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| Administrative Science… | 33 |
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Peer reviewedBourgeois, V. Warren; Pinder, Craig C. – Administrative Science Quarterly, 1983
Replies to Gareth Morgan's critique ("Administrative Science Quarterly," 28) on the use of tropes and metaphors in administrative theory and research. (JW)
Descriptors: Administration, Language Usage, Metaphors, Scientific Concepts
Peer reviewedBrinkerhoff, Merlin B. – Administrative Science Quarterly, 1972
Examines the utilization of staff conferences within the large industrial organization and finds that for the 680 supervisors and managers surveyed, hierarchy of authority is strongly related to staff conference utilization; while contingency exposure is found to be only weakly related to holding staff conferences. (Author/JH)
Descriptors: Administration, Conferences, Organization, Power Structure
Peer reviewedMulder, Mauk – Administrative Science Quarterly, 1971
Criticizes the assumption that participation of the less powerful in decisionmaking processes results in a reduction of power differences between the more powerful and the less powerful. (Author)
Descriptors: Administration, Decision Making, Organization, Participation
Peer reviewedHenning, Dale A.; Moseley, Roger L. – Administrative Science Quarterly, 1970
Data indicate that controllers do not have the same authority in all their functions nor in the various decisions within those functions. (Author)
Descriptors: Administration, Decision Making, Organizational Climate, Power Structure
Peer reviewedBernardin, H. John; Alvares, Kenneth M. – Administrative Science Quarterly, 1976
Hypotheses based on Blake and Mouton's managerial grid were tested and were not supported by the data. Results indicated that grid placement was a poor predictor of either perceived managerial effectiveness or conflict resolution methods employed. (Author)
Descriptors: Administration, Conflict Resolution, Leadership Styles, Methods
Peer reviewedIvancevich, John M. – Administrative Science Quarterly, 1972
Descriptors: Administration, Administrative Principles, Longitudinal Studies, Management Systems
Peer reviewedWoffod, J. C. – Administrative Science Quarterly, 1971
Several variables of managerial behavior are correlated with productivity and morale. Situational variables are more influential on productivity than on morale. More study is needed on the influence of situational variables on managerial effectiveness. (Author/RA)
Descriptors: Administration, Individual Characteristics, Leadership, Morale
Peer reviewedAjiferuke, Musbau; Boddewyn, J. – Administrative Science Quarterly, 1970
Four sets of data and the corresponding conclusions found in Haire et al. (1966) were correlated with eight indicators obtained for fourteen countries. (Author)
Descriptors: Administration, Attitudes, Operations Research, Socioeconomic Influences
Peer reviewedZand, Dale E.; Sorensen, Richard E. – Administrative Science Quarterly, 1975
Successful change projects were found to have a preponderance of favorable forces in each of three phases of change: unfreezing, moving, and refreezing. Favorable and unfavorable forces were simple opposites. (Author/IRT)
Descriptors: Administration, Change Strategies, Organizational Change, Organizational Theories
Peer reviewedMorgan, Gareth – Administrative Science Quarterly, 1983
Critiques Pinder and Bourgeois ("Administrative Science Quarterly," 27) on their view that use of metaphors in administrative science is misleading and counterproductive. Author argues that metaphor is unavoidable in scientific prose and holds creative potential for developing a scientific approach to administration. (JW)
Descriptors: Administration, Language Usage, Metaphors, Research
Peer reviewedTurcotte, William E. – Administrative Science Quarterly, 1974
Contrasts two large State agencies with homogeneous output measures, one agency being judged as more effective than the other; and sets forth some of the observed characteristics associated with the difference in effectiveness. (Author)
Descriptors: Administration, Job Satisfaction, Performance, Performance Factors
Peer reviewedBaumler, John V. – Administrative Science Quarterly, 1971
A test, through simulation techniques, of the hypothesis that the approach to organizational control is dependent on the degree of subunit interdependence. (Author)
Descriptors: Administration, Administrative Organization, Decision Making, Organization
Peer reviewedPollay, Richard W. – Administrative Science Quarterly, 1970
Study results support the hypothesis that decision makers take longer to choose from four alternatives when two of the alternatives are easily rejected than when all four alternatives are equal. (Author/LR)
Descriptors: Administration, Cognitive Processes, Decision Making, Decision Making Skills
Research on the Size of Administrative Overhead and Productivity: Some Methodological Considerations
Peer reviewedDogramaci, Ali – Administrative Science Quarterly, 1977
The cause and effect relationship frequently assumed to exist between administrative overhead and industrial production levels is questioned, and deficiencies and contradictions in theories about that relationship are illustrated. (Author)
Descriptors: Administration, Costs, Industry, Productivity
Peer reviewedMcNeil, Kenneth – Administrative Science Quarterly, 1978
The purpose of this essay is to urge development of a theoretical perspective that links the study of internal control to that of external power relations and, in doing this, to make clear the necessary elements of such a perspective. (Author)
Descriptors: Administration, Administrators, Organization, Organizational Theories
