Academy of Management Executive最新文献

英文中文

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

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

传统上，管理者、顾问和研究人员关注的是财务绩效和增长问题，但很少关注企业危机的有效管理。组织活动和工业活动的消极影响被视为生产的次要“外部性”。可以说，直到最近，还没有必要关注这类危机。然而，今天，诸如污染、工业事故和产品缺陷等危机已经变得更加严重。对许多公司来说，比如johns&manville和a.h.r obins，其结果已经接近或实际上破产了。企业危机是由人、组织结构、经济和/或技术引发的灾难，对人类生活、自然和社会环境造成广泛损害。它们不可避免地削弱了大型组织的财务结构和声誉。考虑以下例子:1979年，三里岛核电站发生事故，导致反应堆堆芯几乎熔毁。这次事故不仅使拥有该核电站的大都会爱迪生公司损失了数十亿美元;它改变了美国核电工业的命运。”核电站所有者和运营商支付了2600万美元的疏散费用、经济损失和医疗监控费用;维修和以其他方式发电的估计费用为40亿美元。* 1982年，一群不明身份的人用氰化物污染了数十粒泰诺胶囊，造成8人死亡，强生公司召回的包装损失1亿美元。1986年的第二次中毒事件迫使JJ赔偿和解可能在5亿到10亿美元之间。此外，该公司被迫出售其最赚钱的资产的20%，以防止GAF公司的收购攻击，GAF公司在事故发生后收购了碳化物公司被低估的股票。1985年5月和6月，哈利斯科州奶酪中的致命细菌导致84人死亡。生产这种产品的公司被迫破产。最近的企业灾难几乎是无止境的。它包括绑架高管;空中和海上的劫机;敌意收购;还有恐怖主义行为，比如炸毁工厂和仓库。最近，在格柏的婴儿食品中发现了玻璃碎片。非处方感冒药“接触”(contact)也一直是产品被篡改的对象。这类事件现在越来越多。此外，重大事故之间的间隔正在惊人地缩短在过去的十年中，以百万美元赔偿而告终的产品损害诉讼数量急剧增加:1974年，美国法院受理的产品损害诉讼不到2000起;到1984年，这一数字跃升至1万。1975年，陪审团作出的赔偿金额超过100万美元的不到50项;1985年，有400多个这样的奖项。生产和生产相关伤害的成本是当前责任保险危机的一个因素。许多形式的责任保险已经完全消失了，所有形式的责任保险都变得如此昂贵，它们只适用于小范围的保险。这篇文章的目的是要说明，虽然情况很严重，但对于准备直接面对这个问题的管理人员、研究人员和顾问来说，这远不是没有希望的。虽然没有人能预防所有的灾难——更不用说预测灾难将如何、何时、何地发生了——但组织可以采用系统和全面的观点来更有效地管理灾难。如果没有这样的观点，几乎可以保证组织在应对危机和从危机中有效恢复方面准备不足。

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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

