ORGANIZATIONAL BEHAVIOR MANAGEMENT

No abstract available for this article.     

ORGANIZATIONAL STRUCTURE OF DUAL-CONSTRAINT JOB SHOPS

This paper describes the results of a simulation study to examine the effects of different organizational structures on the performance of a dual-constraint job shop production system. A hypothetical shop in which machines and workers are constraining resources is the setting of the study. The shop consists of divisions comprised of work centers which, in turn, contain machines to which workers are assigned. There are fewer workers than machines. Variations in organizational structure are achieved by different allocations of a fixed number of work centers to the divisions. Each structure is studied for three levels of labor flexibility. Mean flow-time, flow-time variance, and worker transfers between divisions and work centers are used as performance measures.     

COMPUTER-BASED SUPPORT OF ORGANIZATIONAL DECISION MAKING*

The central issue of this research is the extent to which computer facilities can be used to support organizational decision-making processes beyond mere performance of information retrieval. This depends upon the extent to which computers can be made to emulate human perceptual and judgmental processes. We present a framework for understanding these cognitive processes and examine how it applies to organizational decisions. Moreover, the framework furnishes a basis for the design of a generalized, intelligent problem processor. This processor is general in the sense of its ability to support a decision maker's activities, regardless of the decision maker's application area (e.g., urban planning, water-quality planning, etc.). It is intelligent in the sense of its ability to comprehend English-like queries and subsequently formulate models, interface appropriate data with those models, and execute the models to produce some facts or expectations about the problem under consideration.     

OPTIMIZING ORGANIZATIONAL GOALS IN ASSIGNING FACULTY TEACHING SCHEDULES

The administration of higher education, as with other administrative environments, has become increasingly complex. This paper presents a mathematical model which addresses one of the administrative tasks concerning administrators in all institutions, the establishment of faculty teaching schedules. The assignment technique utilized by the model is linear programming with two special characteristics: goal programming and mixed-integer programming. The goal programming characteristic refers to the provision of explicit stack variables to take on values representing deviations from assignment criteria that may result in resolving conflicts which arise from interactive administrative priorities. The mixed-integer programming characteristic refers to a requirement of the model that certain variables take on only integer values if they appear in the final solution. The model is demonstrated using two different sets of preference orderings for goal achievement.     

TOWARD A PSYCHO-TECHNICAL SYSTEMS PARADIGM OF ORGANIZATIONAL MEASUREMENT*

This paper proposes the need to revise the traditional paradigm of measurement as it applies to organizations. It develops the notion that measurement in an organizational context must be viewed as a “psycho-technical system,” a technology that is intended to influence behavior, including management decisions. It examines the functions of measurement as a psycho-technical system and presents proposed criteria consistent with this revised view of organizational measurement.     

ORGANIZATIONAL ENVIRONMENT,DIFFERENTIATION AND PERCEIVED ENVIRONMENTAL UNCERTAINTY1

Four propositions are derived from an a priori model which relates environmental characteristics, organizational differentiation, and perceived environmental uncertainty. The four propositions are: (P₁) the greater the magnitude of each of several task environmental dimensions confronting an organization, the greater the degree of organizational differentiation, (P₂) the greater the degree of task environment change, the greater the degree of organizational differentiation, (P₃) the greater the size of the organization, the greater the organizational differentiation, and (P₄) the greater the organizational differentiation, the less the degree of perceived environmental uncertainty seen by top administrators. These propositions were tested on 23 Employment Service District Offices with objective environmental and organizational differentiation measures and with self report indices of perceived environmental uncertainty. Zero-order correlational and regression analyses supported propositions P₁, P₃, and P₄. Based on the empirical findings, a revised model of environment, differentiation and uncertainty was developed. Suggestions for future research and theorizing are offered.     

ORGANIZATIONAL CHOICE AND SOME CORRELATES OF INDIVIDUALS' EXPECTANCIES1

This study uses expectancy theory to predict the sorority choices of 121 undergraduate students. Results show that the complete, multiplicative expectancy model is only a slightly better predictor of choice behavior than other versions of the model. Several personal and situational correlates of individuals' expectancies of entering sororities also are examined. Results show significant relationships between expectancy and subjects' self-esteem, perception of value similarity with sorority members, and number of perceived friendships with sorority members.     

FILE MANAGEMENT IN MANAGEMENT INFORMATION SYSTEMS*

The file management requirements of a particular management information system, that used for intelligence operations, are examined and a data storage and retrieval system developed that can be either manual or computer based. Scoring models are used to quantify the value of information. Values are adjusted dynamically so that decisions can be made on which items to add and which existing items to delete. Results of experiments with a police intelligence system are presented.     

