asked to play new roles and to employ a new ethos grounded in a citizens capabilities’ approach.     

Organizational Change-Too Much,Too Soon?

ABSTRACT

Recent changes in government policies and practices, especially managed care, have led many nonprofit organizations to embrace collaboration as a competitive strategy. This article presents a case study of a large human service agency that has adopted a management service organization (MSO) model, a type of collaboration particularly suited to handling third-party contracts, at the urging of the founding CEO. A new governance model was also adopted. Using chronology as an analytical approach, the case examines key decisions made by professional and lay leaders during four distinct stages of organizational development. The actions taken by the board of directors to restore financial stability and protect the organization's reputation after learning from the CEO of the existence of a significant deficit demonstrate the need for strategic planning and better communication among all relevant parties involved in a collaboration.     

Bridging transformational leadership,transparent communication,and employee openness to change: The mediating role of trust

Based on a random sample of employees (n = 439) in the United States, this study examined the effect of transformational leadership and transparent organizational communication on cultivating employee organizational trust during an organizational change event. We also investigated the interplay between transformational leadership, transparent communication, and organizational trust, and their impact on employee openness to change. The findings suggested that transformational leadership and transparent communication were positively associated with employee organizational trust, which in turn, positively influenced employee openness to change. Theoretical and managerial contributions of the study were discussed.     

Internal communication: Definition,parameters, and the future

As an organizational function, internal communication is gaining in importance, meriting a special issue on the topic. This importance is evident in many recent efforts among practitioners in Europe and the US to seek recognition of this field as an independent domain. Scholarship on internal communication has not kept pace with these initiatives. This introduction to the special issue addresses several key issues related to this topic and presents findings from a Delphi study of the leaders of European associations on internal communication. Results of the study are fuzzy: respondents see internal communication as interdisciplinary management function integrating elements of human resources management, communication and marketing, but at the same time they see it primarily as a part of the organization's communication function that is simultaneously managerial and technical. However, they contend that internal communication is an independent research field.     

The Gendered Nature of Managerial Discourse: the Case of a Local Authority

This paper is a response to organizational analysis which highlights the significance of discursive processes in the formation of occupational gender identity. A recurrent weakness in many of these accounts is their focus on the simple dualisms which structure gendered discourse. This tendency is often associated with the abstraction of debate from specific organizational settings. I aim therefore to address the question of the gendered nature of managerial discourse with reference to a case study of a local authority under restructuring. I argue here that the gendered nature of managerial discourse has to be seen as particularly complex, given the way in which it incorporates both ‘feminine’ and ‘masculine’ identities within an overarching managerial ethos, which is itself related to wider hegemonic projects.     

Professional culture and organizational morality: an ethnographic account of a therapeutic organization

An ethnographic exploration of the social reality of a counselling and training institute points to the profound impact of the therapeutic paradigm on the 'patterned regularities', the general principles, rules and daily practices, in other words, the organizational morality. The limited house-rules or practices emerged mainly as 'enabling conditions' to let professional autonomy prevail and to maintain the game rather than to prescribe behaviour. Organizational rules, structures, mechanics served as a platform for negotiations among different groups of 'provinces of meaning'. These negotiations do not necessarily show any sense of organizational logic or administrative rationality. Perhaps the opposite is true. Loosely coupled interactions and consensual validation rather than goal-oriented thinking appeared to be the predominant organizational occupation. The irrational, at times even ironic dynamics operative in organizational morality are nevertheless meaningful. They function as 'mapping' and sense-making devices and can be seen as vehicles for reflecting and ordering underlying meanings.     

Mobile Organizing Using Information Technology (MOBIT)

Both at the corporate level and in the government sector, we are currently witnessing a transformation towards mobile organizing using information technology (MOBIT). The mobile technology wave is challenging the fundamentals on organizational thinking on four accounts: (1) organizational platforms that support productive and efficient collaboration and enable self-development, experimentation and innovative behaviour; (2) balancing the need for managerial control and action with privacy rights for the individual workers related to digital transactions and storage; (3) strategies for having workers and external users (i.e. customers, citizens) at home, in a satellite office, or at the headquarters/front office; and (4) knowledge creation, replication, adaptation, and utilization in organizations glued with IT.     

