Academy of Management Executive最新文献

英文中文

Corporate Strategy and the Search for Ethics 企业战略与伦理探索

Academy of Management Executive

Pub Date : 1989-05-01 DOI: 10.5465/AME.1989.4274767

A. Carroll

引用次数: 0

Organizational Citizenship Behavior. 组织公民行为。

Academy of Management Executive

Pub Date : 1989-02-01 DOI: 10.5465/AME.1989.4277166

H. P. Sims

引用次数: 3

Leadership: The Art of Empowering Others 《领导:赋予他人权力的艺术

Academy of Management Executive

Pub Date : 1989-02-01 DOI: 10.5465/AME.1989.4277145

J. Conger

I n his handbook, The Prince, Machiavelli assures his readers some being aspiring leaders, no doubt that only by carefully amassing power and building a fearsome respect could one become a great leader. While the shadowy court life of 16th-century Italy demanded such treachery to ensure one's power, it seems hard to imagine Machiavelli's advice today as anything but a historical curiosity. Yet, interestingly, much of the management literature has focused on the strategies and tactics that managers can use to increase their own power and influence.' As such, a Machiavellian quality often pervades the literature, encouraging managers to ensure that their power base is strong and growing. At the same time a small but increasing number of management theorists have begun to explore the idea that organizational effectiveness also depends on the sharing of power that the distribution of power is more important than the hoarding of power.2 While the idea of making others feel more powerful contradicts the stereotype of the all-powerful executive, research suggests that the traditional ways of explaining a leader's influence may not be entirely correct. For example, recent leadership studies argue that the practice of empowering or instilling a sense of power is at the root of organizational effectiveness, especially during times of transition and transformation.3 In addition, studies of power and control within organizations indicate that the more productive forms of organizational power increase with superiors' sharing of power and responsibility with subordinates.4 And while there is an increasing awareness of this need for more empowering leadership, we have only recently started to see documentation about the actual practices that leaders employ to effectively build a sense of power among organizational members as well as the contexts most suited for empowerment practices.5 In this article, I will explore these practices further by drawing upon a recent study of senior executives who proved themselves highly effective leaders. They were selected by a panel of professors at the Harvard Business School and management consultants who were well acquainted with them and their companies. The study included eight chief executive officers and executive vice-presidents of Fortune 500 companies and successful entrepreneurial firms, representing industries as diverse as telecommunications, office automation, retail banking, beverages, packaged foods, and managementconsulting. In each case, these individuals were responsible for either the creation of highly successful companies or for performing what were described as remarkable turnarounds. During my study of these executives, I conducted extensive interviews, observed them on the job, read company and other documents, and talked with their colleagues and subordinates. While the study focused on the broader issue of leadership styles, intensive interviews with these executives and their subordinates revealed t

