This article focuses on the broad package of modern management tools that are used by Norwegian state agencies. These tools are regarded as forms of regulation inside government as well as a ..."shopping basket." We describe the range of different tools and look at how intensively they are used and how they are interrelated. We also examine variations in use of these tools by different agencies. The empirical basis is a survey addressed to all organizations in the Norwegian civil service, apart from the ministries, in 2004. Our theoretical approach is primarily based on neo-institutional organization theory. Our main empirical findings are that the use of modern management tools is widespread; that some are very common while others are more marginal; that there are different families of tools that supplement each other; that there is significant variation in the use of different tools; and that size is the most important independent variable in explaining the use of different tools. Neo-institutional considerations, particularly normative isomorphism as a source of legitimacy, do not appear to be a major explanation for tool adoption.
Purpose - This paper aims to discuss the historical importance and current relevance of Douglas McGregor's Theory X and Y, and to suggest that the paucity of related empirical research is, in part, ...attributable to the lack of validated measures. The present research seeks to describe the development and construct validation of a measure pertinent to Theory X Y behaviors.Design methodology approach - Surveys completed by 512 working adults provide the present data. A total of 26 initial Theory X Y behavior items are reduced to 13 through factor analysis. Convergent and discriminant validities are examined through correlational and regression analyses with measures of proximal, distal, and unrelated constructs. Test re-test reliability is assessed using longitudinal panel data from a subset of respondents.Findings - The results provide evidence of the construct validity of the new measure.Research limitations implications - Respondents are relatively young and drawn from one region of the USA. Future research should collect multi-source and multi-level data.Practical implications - The 13-item scale may be useful as a diagnostic tool for individual and organizational development.Originality value - This paper represents the first research endeavor that focuses on construct-validating a measure of managerial X Y behaviors, as distinct from attitudes. The scale can be used in substantive research, including a more robust test of McGregor's theorizing.
This article details the reorganization of China's national leadership training system, and analyses the reforms as an integral element of the Chinese Communist Party's efforts to adapt ...institutionally to a rapidly changing environment. Three main findings are presented. First, the national leadership training system is being remade under the direction of the Party's Central Organization Department to give greater emphasis to the “spirit of reform and innovation,” as seen especially in the creation of the China Executive Leadership Academy in Pudong, Shanghai, and in the formation of sister academies in Jinggangshan and Yan'an. Second, China's political elite have given greater priority to leadership innovation, although they are trying to balance this with ensuring that sufficient attention and resources are also given to preserving the ruling status of the CCP. Third, by establishing the new group of training academies under the COD, the Party is diversifying beyond the Party School system for leadership research and training. The article suggests that the guiding logic behind these reforms is to promote enough innovation in managerial training and research to enable the Party to meet the changing governance requirements of the market transition and economic globalization, while at the same time putting in place institutional measures that help to preserve the Party's rule.
Organizational learning covers new theories of organizational design that teach management and employees to come together in the working environment. Organizations need to become better learners on ...organizational issues, thus allowing these organizations to learn new disciplines of dynamics of change and to be proactive to changes in culture, technology, racial, and gender diversity. PUBLICATION ABSTRACT
CREATING DEVELOPMENT ENTERPRISES STRATEGIES, MEANS TO THINK ABOUT THEIR FUTURE,BUT ALSO TO TRY TO CONTROL THE FUTURE, TO ACTION ABOUT THE FUTURE. DEVELOPINGENTERPRISES STRATEGY INVOLVES DESIGNING A ...DESIRED FUTURE AND AN EFFECTIVE WAY TOMAKE IT HAPPEN. BY STRATEGY, IT IS PLAN THE FUTURE ACTION DIRECTIONS OF THE COMPANY,DIRECTIONS DESIGNED TO MEET CERTAIN GOALS.
Designed for both practitioners and academics, this work seeks to inform the reader about the practice of competency management services in the public sector. It throws light on the origins and ...meanings of the concept and traces the competency movement from the 1980s in the UK and USA.
The following paper aims to present the way in which leaders are made up in nowadays,and which are the big differences between a born leader and a person that is working hard every day to become one. ...The history is full of examples of true leaders, but the present has shown to us that leaders can also be created in time. The purpose of this article is to bring up front examples of leadership and also methods through which you can practice your skills and gain competency in leading people.
This study investigated the factors that contributed to the unsuccessful implementation of the Balanced Scorecard in a provincial government department in South Africa. The study was inspired by the ...unsatisfactory attempt to introduce the Balanced Scorecard as a performance measurement system in that department in the year 2009. Data were collected through a questionnaire comprising of two sections. The questionnaire was administered to 81 managers and employees who were on the approved establishment of the department in 2009. The factors contributing to the failure of the program were extracted using principal components analysis. An analysis of the descriptive statistics for each factor was also conducted. The findings of the study indicate that the failure of the Balanced Scorecard project may be linked to four factors; namely, inconsistencies within the project team, an ineffective communication strategy, myopic planning and poor execution. Among these factors, planning contributed the highest to the demise of the project. Using these findings as an anchor, the study recommended a number of strategies that may be adopted in in the event that public organisations intend to implement Balanced Scorecard programs in the future.
PDF