Academy of Management Executive最新文献_第9页

The Power of Ethical Management 道德管理的力量

Academy of Management Executive Pub Date : 1988-02-01 DOI: 10.5465/AME.1988.4275617

Robert W. Rasberry

引用次数: 71

The Challenge of Internationalization: Japan's Kokusaika 国际化的挑战:日本的Kokusaika

Academy of Management Executive Pub Date : 1988-02-01 DOI: 10.5465/AME.1988.4275588

Tamotsu Yamaguchi

引用次数: 13

Manufacturing for Competitive Advantage- Becoming a World Class Manufacturer. 制造竞争优势-成为世界级制造商。

Academy of Management Executive Pub Date : 1988-02-01 DOI: 10.5465/AME.1988.4275612

K. R. Kumar

引用次数: 42

Effective Crisis Management 有效的危机管理

Academy of Management Executive Pub Date : 1987-11-01 DOI: 10.5465/AME.1987.4275639

I. Mitroff, P. Shrivastava, F. Udwadia

{"title":"Effective Crisis Management","authors":"I. Mitroff, P. Shrivastava, F. Udwadia","doi":"10.5465/AME.1987.4275639","DOIUrl":"https://doi.org/10.5465/AME.1987.4275639","url":null,"abstract":"M anagers, consultants, and researchers have traditionally focused on problems of financial performance and growth, but have paid little heed to the effective management of corporate crises. The negative effects of organizational and industrial activities have been treated as minor \"externalities\" of production. It can be argued that until recently, it was unnecessary to focus on such crises. Today, however, such crises as pollution, industrial accidents, and product defects have assumed greater magnitude. The consequences for many corporations-like Johns-Manville and A. H. Robins-have been near or actual bankruptcy. Corporate crises are disasters precipitated by people, organizational structures, economics, and/or technology that cause extensive damage to human life and natural and social environments. They inevitably debilitate both the financial structure and the reputation of a large organization. Consider the following examples: * In 1979, the Three Mile Island Nuclear Power Plant had an accident leading to the near meltdown of the plant's reactor core. The accident not only cost Metropolitan Edison-the company that owned the plantbillions of dollars; it altered the fate of the nuclear power industry in the United States.' The plant owners and operators paid $26 million in evacuation costs, financial losses, and medical surveillance; the estimated cost of repairs and the production of electricity via other means was $4 billion. * In 1982 an unknown person or persons contaminated dozens of Tylenol capsules with cyanide, causing the deaths of eight people and a loss of $100 million in recalled packages for Johnson & Johnson. In 1986 a second poisoning incident forced JJ compensation settlement is likely to be between $500 million and $1 billion. In addition, the company was forced to sell 20% of its most profitable assets to prevent a takeover attack mounted by GAF Corporation, which had acquired Carbide's undervalued stock after the accident.2 * In May and June 1985 deadly bacteria in Jalisco cheese caused the deaths of 84 people. The company that produced the product was forced into bankruptcy. The list of recent corporate disasters is virtually unending. It includes executive kidnappings; hijackings, both in the air and at sea; hostile takeovers; and such acts of terrorism as the bombing of factories and warehouses. Most recently, slivers of glass have been found in Gerber's baby food. Contac-an over-thecounter cold remedy-has also been the object of product tampering. Such incidents now happen on an ever-increasing basis. Further, the interval between major accidents is shrinking alarmingly.3 The number of product-injury lawsuits terminating in million-dollar awards has increased dramatically in the past decade: In 1974 fewer than 2,000 product injury lawsuits were filed in U.S. courts; by 1984, the number had jumped to 10,000. In 1975, juries had awarded fewer than 50 compensation awards of greater than $1 million each; in 1985, there wer","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"81 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116473374","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: 178

The Case for Directive Leadership 指令式领导的案例

Academy of Management Executive Pub Date : 1987-11-01 DOI: 10.5465/AME.1987.4275646

J. P. Muczyk, B. C. Reimann

引用次数: 94

Unions and the New Management 工会和新管理层

Academy of Management Executive Pub Date : 1987-11-01 DOI: 10.5465/AME.1987.4275643

