Rule enforcement in a public setting: The case of basketball officiating

This participant observation study examines some of the definitional and dramaturgical work performed by basketball officials attempting to enforce formal rules in the presence of audiences (e.g., spectators, coaches, players and fellow officials). Our analysis begins with the discovery that officiating requires participation in both a real world of physical events and objects, and a social world of subjective identifications. Second, we explore the contexts of legitimation by which decisions are justified. Third, we identify dramaturgical strategies used by officials to enhance legitimacy in the face of problematic decisions. Finally, we consider the assumptions officials make about the character of their work. The paper concludes with a discussion of indexical and interpretive features of organizational and bureaucratic use of formal rules, including the case of basketball officiating.An earlier draft of this paper was presented at the annual meeting of the Southern Sociological Society, Knoxville, Tennessee, March, 1980. We would like to thank Michael Hughes and James Michaels for abetting suggestions and comments. The authors share equal responsibility for the paper; the names have been listed alphabetically.     

Violence towards caregivers of persons with developmental disabilities

OBJECTIVE: Violent and disruptive acts committed by persons with developmental disabilities are a potential work environment problem for caregivers. This study developed and tested an instrument for describing and analyzing violence among persons with developmental disabilities. METHODS: Personnel from four units of one facility recorded daily on a simple form all violent and disruptive acts occurring in a limited range of situations. RESULTS: Acts of violence were associated with a small minority of individuals, but grossly underreported and unrecognized in formal reporting systems. None of the nearly 3000 incidents recorded during the six-week study required sick leave. Violent and disruptive acts occurred most often when an individual was requested to do something he or she did not want to do, when the individual was denied the opportunity to do something they did want to do and when waiting or under-stimulated. Personnel used the data in discussing countermeasures that could be integrated with the care and treatment of the individual. CONCLUSION: Hitting, kicking, pinching etc. of personnel are a work environment problem due to their high frequency and effects upon employee morale. The instrument and procedures can be used to reduce incidents of violence, which would improve the working environment of employees and assist persons with developmental disabilities as they move from institutional environments.     

Will 1990 mark the end of the will to work—or the right to manage?

The environment of the 1980s is not likely to be as comfortable as the 1970s. The combination of new technology, new economics and new social forces is likely to trigger a drastic drop in the number of jobs as well. At the same time, our education systems, the media and every other element affecting people's expectations seem to be combining to foster something that might be called the ‘more syndrome’—people demand more pay, more secure jobs, more amenities and more control over their working lives—but appear unwilling to commit themselves, to exhibit loyalty to an employer, or even to move in search of work. The challenge is international, the goal must be convergence between social policies, between the expectations and the realities, between the new technology and the new values. The end of the decade is likely to see the end of the work ethic and the beginning of the real post-industrial society.     

Mind the gap: The role of leadership in multiteam system collective cognition

The increasing prevalence of team-based organizations places a premium on leadership that will “mind the gap” and enable smooth synchronization of activities across multiple distinct teams. Prior work shows that leaders can be trained to directly facilitate between-team coordination processes. Yet, relatively little is known about the intervening psychological mechanisms that enable between-team coordination. Here, we advance multiteam-interaction mental models—cognitive structures containing knowledge of appropriate between-team activities—as one mechanism that facilitates coordination among multiple teams. We use leader and team cognition data gathered in DeChurch and Marks' (2006) MTS study to test these ideas. Results reveal leaders' multiteam-interaction mental model accuracy “transfers” to teams through strategic communication, and leader strategic communication enables between-team coordination by promoting accuracy in followers' mental models. This study highlights the importance of leadership for developing collective cognition that allows teams to “scale up” from small stand-alone teams to larger and more complex systems.     

Staff experience of a new approach to family safeguarding in Oxfordshire Children's Social Care Services

This paper presents the findings from a qualitative study that sought to understand the experiences of frontline staff working in Oxfordshire County Council (OCC) Children's Social Care Services and their views on a new family safeguarding model (Family Solutions Plus). Focus group interviews were conducted with 20 frontline staff and managers in different teams across OCC Children's Social Care Services using video conferencing software. Thematic analysis identified three overarching themes: Preparation for the implementation of Family Solutions Plus, staff views on the implemented model, and challenges to its implementation. Staff voiced strong support for the new model, which places a much greater emphasis than previous practice on supporting the whole family, developing parenting skills and keeping children safe with their families. The challenges associated with the transition to a new model were considerable in the short term, partly due to the COVID-19 pandemic, but there was optimism that the new model could be sustained and stabilized over time.     

A Transaction‐Efficiency Analysis of an Internet Retailing Supply Chain in the Music CD Industry*

The emergence of the Internet may have fundamentally altered the mechanisms underlying information exchanges between sellers and end consumers. However, little attention has been given to the impact these mechanisms have on the efficiency of supply chain operations. This paper begins to address this deficiency in the literature by evaluating supply chain transaction efficiency effects from Internet purchases by consumers. It develops and empirically tests a theoretical framework examining the role Internet purchases have in establishing transaction‐efficiency levels in product exchanges involving sellers, placed at different supply chain echelons, and consumers. The theoretical framework integrates the transaction‐cost and internet economics, inter‐organizational information systems, and supply chain management literatures. Empirical testing, via structural equation modeling, is based on archival data in the Internet music CD market. The results show that Internet‐mediated purchases by consumers allow for greater transaction efficiencies when inventory ownership is postponed farther upstream in the supply chain and supply chain echelons are disintermediated. The results also indicate that channel structure configuration, defined by the supply chains' Internet retailing echelon, moderates these transaction efficiency effects.