Managing Out

ABSTRACT

With the advent of welfare reform and managed care, the nature of managerial practice has increasingly shifted from a primary focus on internal operations to a more external, community focus which involves actively monitoring and managing the boundary between the external environment and internal organizational arrangements. This article explores the boundary spanning aspects of community practice, the related theories of inter-organizational relations, and the process of “managing out” by those in top management and middle management positions in human service organizations.     

Factors Attracting Individuals to Nonprofit Management over Public and Private Sector Management

Little research has sought to identify the distinct advantages that nonprofits offer employees, particularly managers. Drawing upon Weisbrod's theory of managerial sorting (1988), we test a series of hypotheses about the differences among nonprofit, public, and for‐profit organizations that may explain the preference of managers to work in one sector over the other. We use pooled cross‐sectional data from the General Social Survey to test managerial sorting. We find many similarities in the perceptions of managers in the nonprofit and public sectors as compared to the for‐profit sector. However, when we examine the sorting of managers into nonprofit versus public sector jobs, we find differences in work environment. Compared to those working in the public sector, managers in nonprofits report greater freedom in deciding how to carry out their job functions, more control over their work schedules, and greater opportunities for pay increases. We conclude with a discussion of the implications of these findings for the practice of nonprofit management.     

The Effects of Managerial Succession on Organizational Performance

Boyne and Dahya (2002) posit that the means, motives, and opportunitiesavailable to top managers will affect their ability to impactorganizational performance. In this analysis, I test the theoryposited by Boyne and Dahya and expand the model by exploringwhether the performance effects of executive succession differbetween an internal promotion and an external hire. Using Texasschool superintendents as the managers in question, I use pooled,time-series data to test both the immediate and the long-termeffects of managerial succession on performance. The findingsreveal that an immediate, negative effect of executive successionis present only in the case of an externally hired replacementand that the long-term effect of managerial change on organizationalperformance is positive. These findings suggest that publicmanagerial succession does influence organizational performance.     

Giving Meaning to Sport Involvement in Managerial Work

I use a discursive analytical approach to explore ways in which senior managerial men working in nonprofit organizations understand the contribution, if any, of their own sport history to their work skills, how this may vary by organizational contexts and how the subtexts of these discourses may strengthen the dominance of managerial men in a specific context. I used semi‐structured interviews to ask 67 senior managerial men about the role they perceive their sport history plays in their managerial skills. Two overlapping topics emerged from the data: team and leadership skills and perseverance and toughness. I explore the meaning these topics had for the managers and the possible gendered subtexts of these meanings. The findings are situated in the critical feminist management and sport literature.     

Transforming a nonprofit work environment for creativity

As many nonprofit organizations struggle to maximize the use of their resources while simultaneously handling more complex social problems, creativity becomes especially important. It is the necessary first step required for innovation, which provides agencies with the upper hand in many areas of organizational management. It has been suggested that certain work environments can contribute to increased levels of creativity. So it is important that the managers of nonprofit organizations have tools that allow them to develop a work context that enhances employee creativity. This article presents a study where one such tool—concept mapping—was used in the process of transforming a work environment. Qualitative and quantitative data showed that the transformation efforts contributed to major changes in the organization's culture, leadership's attitudes and behaviors, coworker relationships, and the physical work environment, which in turn contributed to positive organizational outcomes.     

Managing internal communication: How the choice of channels affects internal communication satisfaction

As the environment of internal communication is continually changing for a multitude of reasons, especially new technologies, organizations have to adapt fast in their attempts to reach their employees. When deciding on the type of channel to use, internal communication managers should be aware of their employees’ preferences. The purpose of this study is to identify how the choice of internal communication media affects internal communication satisfaction. In order to explore this relationship further, we conducted an analysis of the most commonly used internal communication channels in ten large corporations and linked the results to employees’ satisfaction and media choice. By expanding the knowledge on preferred communication channels, we are hoping to provide some insight for better management of internal communication.     