Berufliche Werte, Formen der Kooperation und Arbeitszufriedenheit

Presented are the concepts of organizational collaboration, values and work satisfaction. Operationalization of three dimensions of company collaboration, occupational values, organizational citizenship behavior (OCB) and work satisfaction is examined on the basis of an empirical study with employees. This study showed that there was a positive correlation between the value factors and the organizational citizenship behavior, with the values ?cooperativeness“ and ?environment“ correlating positively with the OCD factors ?initiative“ and ?helpfulness“ and with the work satisfaction. Whereas the values ?leadership“ and ?progress“ correlate only with ?initiative“. For the collaboration only the factor ?empathy“ is value-based.     

Leadership in education: Effective U.K. college principals

College leaders face increasing challenges to manage complex responsibilities. They must possess a wide variety of managerial and leadership skills to be successful in academic environments, which are beginning to resemble more traditional organizational frameworks. The study examined in this article explored the relationships among managerial style, organizational climate, and several measures of college‐student performance with a sample of British further education college principals (similar to U.S. community college presidents). While considering the influence of various background factors, such as the size of the college, student funding, and years of experience, several significant relationships emerged demonstrating a significant association between principals' managerial behaviors and measures of college and student performance.     

Human resource management,employee engagement,and nonprofit hospital performance

Human resource management (HRM) has been shown to impact organizational performance, but more research is needed on particular human resource (HR) practices in nonprofits and their effect on performance. In this article, we explore one HRM practice argued to influence performance, employee engagement in decision‐making, examining whether involving staff at different levels of a nonprofit affects nonprofit organizational performance. Drawing on data from a 2011 study of nonprofit hospitals, we find employee engagement has a positive influence on managerial and stakeholder perceptions of organizational performance. Employee engagement in decision‐making is also related to objective nonprofit performance measures, although the effects are less consistent. We conclude by discussing the implications of these findings for nonprofit research and practice.     

The role of mediatory myths in sustaining ideology: the case of Cuba after the ‘special period’

After the collapse of the Soviet bloc, management researchers devoted considerable energy to investigating ways to operate the transition to market economies. However, one country of the former Soviet bloc, Cuba, resisted transition and reaffirmed loyalty to the values of La Revolucion. Little is known about management in Cuba. This study seeks to approach one particular aspect of management in this country: the relationship between national ideology and management practice. To analyse the topic, qualitative data from Cuban managers and management professors were gathered over a 10‐year period. Results suggest that the dynamics of managerial ideology can be understood as the interplay of several processes operating at distinct levels: institutional, professional, organizational and individual. The interplay between conformance to the ideology and its use as a practical resource is a potential source of change and of conflict demands that are tackled with recourse to mediatory myths.     

Patterns of Growth in Welfare Bureaucracies*

This longitudinal study of the growth of forty-six state welfare departments takes as a point of departure a closed system model of organizational growth. The various components (central office size, managerial components, caseworker component, clerical component) are analyzed in terms of (1) the relationship between the initial size of a component and its growth rate; (2) a comparison of different rates of growth for different components; and (3) the influence of increased work load and environmental complexity on the growth of components. The findings indicate that, for the central office, managerial, and clerical components, the initial size and growth rate are negatively related. The casework component accounts for the greatest amount of total organizational growth and is directly affected by increased work load. Finally, the growth of the managerial component is directly influenced by both increased work load and environmental complexity (i.e., urbanization).     

Institutional Determinants of Collaboration: An Empirical Study of County Open-Space Protection

Collaboration is an increasingly important topic in the publicadministration and management literatures. A preponderance ofstudies focuses on how managers can build trust between thegovernment and collaborative partners by means of behavioralattributes and managerial skill. In this article, the authorsuggests that stable institutions and local government structurefacilitate collaboration by allowing public managers to morecredibly commit in a policy arena. Using county data on open-spacepolicy, the author finds empirical support for the propositionthat county form of government, along with rules governing debtaccumulation and administrative commitment, increases the breadthof county collaboration in open-space protection.