Academy of Management Executive最新文献_第10页

Behind the Mask: The Politics of Employee Appraisal 面具背后:员工评估的政治

Academy of Management Executive Pub Date : 1987-08-01 DOI: 10.5465/AME.1987.4275731

Clinton O. Longenecker, H. P. Sims, Dennis A. Gioia

引用次数: 601

Linking Competitive Strategies with Human Resource Management Practices 将竞争策略与人力资源管理实践相结合

Academy of Management Executive Pub Date : 1987-08-01 DOI: 10.5465/AME.1987.4275740

R. Schuler, S. Jackson

引用次数: 2161

Successful Executives: How Independent? 成功的管理者:有多独立?

Academy of Management Executive Pub Date : 1987-05-01 DOI: 10.5465/AME.1987.4275837

J. Quick, D. Nelson, J. Quick

{"title":"Successful Executives: How Independent?","authors":"J. Quick, D. Nelson, J. Quick","doi":"10.5465/AME.1987.4275837","DOIUrl":"https://doi.org/10.5465/AME.1987.4275837","url":null,"abstract":"A folklore values the notion of independence. Our heroes—like Franklin Delano Roosevelt, Dwight David Eisenhower, and Lee lacocca—are individuals who appear larger than life. Yet while they appear individualistic and independent, such people actually depend on a host of others in their public and private lives. Consequently, they achieve success while not being torn apart by the accompanying demands and stresses. Their attachments to many people through their public and private support networks enable them to sustain success and manage heavy demands and stresses with a minimum of distress. They recognize their own limitations and form relationships that enable them to transcend those limits. Those who are not able to extend themselves in this way may suffer from problems rooted in separation anxiety that inhibit them from forming healthy attachments to other people. In light of these observations, executives pursuing success should ask themselves two questions: (1) Is forming healthy attachments with other people an integral part of my behavior? and (2) Is separation anxiety a personal problem that poses a health risk to me? Exhibit 1 contains a set of ten questions. Take a couple of minutes to answer each question. We will come back to your answers at the end of the article and see what they suggest about you.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114910951","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 37

Team Building: Issues and Alternatives (Second Edition) 团队建设:问题与选择(第二版)

Academy of Management Executive Pub Date : 1987-05-01 DOI: 10.5465/AME.1987.4275852

D. Lake

引用次数: 3

Stream Analysis: a Powerful Way to Diagnose and Manage Organizational Change 流分析:诊断和管理组织变革的有力方法

Academy of Management Executive Pub Date : 1987-05-01 DOI: 10.5465/AME.1987.4275857

W. M. Bernstein

引用次数: 45

The Empowered Manager: Positive Political Skills at Work 授权型管理者:工作中的积极政治技巧

Academy of Management Executive Pub Date : 1987-05-01 DOI: 10.5465/AME.1987.4275839

Donald F. Van Eynde

引用次数: 222

Managing corporate culture through reward systems 通过奖励制度管理企业文化

Academy of Management Executive Pub Date : 1987-05-01 DOI: 10.5465/AME.1987.4275817

Jeffrey L. Kerr, J. Slocum

引用次数: 531

Peters and Waterman Revisited: The Unended Quest for Excellence 重温彼得斯和沃特曼:对卓越永无止境的追求

Academy of Management Executive Pub Date : 1987-05-01 DOI: 10.5465/AME.1987.4275812