PERCEPTION AND PREFERENCE CONGRUENCY: A COLOR REPLICATION*

The work of Doehlert has involved an investigation of automobile-color preferences and their relationship to color perceptions. For the most part, Doehlert's work has pointed to congruency. Other work, dealing with formal congruency testing between unfolded preferences and perceptions, has proven somewhat disappointing. Since the nature of the stimulus set may play a role in a resulting congruency, this study will attempt to replicate and extend the work of Doehlert. Given replication, a framework for stimulus set uniqueness may be obtained. Either way, keynote implications for marketing decision making are to be developed.     

STRUCTURE,ENVIRONMENT, AND ORGANIZATIONAL GOVERNANCE IN MANUFACTURING*

The paper compares theories of organizational governance that explain delegation in decision making in terms of administrative rationality on the parts of top corporate officials with theories that emphasize lower-level actors mobilizing resources to gain control over organizational outcomes. These two alternative theories are developed and extended to apply to the relationship between manufacturing plants and parent companies. A general model is introduced to compare these theories which includes characteristics of parent companies and site environments, site resources, and delegation. The model is then tested on a sample of manufacturing plants.     

PREFERENCES FOR REDISTRIBUTION AND PERCEPTION OF FAIRNESS: AN EXPERIMENTAL STUDY

We conduct a laboratory experiment to study how demand for redistribution of income depends on self‐interest, insurance motives, and social concerns relating to inequality and efficiency. Our choice environments feature large groups of subjects and real‐world framing, and differ with respect to the source of inequality (earned or arbitrary), the cost of taxation to the decision maker, the dead‐weight loss of taxation, uncertainty about own pretax income, and whether the decision maker is affected by redistribution. We estimate utility weights for the different sources of demand for redistribution, with the potential to inform modeling in macroeconomics and political economy     

EXPLORING LINKAGES BETWEEN MANUFACTURING STRATEGY,BUSINESS STRATEGY,AND ORGANIZATIONAL STRATEGY

In recent years there has been an increased emphasis on the development of manufacturing and business strategies. In spite of that high level of emphasis, limited empirical research has been published on the linkage between manufacturing strategy, business strategy, and organizational performance. Our study examines that linkage. Our main contribution lies in (i) building constructs for some important elements of manufacturing strategy and business strategy and (ii) testing the impact of linkage between manufacturing strategy and business strategy on organizational performance. The study is based on 175 responses from senior executives in manufacturing organizations.     

SIMULATION OF THE ECONOMIC FACTORS AFFECTING ORGANIZATIONAL SLACK: A FACTORIAL DESIGN

This paper investigates, through simulation models, the factors that affect organizational slack in a monopoly company under varying conditions of budget information, managerial behavior, and economic growth. The impact of organizational slack on corporate economic variables was identified in the models. The analysis of individual factors and the interactions among factors was based on the output of the factorial design. The implications of the findings for decision-making are discussed.     

EFFECTS OF ENVIRONMENTAL MANAGEMENT SYSTEMS ON ENVIRONMENTAL MANAGEMENT PRACTICES AND OPERATIONS

To date, it is unclear as to how Environmental Management Systems (EMS) are implemented and what effects these systems have on other environmental and operational practices. This study reports empirical insights to EMS practices based on the largest EMS survey of manufacturing firms in the United States. The objective of the study is to test for a relationship between environmental management systems and perceived operations performance while considering direct and indirect effects of various environmental practices. The results of this study are supported by several field studies and provide a new source of information regarding EMS theory development. The results also indicate a positive relationship between an EMS, the environmental practices a firm engages, and operations performance measures.     

INFLUENCE OF POWER BASES IN ORGANIZATIONAL DECISION MAKING: A CONTINGENCY MODEL*

The relative influence of four power bases was investigated in four decision-making contexts using data from forty successfully implemented decisions. The analysis suggests that position power decreases in influence while resource power and political power increase in influence as decision contexts vary from less to more uncertainty. Expert power derives its influence when organizational uncertainty is low and when technical uncertainty is reduced, whereas political power thrives when organizational uncertainty is high and when technical uncertainty remains high. Indexing the influence of power bases provides greater understanding of decision processes than the sociological or social-psychological approaches of studying participation.     

ORGANIZATIONAL SEGMENTATION AND LABOR TRANSFER POLICIES IN LABOR AND MACHINE LIMITED PRODUCTION SYSTEMS

This paper describes a simulation study to examine the effects of different organizational structures on the performance of a dual-constraint job shop production system. A hypothetical shop in which machines and workers are constraining resources is the setting of the study. The shop consists of divisions comprised of work centers which contain machines to which workers are assigned. There are fewer workers than machines. Variations in organizational structure are achieved by segmenting a fixed number of work centers equally into varying numbers of divisions. Mean flow-time, flow-time variance, and worker transfers between divisions and work centers are used as performance measures. Changes in organizational segmentation are shown to affect the performance of the production system and the effects are dependent on the extent to which workers can be transferred between the divisions of the system.