Analysing Competence: Gender and Identity at Work

Competence approaches are among the techniques that claim to measure the behaviour, skills, knowledge and understanding crucial to effective managerial performance. It is claimed that competence approaches empower and develop managers while enabling them to meet organizational objectives. Since the bases for the techniques are avowedly scientific, they are said to provide organizations with a gender neutral form of assessment. In this paper we construct a theoretical framework in terms of which these claims can be analysed and assessed. Using this framework, we examine the competence approach as it has been implemented in six organizations in relation to the claim to objectivity.     

LOSS AVERSION AND MANAGERIAL DECISIONS: EVIDENCE FROM MAJOR LEAGUE BASEBALL

Previous research indicates that management changes are important events for organizations, partly because they lead to reversals of poor prior decisions. An unanswered question is why replacing the manager seems to be necessary for reversing poor decisions. One explanation is that managers have an irrational behavioral aversion to admitting mistakes (loss aversion). We test this hypothesis with a research design that mitigates many of the measurement problems associated with investment decisions in traditional corporate settings, and that allows us to distinguish agency cost from loss aversion as explanations. Using Major League Baseball data, we find that new managers, compared to continuing managers, are more likely to divest low‐performing players. Moreover, when the manager is new and the previous manager was responsible for acquiring a player who is underperforming, the likelihood of player divestiture is significantly higher relative to low performers acquired by earlier managers. Experience of the acquiring manager does not affect the likelihood that the manager retains a low performer, suggesting that it is loss aversion, and not career concerns, that motivates acquiring managers to retain low performers. The findings suggest that loss aversion plays a significant role in managerial decisions and managerial turnover. (JEL J6, L8, D8)     

The Role Structure of Chinese Managers

The study investigates the role structure of managers in China's Henan province. The results produce a two-facet classification consistent with Shapira and Dunbar's findings for North American managers, yet displaying a number of unique features attributed to the Chinese business environment. The leader's role of the Chinese manager splits into task-related and relationship-oriented activities, and the monitor role is plotted across the informational and decision facets. An addition to this study, the political role is also found across the two facets, providing integration across the various managerial activities. An open system model of the Chinese managerial role is proposed.     

It's Not What You Do,But Who You Are: Informal Social Control,Social Status,and Normative Seriousness in Organizations

This paper analyzes the impact of managerial social status on the normative evaluation of managerial acts in organizational contexts. We test several propositions on the relationship between social status and normative evaluation derived from Donald Black's theoretical framework on social control. The research design consists of a factorial survey of 200 managers. Each respondent evaluated the seriousness of a normatively questionable managerial act. In each vignette, the perpetrator's social status was systematically manipulated in either a high or a low condition. The results generally support the argument that the higher a manager's social status the less vulnerable that individual is to unfavorable normative evaluations, holding constant the act. The paper closes with discussion of our findings in light of social structural and rational choice perspectives on informal social control in organizations. Additionally, we discuss methodological issues related to experimental research on informal social control in organizations, the consistency of our findings with those from previous studies of social control across diverse settings, potential theoretical applications and extensions of Black's framework in organizational contexts, and practical implications for the implementation of corporate codes of conduct and corporate dispute resolution systems.     

Organizational Restructuring and the Achievement of an Equal Opportunity Culture

The Opportunity 2000 Campaign has recognized that equal opportunity policy change has to be accompanied by a process of culture change in organizations. However, sustaining commitment to an equal opportunity culture may be a difficult task in times of rapid and varied organizational change. In particular, the volume and scope of ‘restructuring’ that follow mergers, acquisitions, divestment, the introduction of internal markets, and other changes in business strategy often lead to ‘downsizing’, ‘delayering’, and outsourcing of business functions. This can have very variable outcomes for the careers of women managers. For them the experience of organizational restructuring is akin to participation in a lottery in which they are occasionally winners, but usually losers. This is the main finding from in-depth case studies of three large organizations in the public sector, pharmaceuticals, and financial services, which have all experienced some form of ‘restructuring’ over the last five years. The main conclusion of this research is that unless restructuring involves an expansion of managerial positions it is likely to disadvantage women managers. The reasons for this are that it leads to job losses in functions where women are concentrated; highlights the disadvantages of poor line manager support; reinforces exclusion from the valuable informal organizational networks that provide access to career development opportunities; and renders formal equal opportunity policy monitoring ineffective. These findings have considerable implications for organizational and national policy initiatives to achieve an equal opportunity business culture.     