在他的手册《君主论》中，马基雅维利向他的读者保证，有些人是有抱负的领导者，毫无疑问，只有小心翼翼地积累权力，建立令人敬畏的尊重，才能成为伟大的领导者。虽然16世纪意大利阴暗的宫廷生活需要这样的背叛来确保自己的权力，但马基雅维利的建议在今天似乎很难想象会成为历史上的珍品。然而，有趣的是，很多管理学文献关注的是管理者可以用来增加自己权力和影响力的战略和战术。”因此，一种马基雅维利式的品质经常弥漫在文献中，鼓励管理者确保他们的权力基础强大且不断增长。与此同时，越来越多的管理理论家开始探讨组织的有效性也取决于权力的分享，即权力的分配比权力的囤积更重要虽然让别人觉得自己更强大的想法与人们对全能高管的刻板印象相矛盾，但研究表明，解释领导者影响力的传统方法可能并不完全正确。例如，最近的领导力研究认为，授权或灌输权力意识的做法是组织效率的根源，特别是在过渡和转型时期此外，对组织内部权力和控制的研究表明，随着上级与下属分享权力和责任，更富有成效的组织权力形式也会增加虽然越来越多的人意识到需要更多的授权领导，但我们直到最近才开始看到关于领导者在组织成员中有效地建立权力感的实际实践的文档，以及最适合授权实践的背景在本文中，我将通过引用最近对证明自己是高效领导者的高级管理人员的研究，进一步探讨这些实践。他们是由哈佛商学院(Harvard Business School)的教授和管理顾问组成的评委会选出的，这些人对他们和他们的公司都很熟悉。这项研究包括了财富500强公司和成功创业公司的8位首席执行官和执行副总裁，他们代表了电信、办公自动化、零售银行、饮料、包装食品和管理咨询等不同行业。在每个案例中，这些人要么负责创建非常成功的公司，要么负责执行被称为卓越的转变。在我对这些高管的研究中，我进行了广泛的访谈，观察他们的工作，阅读公司和其他文件，并与他们的同事和下属交谈。虽然这项研究关注的是更广泛的领导风格问题，但对这些高管及其下属的深入采访显示，他们中的许多人都被定性为授权型领导。他们的行为被认为是在艰难的组织转型过程中建立信心，恢复个人权力和自我效能感。从这项研究中，我确定了某些组织背景下的无力感和管理实践，以补救它们。在本文中，我还将通过一系列插图来说明其中的一些实践。虽然读者可能会认识到这些实践背后的一些基本思想(比如为主动性提供更多的机会)，但通常是领导者部署特定实践的创造性方式将其区分开来。读者会发现它们是如何被精心剪裁以适应当前的语境的。然而，我想补充一点，这些做法只是领导者可以采取的一系列行动中的一小部分，这些行动可以在他们的组织中发挥作用。

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引用次数: 292

In the Age of the Smart Machine: The Future of Work and Power. 智能机器时代:工作与电力的未来。

Academy of Management Executive

Pub Date : 1989-02-01 DOI: 10.5465/AME.1989.4277172

S. Floyd

引用次数: 587

Consider Both Relationships and Substance When Negotiating Strategically 战略性谈判时要考虑关系和实质

Academy of Management Executive

Pub Date : 1989-02-01 DOI: 10.5465/AME.1989.4277149

G. Savage, J. Blair, R. Sorenson

引用次数: 81

Blending Corporate Families: Management and Organization Development in a Postmerger Environment 融合企业家族:合并后环境下的管理与组织发展

Academy of Management Executive

Pub Date : 1988-11-01 DOI: 10.5465/AME.1988.4274773

R. Fulmer, Roderick W. Gilkey

引用次数: 57

Managers' Careers and Organizational Change 经理人的职业生涯与组织变革

Academy of Management Executive

Pub Date : 1988-11-01 DOI: 10.5465/AME.1988.4274777

K. Gaertner

It can be said that career patterns often reflect an organization's human resource solutions to critical business problems a reflection of business strategy and organizational culture as well as a resource for creating new strategy. Organizations grow and perpetuate themselves not only because of their products, but also because of their people. The large organization generally creates career patterns through which people move, become committed to the organization, and become capable of managing larger parts of the business. What happens when organizations go through a significant change? Are existing career patterns able to produce an appropriate new mix of executives, or do career patterns inhibit large-scale transformation? In this article we examine managerial career patterns and the way in which they can be structured to facilitate organizational adaptation and change. Specifically, we argue that managerial careers ought to have logical, linear, rational, planned characteristics as well as opportunistic, incremental characteristics. Consider the following experiences of two organizations one private and the other military. A large manufacturing firm recently began hiring middleand upper-level managers and specialists to help the company regain its competitive position in its markets. By itself this was not a particularly noteworthy event. However, this firm had never hired for any but entry-level positions in the past, had always developed and promoted its own top management from within, and had elaborate, stable career patterns and management training programs that were regarded as the industry standard. Why, then, did it begin hiring experienced managers from other firms? Historically, this company had been quite dominant in its markets. Driven by a stable manufacturing technology, its product lines were highly profitable, and product marketing was almost nonexistent. The company was reputed to be a safe, secure employer, almost never firing employees. Then a series of unforeseen changes shook this firm out of its complacency. Government regulations changed, opening the way for more competition. Foreign-based manufacturers began producing the same product at much lower cost, and competitors undertook technological developments that threatened the firm's preeminence. These changes caused top management to pursue a process of transformation in which marketing and new product development were to become the driving force. To implement these changes, middleand seniorlevel managers were hired from outside. These people were to run the complacent businesses more aggressively, with a sharp eye on costs. The effect, of course, was to displace managers who for years had been nurtured through the management development process. Marketing talent was also hired to help recapture market share. Older employees, long since plateaued, were invited to retire early, while those who did not retire were downgraded as a way to cut costs. The results? Market sha

