Testing How Management Matters in an Era of Government by Performance Management

Public administration finds itself in an era of government byperformance management, which is reflected in the widespreadassumption that management is a key determinant of performance,and that it is reasonable to expect managers to measurably improveorganizational effectiveness. This article joins a growing literaturein seeking to conceptualize and empirically test how externalenvironmental influences and internal management factors combineto create performance, relying on data from the 2002–2003National Administrative Studies Project (NASP-II) survey ofstate government health and human services officials. We categorizemanagerial efforts to facilitate organizational performanceas determined either through their interactions with the organizationalenvironment, or through employing workable levers to changeinternal organizational culture, structure, and technology.Among the external environmental variables we find that thesupport of elected officials and the influence of the publicand media have a positive impact on effectiveness. Among internalmanagement choices, the ability to create a developmental organizationalculture, establish a focus on results through goal clarity,and decentralize decision-making authority are all positivelyassociated with organizational effectiveness.     

民营企业发展中的企业家和企业家精神研究

本文回顾了国内外学者对企业家和企业家精神的研究, 讨论了转型时期民营企业家的生成和企业的行为特点, 并基于企业家理论对政府提出了相关的宏观政策建议。     

Measuring the non-profit sector cross-nationally: a comparative methodology

As a result in part of the way non-profit institutions are defined and treated in the United Nations System of National Accounts (SNA), little is known about the size, scope, financial base and role of this set of institutions at the international level, even though their importance is increasingly being recognised throughout the world. To remedy this significant lack of systematic information on non-profit institutions cross-nationally, the Johns Hopkins Comparative Nonprofit Sector Project has undertaken a major analysis of the economic role of this sector in twelve countries throughout the world, utilising a more meaningful definition of the sector and an approach that is otherwise consistent with the overall thrust of the SNA system. This paper outlines the basis of the more inclusive definition of the non-profit sector embodied in this project, the classification system formulated to structure data-gathering on this more broadly-defined sector and the data assembly strategy developed to build up key estimates of the scale, structure and revenue sources of the non-profit sector in the project countries. The article concludes with a recommendation to incorporate a similar approach to the assembly of data on the non-profit sector into the ongoing SNA system on a regular basis.Professor Lester Salamon is Director of the Institute for Policy Studies and Director of the Comparative Nonprofit Sector Project at the Johns Hopkins University, Baltimore, Maryland, 21218.Helmut Anheier is Research Scientist at the Institute for Policy Studies at the Johns Hopkins University and Assistant Professor of Sociology at Rutgers University, New Brunswick, New Jersey, 08903. He is co-editor ofVoluntas.     

Gender and returns to promotion: The role of social and power relations

This study extends a theoretical framework of structural resources and vulnerabilities to an examination of individual promotion outcomes. Promotions of 454 individuals to administrative and professional staff positions in one higher education organization are analyzed. The findings confirm that both individual and structural resources are important for explaining the administrative level achieved by promotion in this setting. Although the returns to resouces do not vary by gender, women receive significantly less return to their promotions than men do to theirs. These findings underscore the importance of examining not only individual and structural resources but also the role of gender in the social and power relations that influence the promotion of women and men in organizations.     

Goal Ambiguity and Organizational Performance in U.S. Federal Agencies

In spite of numerous observations that government organizationshave high levels of organizational goal ambiguity that exertmajor influences on their other characteristics, few researchershave measured goal ambiguity and tested these frequent assertions.In previous research, we developed measures of four dimensionsof goal ambiguity: mission comprehension ambiguity, directivegoal ambiguity, evaluative goal ambiguity, and priority goalambiguity. Confirming hypotheses developed from the literatureon public organizations, the latter three variables showed relationsto such organizational characteristics as organizational age,financial publicness (proportion of funding from governmentallocations), and regulatory status. This article reports asecond analytical step of examining the relations between thegoal ambiguity dimensions and indicators of organizational performancebased on responses to the 2000 National Partnership for ReinventingGovernment Survey of federal employees. The performance variablesincluded managerial effectiveness, customer service orientation,productivity, and work quality. Regression analyses with numerouscontrol variables found that directive, evaluative, and prioritygoal ambiguity related negatively to managerial effectiveness.All four performance indicators showed significant negativerelationships with evaluative goal ambiguity and directive goalambiguity. The results provide further evidence of the viabilityof the new measures of goal ambiguity, support theory-basedbut previously untested hypotheses, and further indicate thefeasibility and value of analyzing goal ambiguity of governmentorganizations.     

A LOTTO SYSTEMS PROBLEM

A Lotto Systems bet allows the player to nominate n numbers from which (s)he believes the winning six numbers will be drawn, and to bet on all combinations of six of these n numbers. Assume that the winning six numbers come from the nominated n. How many combinations must be entered to guarantee that one combination will include at least five of the winning six numbers? The problem is generalized in this paper, and the method of simulated annealing is used to find solutions for various situations. The case where two supplementary numbers are drawn after the initial six winning numbers is also considered.     

Child‐Care Usage and Mother‐Infant “Quality Time”

Mothers' time‐use patterns were compared in families in which infants spent more than 30 hours per week in child care (In‐Care group; n= 143) versus 0 hours per week (At‐Home group; n= 183) from birth to 6 months of age. In‐Care group mothers spent about 12 fewer hours per week interacting with their infants, for about 32% less time; fathers of these infants were more involved in caregiving. The groups did not differ in the quality of mother‐infant interaction. In the In‐Care group, quantity of interaction was related to greater separation anxiety and concerns about effects of maternal employment. Time‐use data were not related to child outcomes at 15 months of age. Results suggest that the effect of extensive time spent apart on the quantity and quality of mother‐infant interaction may be smaller than anticipated.