The use of antidepressant medications in substance abuse treatment: the public-private distinction, organizational compatibility, and the environment

Many studies of innovation adoption in health care organizations focus either on organizational characteristics or the institutional environment, but not both. Furthermore, these perspectives are rarely employed simultaneously in both public and private health care organizations. This research considers the public-private distinction, organizational compatibility, and interorganizational referral relationships in the use of selective serotonin reuptake inhibitors (SSRIs) by substance abuse treatment organizations. Using data from nationally representative samples of 363 publicly funded and 403 privately funded substance abuse treatment centers, a four-category typology of public and private organizations initially predicted variation in SSRI use. However some differences were no longer significant once organizational and environmental characteristics were added to the statistical model. These data support hypotheses about the associations between organizational characteristics and SSRI use as well as hypotheses regarding the external environment. Future research should continue to integrate both internal and external factors in theoretical explanations of innovation adoption.     

Missing in Action: Strategic Human Resource Management in German Nonprofits

Human resource (HR) management is important for human service nonprofits because they rely on the quality of their employees for the provision of their services. Using a typology of nonprofit HR architecture developed by Ridder and McCandless (Nonprofit Volunt Sect Q 29(1):124–141, 2010), we attempt to unpack the black box between performance and HR practices. To this end, we conducted semi-structured interviews with HR managers and young employees to investigate their perceptions of HR practices in their nonprofit organizations. Based on the findings, we extend the research on HR management in nonprofit organizations and caution that success or failure of implementing HR practices may be directly influenced by the external environment.     

Möglichkeiten einer abgestimmten internen Unternehmenskommunikation

A strategically aligned communication is increasingly a key success factor for companies. This paper analyses in a first step what an efficient internal communication in organizations can achieve, and then, in a second step, what role managers take within this communication process.A questionnaire filled-in by leaders of a company is used as a mean to provide information about the perception of those concerning the efficiency of internal communication in general, as well as, in particular, the efficiency of their own company’s internal communication. It is then questioned if it beneficial to have an aligned internal communication targeted only towards managers of the same company and if this would be useful to motivate employees for the company’s common goals.     

An organization-environment framework for assessing program implementation

Evaluations of health programs are typically conducted from a rational bureaucratic framework in which client change and client outcome are seen as logical outcomes of program activity. This paper proposes a theoretical framework for examining organizational consequences of program implementation. Factors in the internal environment (e.g., the hospital) and the external environment (e.g., the community) which contribute to the program's success or failure, are considered. Observational and structured interview data are used to compare two state funded perinatal projects, one an organizational "success" and the other a costly failure. Attributes of external environments which may be important to successful implementation include demand for services, provider competition, access to information, social beliefs, and professional commitment. Important features of the internal environment include host organization commitment and conflict, and structural attributes: complexity, formalization, centralization, and coordination. The paper concludes with theoretically-based questions which serve as guidelines for process evaluation.     

Mission,money, and merit: Strategic decision making by nonprofit managers

Public and nonprofit organizations need to make strategic choices about where to invest their resources. They also need to expose hidden managerial assumptions and lack of adequate knowledge that prevent the attainment of consensus in strategic decision making. The approach we developed and tested in the field used a dynamic, three‐dimensional model that tracks individual programs in an organization's portfolio on their contribution to mission, money, and merit. The first dimension measures whether the organization is doing the right things; the second, whether it is doing things right financially; and the third, whether it doing things right in terms of quality. Senior managers provide their own evaluations of the organization's programs. Both the consensus view and the variation in individual assessments contribute to an improved managerial understanding of the organization's current situation and to richer discussions in strategic decision making. In field tests, this visual model proved to be a useful and powerful tool for illuminating underlying assumptions and variations in knowledge among managers facing the complex, multidimensional tradeoffs needed in strategic decision making.     

