Efficiency in religious organizations

Churches must realize that the management of their human resources is critical. The U.S. Catholic Church in recent years has been this problem take on even more significance with the apparent shortage of priests. This article considers this problem in light of a relatively new methodology, data envelopment analysis, which compares organizations to comparable best-practice units. The authors conclude that the Church would benefit from a better distribution of priests, both within and across dioceses. They also conclude that the use of deacons and priestless parishes can be effective in some circumstances.     

Strategy-proofness on Euclidean spaces

 In this paper we characterize strategy-proof voting schemes on Euclidean spaces. A voting scheme is strategy-proof whenever it is optimal for every agent to report his best alternative. Here the individual preferences underlying these best choices are separable and quadratic. It turns out that a voting scheme is strategy-proof if and only if (α) its range is a closed Cartesian subset of Euclidean space, (β) the outcomes are at a minimal distance to the outcome under a specific coordinatewise veto voting scheme, and (γ) it satisfies some monotonicity properties. Neither continuity nor decomposability is implied by strategy-proofness, but these are satisfied if we additionally impose Pareto-optimality or unanimity. Received: 18 October 1993/Accepted: 2 February 1996     

Assessing the influence of regional Environmental Protection Agency offices on state hazardous waste enforcement decisions

In assessing the influence of regional Environmental Protection Agency EPA offices on the state management of hazardous waste programs, we focused on the extent to which federal administrative decisions affect levels of enforcement activity by state environmental agencies and whether these effects vary over time. Our results indicated that state enforcement actions were affected by state program capacity variables such as primacy and the strength of existing hazardous waste policies as well as one federal-level factor—the distribution of grant monies. The impact of federal oversight decisions was minimal.     

Additive and Multiplicative Models and Multistage Carcinogenesis Theory

In light of the Armitage-Doll multistage carcinogenesis theory, this paper examines the assumption that an additive relative risk relationship is indicative of two carcinogens that affect the same stage in the cancer process. We present formulas to compute excess cancer risks for a variety of patterns for limited exposure durations to two carcinogens that affect the first and penultimate stages; and using an index of synergy proposed by Thomas (1982), we find a number of these patterns to produce additive, or nearly additive, relative risk relationships. The consistent feature of these patterns is that the two exposure periods are of short duration and occur close together.     

Outsourcing and union power

The outsourcing of union work and jobs either diffuses or diminishes union membership, depending on perspective and situation. The correlation of trends in union membership to trends in union power, while less than perfect, has until recently been relatively strong over the past sixteen years. The fact that as diverse a sample of unions as AFSCME, SEIU, and UAW have chosen to make outsourcing a prominent labor/public relations issue suggests that the correlation continues to be perceived by the union movement to be significant, notwithstanding the efforts of the “new” leadership of the AFL-CIO to break that link with respect to union political power by “taxing” member unions and their members to contribute both money and militancy to the 1996 election cycle. Although outsourcing may lead only to the diffusion of union membership either within or between unions, as opposed to the diminution of union membership, this fact has not received a great deal of attention. The net effect on total union membership of outsourcing from one union employer to another union employer is unclear, although the effect on the membership of the union at the outsourcing employer is not. The redistribution of membership within a union as a result of outsourcing is likely to have little immediate impact on union power. However, as even the best case scenario presented above suggests, it may have significant long-run deleterious effects on union bargaining power by taking labor out of a sheltered market and putting it into potentially competitive market. This is particularly likely to be the case when outsourcing (1) places the outsourced work into a different industry or wage contour and (2) creates the possibility of moving from sole-source to multiplesource supplier arrangements. The redistribution of membership between unions as a result of outsourcing is unlikely to have a major impact on union power broadly defined. It can have, however, serious deleterious effects in terms of the power of an individual union, as suggested in my “competitive case” scenario. The fact that one union’s losses due to outsourcing may be another union’s gain is of little consolation to the losing union. That act, in and of itself, may make the threat of outsourcing a potential union “Achilles heel” at the bargaining table by placing it into competition with some other, perhaps unknown, union as well as possibly nonunion competition. The most obvious threat to union power comes from outsourcing that diminishes union membership overall by transferring jobs from union to nonunion employers. The willingness and ability of employers to move work/jobs entirely out of the orbit of union control constitutes, in terms of power and particularly union bargaining power, a revisitation of the phenomenon of the “runaway shop.” It may also be viewed as a proactive form of hiring permanent replacements for (potentially) striking workers. The union options in dealing with such a challenge are to endeavor to preclude outsourcing through legislation or collective bargaining or to chase the work by organizing the unorganized, hopefully with the help of the unionized outsourcing employer. Neither option may be easy, but as the 1996 auto industry negotiations suggest, the former may be less difficult than the latter. The possibility that outsourcing from union to nonunion employer may provide unions with the power to organize from the top (outsourcer) down (outsourcee) cannot be entirely ignored as the issue of supplier “neutrality” reportedly was raised in the 1996 auto negotiations. The adverse effects of outsourcing on union political and financial power, by virtue of its impact on the level or distribution of union membership, can and may well be offset by an increase in union activism—as measured by dues levels, merger activity, organizing commitment, and political action. The adverse effects of outsourcing on union bargaining power are more problematical from the union standpoint. The effect of outsourcing, whatever its rationale or scenario, appears to be to put union labor back into competition. Thus, outsourcing constitutes yet another challenge to the labor movement in its ongoing and seemingly increasingly unsuccessful battle to take and keep U.S. union labor out of competition by proving itself able and willing to organize to the extent of the market and standardizing wages in that market.     

Information subsidies and agenda-building during the Israel–Lebanon crisis

This study examined the impact of information subsidies on media coverage during a crisis. Using the July 2006 Israel–Lebanon conflict as a backdrop, this research reviewed access that U.S. military public affairs officers provided the media and analyzed subsequent coverage for the presence of the military's message. Coverage was more neutral to positive than negative. Items containing organizational messages were more positive; those quoting practitioner-facilitated sources introduced organizational messages into coverage and generated more positive coverage. Access to information subsidies had a positive impact on coverage and aided in the successful transfer of attribute salience from practitioners to the media.     

BASIC FAMILY THERAPY SKILLS,II: STRUCTURAL FAMILY THERAPY1

The Basic Family Therapy Skills Project has yielded empirically derived skills important for beginning family therapists. This article reports the results of ratings from the 103-member panel of experts who practice and teach Structural Family Therapy. A total of 100 competencies of Structural Family Therapy were rated in terms of importance on a 5-point Likert scale by the panel. Panelists were also given alternative responses such as “appropriate as a generic skill,”“inappropriate for beginning therapists,” and “don't understand what this means.” Rationale for the approach and results are discussed in terms of the importance of empirically based competencies for the practice of Structural Family Therapy.