可以说，职业模式往往反映了一个组织对关键业务问题的人力资源解决方案，反映了企业战略和组织文化，也是创造新战略的资源。组织的成长和延续不仅仅是因为他们的产品，还因为他们的员工。大型组织通常会创造职业模式，通过这种模式，人们可以移动，对组织做出承诺，并有能力管理更大的业务部分。当组织经历重大变革时会发生什么?现有的职业模式是否能够产生合适的新高管组合，或者职业模式是否会抑制大规模的转型?在这篇文章中，我们研究了管理职业模式，以及它们的结构方式，以促进组织的适应和变革。具体来说，我们认为管理职业应该具有逻辑的、线性的、理性的、计划的特征以及机会主义的、增量的特征。考虑以下两个组织的经验，一个是私人组织，另一个是军事组织。一家大型制造公司最近开始招聘中高层管理人员和专家，以帮助公司在市场上重新获得竞争地位。这本身并不是一个特别值得注意的事件。然而，这家公司过去从来没有招聘过入门级的职位，一直从内部培养和提升自己的高层管理人员，并拥有精心设计、稳定的职业模式和被视为行业标准的管理培训计划。那么，为什么它开始从其他公司招聘经验丰富的经理呢?从历史上看，这家公司在其市场上一直占据主导地位。在稳定的制造技术的驱动下，它的产品线利润很高，产品营销几乎不存在。这家公司被认为是一个安全可靠的雇主，几乎从不解雇员工。接着，一系列意想不到的变化使这家公司从自满中惊醒。政府法规改变了，为更多的竞争开辟了道路。国外制造商开始以低得多的成本生产同样的产品，竞争对手进行技术开发，威胁到该公司的优势地位。这些变化促使最高管理层进行转型，其中市场营销和新产品开发将成为驱动力。为了实施这些变革，公司从外部聘请了中高层管理人员。这些人要更积极地经营自满的企业，密切关注成本。当然，其结果是取代了多年来通过管理发展过程培养出来的管理人员。公司还聘请了营销人才来帮助重新夺回市场份额。长期处于稳定状态的老员工被邀请提前退休，而那些没有退休的员工则被降级，以削减成本。结果呢?市场份额持续下降，新产品开发滞后，由于外部招聘的新做法减少了职业机会，中下级管理人员的士气下降。该公司还发现，一个重要的营销存在不可能在一夜之间建立起来，尤其是在一个由制造业主导的文化中。结果，市场营销领域的高人才mba被聘用，但没有得到有效利用，导致这一群体的高流动率。最后，引进来经营企业的中高层管理人员并没有取得多少成功，因此这种策略的合法性值得怀疑。高层管理人员现在谈论的是从内部提拔，以及降低级别之间的流动性，以便下一代总经理在被要求管理业务之前了解业务。在第二次世界大战期间，盟军需要一位技能与普通将军不同的总司令。莫里斯·雅诺维茨(Morris Janowitz)在他的书《职业军人》(The Professional Soldier)中，将德怀特·艾森豪威尔(Dwight Eisenhower)的军事生涯作为典型军事晋升模式的反例进行了叙述。艾森豪威尔最好被归类为参谋专家。他的指挥经验相对较少，这是军队高管职业的标准。然而，他在20世纪20年代和30年代就有过在军方和战争政策委员会(由内阁部长和国会议员组成的长期规划组织)之间担任谈判代表和翻译的经历。在这份工作中，他向政治家解释军方的观点，反之亦然。他继续担任麦克阿瑟将军的参谋，他处理政治敏感任务的能力进一步为他的成功做出了贡献。