The ambivalence of the work of the hotel managers: an approach to ergonomics

This article uses the contributions of ergonomics to understand the work performed by hotel managers. The concern to understand the job of managers is something new in the ergonomics and few studies address this issue, especially in what concerns the work of hotel managers and its aspects of performance and health, which is the focus of this article. Through a literature review on the subject, it is sought to understand the managers' work activity, the impacts on their health and their organizational performance, as managers take an ambivalent position in organizations, since they have to deal directly with the demands of upper and lower hierarchies in a context of high competition, organizational changes and user requirements. It is then inferred there is a risk of increased work density for managers, bringing negative consequences to their health and organizational performance. This phenomenon, still poorly covered by ergonomics, contributes to a certain invisibility of the manager's work in society as a whole, when the manager may suffer from health problems, which are also common in certain populations of workers who do not take the managerial function.     

‘Girls Who Do Boys Like They're Girls’? Exploring the Role of Gender in the Junior Management of Contemporary Service Work

This article attempts to explain the clustering of women managers at junior managerial grades in the service sector by focusing on the structuring and organization of work in a call centre. The article is based on an ethnography of an organization and seeks to contribute to the ongoing debate in gender research by exploring and documenting the requirement for the enactment of masculinities at work for successful managers. Central to our account is the role of team leader which, as a junior management position, occupies a key role in understanding and accounting for the gendered hierarchical terrain of contemporary service‐based organizations. In exploring the role of team leader, a position that tends overwhelmingly to be held by female staff, we draw attention to the perception of the gendered nature of the role by subordinate members of the organization, the team‐leaders themselves and more senior managers. The position is also brought into sharp relief in comparison with the subordinate role of the ‘problem manager’, a position overwhelmingly held by men.     

Does managers' motivation matter? Exploring the associations between motivation,transformational leadership,and innovation in a religious organization

Religious organizations are social systems operating in a complex and changing environment. By looking to an authority beyond themselves, religious organizations have comparatively little control over defining their own goals. In this juggling between sticking to the ultimate goal of an organization and adapting to complex changing environments, that is, in the juggling between tradition and renewal, transformational leadership seems to play an important role in religious organizations. The extensive body of literature on transformational leadership has focused more on the outcomes of transformational leadership than on its antecedents. We extend the existing literature by linking managers' motivation to their transformational leadership behaviors in a religious organization. More specifically, we examined the associations of intrinsic and prosocial motivation with transformational leadership, and we investigated the relationship between transformational leadership and innovation among 252 managers in the largest nonprofit organization in Norway, the Church of Norway. Analyses in structural equation modeling revealed a positive relationship between intrinsic motivation and transformational leadership, whereas the relationship between prosocial motivation and transformational leadership was not significant. Transformational leadership was positively associated with innovation. Based on the results of the study, we discuss practical implications regarding how to support intrinsic motivation, transformational leadership, and innovation in religious organizations.     

Three Social Dilemmas of Workforce Diversity in Organizations: A Social Identity Perspective

This paper explores the relationship among threesocial dilemmas faced by organizations wishing to attainand maintain workforce diversity: the dilemmas oforganizational participation, managerial participation, and individual participation. Functional andsocial category diversity offer benefits fororganizations (creativity, adaptation and innovation,and access to external networks), but there are costswhich deter organizations from pursuing thesebenefits. The costs associated with organizationalparticipation in diversity initiatives arise becausemanagers and their employees perceive organizationalconflicts and organize their interactions along socialidentity lines, so that temporal traps and collectivefences surround diversity. Resolving the subordinatedilemmas of managerial and individual participation provides the key to resolving the dilemma oforganizational participation. Social identity theory isused to understand the dilemmas and to develop possibleresolutions, which should make the benefits of diversity more immediately accessible toorganizations and society.