M. Hitt, R. Ireland

{"title":"Peters and Waterman Revisited: The Unended Quest for Excellence","authors":"M. Hitt, R. Ireland","doi":"10.5465/AME.1987.4275812","DOIUrl":"https://doi.org/10.5465/AME.1987.4275812","url":null,"abstract":"Tom Peters and Robert Waterman's In Search of Excellence' has sold more than five million copies. Rather quickly it has become one of the most often quoted books in the popular management literature. Many business firms reportedly are attempting to conform to the eight principles of excellence the book identifies. Daniel Carroll proposes that it is the informal manner in which Peters and Waterman present what appears to be practical managerial advice that has appealed to business people.2 This style of presentation and relatively uncomplicated approach to \"practicality\" is carried a step further in the Peters and Nancy Austin sequel, A Passion for Excellence.3 Here the authors suggest that only four-not eight-attributes must be mastered for a firm to achieve excellence. Although this book has been criticized for failing to break much new ground, it has sold many copies. Peter Drucker proposes that it is the reduction of complex business problems to a small number of seemingly practical actions that is attractive to American managers.4 But despite the commercial success and general acceptance of In Search of Excellence, concerns about it have been expressed. Carroll, for example, criticized Peters and Waterman for their failure to specify precisely how the excellent companies were analyzed and how the eight attributes of excellence were identified. He also suggested that the authors' supporting evidence (an occasional reference to financial analysis, a series of anecdotes about companies, and quotes from executives) was incomplete and even wondered if the companies were actually visited and how the judgments and findings were synthesized and corraborated. Carroll concluded his review of the book with the suggestion that the authors' dependence on secondary sources and potentially defective research design disallowed any contribution the work may have made to management theory. Bruce Johnson, Ashok Natarajan, and Alfred Rappaport expressed concern regarding the performance indices Peters and Waterman used.5 They argue that the six items used (compound asset growth, compound equity growth, ratio of market value to book value, average return on total capital, average return on equity, and average return on sales) measure only a firm's financial performance. Further, they propose that \"the dominant economic goal of a firm is the creation of shareholder wealth,\" and suggest that a firm's economic performance is the outcome Peters and Waterman should have examined. They contend that judging corporate excellence solely on financial (accounting-based) measures can be misleading and that return to shareholders is the true measure of a firm's \"excellence.\" Finally, an examination of the \"excellent\" firms' performance since publication of In Search of Excellence, reported in the November 5, 1984 issue of Business Week, revealed that many companies-such as Johnson & Johnson, Dana, and 3M-have encountered difficulties. One may question whether these companies ","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128919473","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 70

Executive Actions For Managing Human Resources Before And After Acquisition 收购前后人力资源管理的行政措施

Academy of Management Executive Pub Date : 1987-05-01 DOI: 10.5465/AME.1987.4275830

D. Schweiger, J. Ivancevich, F. R. Power

{"title":"Executive Actions For Managing Human Resources Before And After Acquisition","authors":"D. Schweiger, J. Ivancevich, F. R. Power","doi":"10.5465/AME.1987.4275830","DOIUrl":"https://doi.org/10.5465/AME.1987.4275830","url":null,"abstract":"Whenever a young child who is attached to her mother is separated from her, she shows distress-and should the child be placed in a new environment, the distress is likely to intensify. The way the child behaves in this situation will follow a distinct pattern: At first she protests vigorously and tries by all possible means to recover her mother. Later, she seems to despair of getting her mother back, but nevertheless remains preoccupied with her. Finally, the child seems to lose interest and becomes emotionally detached from the mother.'2 What is happening to thousands of employees in acquired firms is similar to the loss of attachment experienced by the child. Employees attach themselves to organizations, jobs, coworkers, work routines, the application of personal skills, and performance and career goals. Like the child, many employees involved in acquisitions experience a powerful sense of loss when strong attachments are destroyed or changed.3 Loss is a common life process. Some losses are more permanent than others; for example, the loss that one experiences when a son leaves for college is more temporary than that experienced when losing a job. Each loss, however, involves a period of immediate grief, a period of adjustment to the loss, and a period that heralds the beginning of the next cycle in life.4 Elisabeth Kiubler-Ross defines death or loss in terms of stages: denial, anger, bargaining, depression, and acceptance.\" Kilbler-Ross's five-stage model and the concept of loss of attachment served as the theoretical underpinnings for our examination of the psychological and behavioral responses of employees of acquired firms. The loss of an organization, a job, a coworker, or a work routine, like the loss of a mother figure, a friend, or relative, can be disruptive and painful. Executives and consultants responsible for structuring acquisitions have shown creative expertise in putting together the legal and financial aspects of deals.\" Unfortunately, they have not exhibited corresponding creativity and expertise in understanding and dealing with the psychological trauma that these forms of corporate growth create for employees; continued failure to do so will likely undermine the success of an acquisition venture. Can managers in acquired firms be better prepared to deal with the loss of attachment that many employees experience in anticipation and after a deal is consummated? We believe that once managers become aware of the power of loss of attachment, they will want to help employees avoid many of the negative consequences of that loss. In this article we will discuss the implications of the loss of attachment that is experienced by many employees in acquired firms. We studied individuals who remained with the acquired firm and those who lost their jobs. The research findings point to specific steps that managers can take to ease the loss of attachment and minimize the negative effects.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"779 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123281346","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 331

Corporate Mission Statements: The Bottom Line 企业使命宣言:底线

Academy of Management Executive Pub Date : 1987-05-01 DOI: 10.5465/AME.1987.4275821

J. Pearce, F. David

引用次数: 521