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引用次数: 10

Career Issues in International Assignments 国际派遣中的职业问题

Academy of Management Executive

Pub Date : 1988-08-01 DOI: 10.5465/AME.1988.4277265

Rosalie L. Tung

M uch research in international human resource management has focused on the selection and training of personnel for overseas assignments, such as the criteria for selecting candidates and training programs to prepare personnel for cross-cultural encounters. An often neglected area of research in international human resource management is what happens to the subsequent career path of the individual upon return. In other words, did the international assignment have a positive impact on the person's overall career development and subsequent advancement in the organization? In this article I will explore some of the career issues associated with repatriation. The findings presented here are based on in-depth interviews with the vice-president of foreign operations or the vice-president of human resources in 17 European, 18 Japanese, and 11 Australian multinationals. In many cases, people who have served on overseas assignments in their respective companies were also interviewed. These findings were compared with those from interviews with the director of human resource management in 20 U.S. multinationals and a questionnaire survey of 80 U.S. multinationals. (The multinationals from the various countries came from a variety of industries and services, including automobiles, banking and finance, steel and chemical manufacturing, general trading, and so on.) Career Issues in Repatriation

国际人力资源管理方面的研究主要集中在海外派遣人员的选择和培训上，如选择候选人的标准和为跨文化接触做好准备的人员的培训计划。在国际人力资源管理中，一个经常被忽视的研究领域是个人回国后的职业道路会发生什么。换句话说，国际派遣是否对个人的整体职业发展和随后在组织中的晋升产生了积极的影响?在这篇文章中，我将探讨一些与遣返相关的职业问题。本文的调查结果基于对17家欧洲、18家日本和11家澳大利亚跨国公司的海外业务副总裁或人力资源副总裁的深度访谈。在许多情况下，在各自公司担任过海外任务的人也参加了面试。这些发现与对20家美国跨国公司人力资源管理总监的访谈和对80家美国跨国公司的问卷调查结果进行了比较。(来自各国的跨国公司来自各行各业和服务业，包括汽车、银行和金融、钢铁和化工制造、一般贸易等。)遣返中的职业问题

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引用次数: 169

Cultural Consequences for Organization Change in a Southeast Asian State: Brunei 东南亚国家组织变革的文化后果:文莱