E. Lawler, S. Mohrman

{"title":"Unions and the New Management","authors":"E. Lawler, S. Mohrman","doi":"10.5465/AME.1987.4275643","DOIUrl":"https://doi.org/10.5465/AME.1987.4275643","url":null,"abstract":"The union movement in the United States is in trouble. Indicators of its health show it is very ill. The only debatable point is whether the illness is terminal or simply represents another one of the down cycles from which the union movement has suffered during its lifetime. The severity of the illness is best illustrated by declining membership: Data from the Bureau of Labor Statistics show that union membership has fallen from 23%(, of the workforce in 1980 to 18.8%, in 1984, the lowest in recent history and the lowest of any other free industrial nation, with the possible exception of Spain. This decline represents a loss of 2.7 million union members. As recently as the 1950s, over 30, of the workforce belonged to unions. Data from decertification and certification elections point to a significant decline as unions lose an increasing number of elections. The reasons commonly cited for the decline in union membership are many and varied. Some reflect trends in the economy: globalization resulting in the decline of traditionally unionized industries such as automobiles, garments, food processing, and steel; a sharp growth in the service sector, which is harder to organize; the emergence of nonunion competition in newly deregulated industries such as airlines and trucking; and a decrease in demand and/or overproduction in industries, e.g., meat packing. Other threats to unions include automation, the changing legal situation with respect to union organizing and employee rights and, finally, the changing expectations of the new workforce. Unions are not the only institutions threatened. The changing environment has made its impact on the viability of many businesses themselves and on the way in which they are managed. In fact, management's actions in adjusting to an altered environment have constituted further threats to the health of unions. Believing unions to be an encumbrance to competing effectively in a rapidly changing global economy, some managements resort to antiunion tactics with increased intensity, sophistication, and success. More important, from our perspective, management is trying to create a new way of managing, one more suitable to a rapidly changing economy, increasingly advanced technologies, and a better educated, more sophisticated workforce. This new approach to managing includes greater responsiveness to employee needs for involvement, responsibility, and meaningful work. As part of the new way of managing, these organizations accept responsibility for creating a positive and motivating work environment for their employees. In doing so, they discover that the result is a stronger, more competitive enterprise. The increased adoption of involvement-oriented management approaches raises the question of what role there is for unions. The role unions once filled is not viable in the new management environment: they must change or continue to decline. Should we worry about their decline and possible extinction? We take the posi","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125034483","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: 42

Breaking the Glass Ceiling 打破玻璃天花板

Academy of Management Executive Pub Date : 1987-11-01 DOI: 10.5465/AME.1987.4275669

Ellen A. Fagenson

引用次数: 1

Do Insiders Make Better CEOs than Outsiders 内部人比外部人更适合当ceo

Academy of Management Executive Pub Date : 1987-11-01 DOI: 10.5465/AME.1987.4275652

Kae H. Chung, R. C. Rogers, M. Lubatkin, James Owers

{"title":"Do Insiders Make Better CEOs than Outsiders","authors":"Kae H. Chung, R. C. Rogers, M. Lubatkin, James Owers","doi":"10.5465/AME.1987.4275652","DOIUrl":"https://doi.org/10.5465/AME.1987.4275652","url":null,"abstract":"Each year, 10%-15% of major U.S. corporations change their chief executive officers. The majority of these corporations (80% -85%) select their new CEOs from outside their organizations. Why do they prefer outsiders? Do insiders make better CEOs than do outsiders? Some of the nation's most respected companies-including GE, GM, IBM, and CocaCola-seem to think so. In his book Theory Z, William Ouchi asserts that promoting executives from inside is a characteristic of well managed companies in both Japan and the United States; the policy provides employees with opportunities to advance within the company and thus creates a sense of loyalty and stability.' Thomas J. Peters and Robert H. Waterman, in In Search of Excellence, echo this sentiment.2 According to them, successful American companies motivate their employees by providing job security and creating a \"feeling of family.\" These organizations rarely hire managers from the outside. The most convincing argument for hiring insiders has been advanced by John Kotter.3 He asserts that successful managers acquire expertise through long tenure with one company (or companies in one industry). According to Kotter, insiders have advantage over outsiders for two reasons. First, insiders are more knowledgeable than outsiders about a firm's specific products, competitors, markets, customers, and employees. This knowledge helps managers understand a large, complex, and diverse sets of activities and make appropriate decisions. Second, insiders have established social networks-including superiors, subordinates, peers, and others-through which they gain the information and support needed to perform their job. Outsiders must devote a considerable amount of time to establishing such networks. While most companies replace their CEOs with insiders, a small number of companies hire insiders. Why? Researchers agree that troubled companies often need to hire outside CEOs because they are more likely than insiders to be able to alter existing strategies and values that caused the current problems.4 Outsiders are likely to take decisive action to turn around a bad situation, while insiders are likely to be slow in recognizing the urgency of current problems and may pursue the old strategies that are no longer effective. Chrysler and International Harvester recently replaced their CEOs with outsiders in the hope that the new CEO would turn aound their ailing operations. Given the above observations, experts generally suggest that troubled firms hire outsiders to turn around their operations and successful firms select insiders to sustain their superb performance. Although this view has been widely held in management literature, it has not been empirically tested. The purpose of this study is twofold: (1) to investigate the differential effects of outsiders and outsiders on corporate performance (as measured by profitability and stock price), and (2) to discern actual CEO hiring practices.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133997152","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: 74

Managing the Corporate Dream: Restructuring for Long-Term Success 管理企业梦想:重组获得长期成功

Academy of Management Executive Pub Date : 1987-08-01 DOI: 10.5465/AME.1987.4275765

S. Srivastva, F. Barrett

引用次数: 60

Professionalizing the Organization: Reducing Bureaucracy to Enhance Effectiveness 组织职业化:减少官僚主义以提高效率

Academy of Management Executive Pub Date : 1987-08-01 DOI: 10.5465/AME.1987.4275769

J. Raelin

引用次数: 45