Knowledge that Transforms

A systematic understanding of responses to dimensions necessitates that the dimensions be defined and operationalized consistently. This paper's results indicate that task attribute manipulations have not consistently/represented the theoretical conceptualizations of the task characteristics. The implications of these results for job design research are discussed.

Research generally supports the belief that individuals and groups tend to overestimate the effectiveness of their judgmental decisions. There is, however, little information about how consistently these estimates relate to objective measures of effectiveness. Participants' assessments of the anticipated effectiveness of their judgmental decisions were investigated in several studies. It was found that their estimates were poorly and inconsistently related to objective measures of effectiveness. This result raises a need for improved approaches to assessing judgmental decisions and identifying participants who make more accurate judgmental decisions.

A large, diverse sample of national firms was used to investigate the relationship between specialization, formalization, and centralization in the functional work unit. A finding was that the three variables compose a single dimension of organizational structure. Another finding was that, within this dimension, specialization, formalization, and centralization were negatively related; this indicates that these are alternative mechanisms for achieving administrative control. The findings are discussed in the light of previous research in the area and the implications for practicing managers.

A review of the present and potential uses of videotape technology in behavioral research is provided. Emphasis is placed on research methodology and the value of incorporating videotape in current research practices. Additionally, the investigators examine several recent and on-going research projects that apply this instrument technology. The application areas discussed include the use of videotape in behavior observation studies, in modeling research, and in perceptual/attribution investigations. The paper concludes with an analysis of advantages as well as limitations of this unique research tool.

The psychometric adequacy of Steers and Braunstein's (1976) Manifest Needs Questionnaire is investigated. Research results indicate that the instrument possesses adequate stability but lacks adequate internal consistency. Factor analytic procedures fail to replicate the a priori factor structure. Results are compared with Steers and Braunstein's developmental work. Potential users of the instrument are advised to interpret research outcomes in light of the deficiencies noted.

Typically, the centralization/decentralization of decision making authority is viewed as the tendency to concentrate authority at the top or at the bottom of the organization hierarchy. However, this conceptualization ignores possible differences in organizational processes that result from the numerous potential hierarchical configurations. In this study, factors identified in the literature as predictors of centralization/decentralization were used as potential discriminating variables among several decision making configurations in university affiliated professional schools. The model developed from multiple discriminant analysis had reasonable success in classifying correctly only the decentralized system. Implications for professional school organization and for the general conceptualization and analysis of organizational decision making are discussed.

Organization and work group climates were measured by the use of identical questions for 112 managers in different business units. The results provide tentative support for the notion that organization and work group climates are different constructs; organization and work group climates were moderately correlated and had different relationships with job satisfaction and job involvement.

This field study examined the effets of MBO on measures of quantity and quality' of performance and satisfaction with the work and supervision among employees in a human services agency. Although not all the quantity measures improved significant/, the (combined measure for quantity of performance and one of two quality measures showed significant improvement following implementation of MBO. Satisfaction with supervision also significantly improved but not satisfaction with work. The study lends support to the use of MBO in public sector organizations.

To prepare this autobiographical account, I noted the linkages between various lines of investigation with which I have been involved. This resulted in the outline of the work pursued since 1948, shown in Figure 1. The review, organized according to the outline, is an account of the kinds of personal and instructional factors that inspired my efforts to balance concern for theory with concern for empirical research and application.

This study systematically assessed the various roles essential to managers on different levels of the managerial hierarchy. A sample of 352 top, middle, and low-level managers from both large and small organizations in a variety of industries was asked to rate the various roles required by their positions. The analysis of variance results indicate that 7 of the 10 roles are influenced by hierarchical level. A quadratic discriminant analysis was used to identify a role profile for managers on different levels of the managerial hierarchy. Implications for the practice and teaching of business are discussed.