Academy of Management Executive

Pub Date : 1988-08-01 DOI: 10.5465/AME.1988.4277262

P. Blunt

In spite of the eureka-like cries of so many present-day writers on management and organization, the idea that organizationally speaking things get done differently in different cultures is not a new one. Ancient civilizations, like those of Greece and Rome, had more than a passing acquaintance with such differences; indeed, they appear to have spent much of their time trying to iron them out. The Pax Romana was as much about the imposition of standard forms of organization as it was about anything else the promise of peace and prosperity delivered via a uniform system of administration. Likewise in the modern world, the peripatetic organizational researcher will frequently come across the distinctive administrative footprints of more recent colonial powers. From the sands of the Sahara to the jungles of Borneo, clearly discernible amidst the crumbling ruins of older civilizations are the vestiges of British, Dutch, French, Portuguese, and Spanish colonial administrations. But with the passing of empires and the emergence of a large number of independent nation states, more subtle terms of trade have had to be developed. It has become necessary for multinational organizations and governments to take account of the wide variety of cultures and environments they encounter in their travels abroad. One of the most currently applauded attempts in recent times to identify cultural clusters of organizationally pertinent values has been that of Geert Hofstede, the Dutch researcher. In this well-known study, inferences about the value systems of 40 nations were drawn from a questionnaire survey of employees in a single multinational organization.1 (A subsequent study by Hofstede supplied data on an additional 10 countries.2) Differences in nations' values systems were explained most parsimoniously by four dimensions power, uncertainty avoidance, individualism, and masculinity/femininity. The results of these studies give a clue as to the kinds of things to expect in "close encounters" with organizations in the nations surveyed. But while such studies provide an admirable skeletal framework for researchers, managers might want more "flesh on the bones" to make the findings intelligible. Accordingly, the purpose of this paper is twofold: First, to propose further organizational examples of values that appear to be common to a subset of Southeast Asian nations by focusing on public organizations in the small, oil-rich nation state of Brunei. And second, to examine the potential impact of culture on the introduction of organizational change by comparing cultural impediments to change found elsewhere with dominant values in the region. A possible, though highly speculative, implication of this discussion is that certain cultures in Southeast Asia may be intrinsically more resistant to change than others. At the same time both the evidence offered and the discussion will furnish some kind of qualitative test of Hofstede's findings. Much of the discussion, howev

尽管当今许多关于管理和组织的作家都发出了灵光一现的呼声，但从组织角度讲，在不同的文化中做事方式不同，这一观点并不新鲜。古代文明，如希腊和罗马文明，对这些差异绝非一知半解;事实上，他们似乎花了很多时间试图解决这些问题。罗马治下的和平不仅体现在组织形式的标准化上也体现在通过统一的管理体系实现和平与繁荣的承诺上。同样，在现代世界中，四处游荡的组织研究人员将经常遇到近代殖民国家独特的行政足迹。从撒哈拉沙漠到婆罗洲丛林，在古老文明的废墟中，可以清晰地辨认出英国、荷兰、法国、葡萄牙和西班牙殖民统治的遗迹。但随着帝国的消亡和大量独立民族国家的出现，必须制定更微妙的贸易条件。跨国组织和政府有必要考虑到他们在国外旅行中遇到的各种各样的文化和环境。最近，荷兰研究人员吉尔特·霍夫斯泰德(Geert Hofstede)的一项尝试，在识别与组织相关的价值观的文化集群方面，受到了最热烈的赞扬。在这项著名的研究中，通过对一家跨国组织的员工进行问卷调查，得出了关于40个国家价值体系的推论(Hofstede随后的一项研究提供了另外10个国家的数据。2)各国价值观体系的差异最简单地用四个维度来解释:权力、不确定性规避、个人主义和男性/女性气质。这些研究的结果提供了一些线索，告诉我们在与被调查国家的组织进行“近距离接触”时会发生什么。但是，尽管这些研究为研究人员提供了一个令人钦佩的骨架框架，但管理者可能希望更多的“骨骼上的肉”，以使研究结果更容易理解。因此，本文的目的是双重的:首先，通过关注文莱这个小而富油的民族国家的公共组织，提出东南亚国家子集中似乎共同的价值观的进一步组织例子。其次，通过比较该地区其他地方的文化障碍和主导价值观，研究文化对组织变革引入的潜在影响。这一讨论的一个可能的(尽管是高度推测的)暗示是，东南亚的某些文化可能在本质上比其他文化更抗拒变革。同时，所提供的证据和讨论都将为霍夫斯泰德的发现提供某种定性检验。然而，许多讨论本质上是暗示性的和推测性的，而不是牢固地建立在经验数据的基础上。

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引用次数: 62

The Selection of Communication Media as an Executive Skill 传播媒介的选择作为一种执行技能

Academy of Management Executive

Pub Date : 1988-08-01 DOI: 10.5465/AME.1988.4277259

R. Lengel, R. Daft

引用次数: 512

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