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

美国的工会运动陷入了困境。它的健康指标显示它病得很重。唯一有争议的一点是，这种疾病是终末期的，还是仅仅代表了工会运动在其生命周期中遭受的另一个衰退周期。工会会员人数的减少最能说明这种疾病的严重性:美国劳工统计局(Bureau of Labor Statistics)的数据显示，工会会员人数占劳动力的比例从1980年的23%下降到1984年的18.8%，这是近代史上最低的，也是其他自由工业国家中最低的，西班牙可能除外。这一下降意味着270万工会成员的损失。就在最近的20世纪50年代，超过30%的劳动力属于工会。来自取消认证和认证选举的数据表明，随着工会在越来越多的选举中失败，工会数量显著下降。工会成员减少的原因通常被引用为多种多样。有些反映了经济趋势:全球化导致汽车、服装、食品加工和钢铁等传统工会行业的衰落;服务业的急剧增长，很难组织起来;在航空和卡车运输等刚刚解除管制的行业中出现了非工会竞争;需求减少和/或工业生产过剩，如肉类加工。工会面临的其他威胁包括自动化、工会组织和雇员权利方面法律状况的变化，以及新劳动力期望的变化。工会并不是唯一受到威胁的机构。不断变化的环境对许多企业本身的生存能力及其管理方式产生了影响。事实上，管理部门为适应变化的环境而采取的行动对工会的健康构成了进一步的威胁。一些管理层认为工会是在快速变化的全球经济中有效竞争的障碍，因此采取了越来越激烈、越来越复杂和越来越成功的反工会策略。更重要的是，从我们的角度来看，管理层正在努力创造一种新的管理方式，一种更适合快速变化的经济、日益先进的技术和受过更好教育、更成熟的劳动力的管理方式。这种新的管理方法包括对员工参与、责任和有意义的工作的需求作出更大的反应。作为新管理方式的一部分，这些组织承担了为员工创造积极和激励的工作环境的责任。在这样做的过程中，他们发现结果是一个更强大、更有竞争力的企业。越来越多地采用以参与为导向的管理方法，这就提出了工会应该发挥什么作用的问题。工会曾经扮演的角色在新的管理环境中已不可行:它们必须改变，否则将继续衰落。我们应该担心它们的减少和可能的灭绝吗?我们的立场是，社会应该非常关注有组织的劳工的迅速削弱。它潜在地消除了主要利益相关者(劳动力)对塑造未来业务的决策的有效投入。过去，工会一直是工人的主要代言人。现在，考虑到已经发生的变化，它们的生存取决于找到一个新的角色。在我们讨论工会必须做出的一些改变之前，我们首先需要考虑在履行其传统角色方面取得的成功。然后，我们将看看工会必须适应的“新管理”。

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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

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.

每年有10%-15%的美国大公司更换首席执行官。这些公司中的大多数(80% -85%)从公司外部选择新任首席执行官。为什么他们更喜欢外人?内部人士比外部人士更适合做ceo吗?美国一些最受尊敬的公司——包括通用电气、通用汽车、IBM和可口可乐——似乎是这么认为的。威廉·大内(William Ouchi)在他的著作《Z理论》(Theory Z)中断言，从内部提拔高管是日本和美国管理良好的公司的一个特点;这一政策为员工提供了在公司内部晋升的机会，从而创造了一种忠诚感和稳定感。”托马斯·j·彼得斯和罗伯特·h·沃特曼在《追求卓越》一书中也表达了同样的观点根据他们的说法，成功的美国公司通过提供工作保障和创造一种“家庭感”来激励员工。这些组织很少从外部聘请经理。约翰·科特提出了雇佣内部人士的最具说服力的论点。他断言，成功的管理者通过长期在一家公司(或一个行业的几家公司)任职获得专业知识。科特认为，内部人士比外部人士更有优势，原因有二。首先，内部人员比外部人员更了解公司的特定产品、竞争对手、市场、客户和员工。这些知识有助于管理者理解大量、复杂和多样化的活动，并做出适当的决策。其次，内部人士建立了包括上级、下属、同事和其他人在内的社交网络，通过这些网络，他们可以获得完成工作所需的信息和支持。外人必须投入相当多的时间来建立这样的网络。虽然大多数公司用内部人士代替ceo，但也有少数公司聘用内部人士。为什么?研究人员一致认为，陷入困境的公司通常需要聘请外部首席执行官，因为他们比内部人士更有可能改变导致当前问题的现有战略和价值观外部人士可能会采取果断行动来扭转糟糕的局面，而内部人士可能在认识到当前问题的紧迫性方面行动迟缓，可能会采取不再有效的旧战略。克莱斯勒(Chrysler)和国际收割机公司(International Harvester)最近用外部人士替换了他们的首席执行官，希望新的首席执行官能够扭转他们陷入困境的业务。鉴于上述观察结果，专家们普遍建议陷入困境的公司雇佣外部人员来扭转其运营，而成功的公司选择内部人员来维持其卓越的业绩。尽管这一观点在管理学文献中被广泛接受，但尚未得到实证检验。本研究的目的是双重的:(1)调查外部人员和外部人员对公司绩效的差异影响(以盈利能力和股价衡量)，以及(2)辨别实际的CEO招聘做法。

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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

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