Suchergebnisse

Discusses the conditions experienced by women in the former USSR
who are aspiring to or are currently occupying managerial positions.
Soviet women feel the pressure of two societal forces: they are expected
to work as well as to be the primary person responsible for home and
family. Many complain: "We have too much equality". Previews
the statistics on women in the labour force in the former USSR, and
examines seven factors affecting Soviet women′s access to managerial
positions: (1) the perception of management as a masculine domain, (2)
cultural constraints on women′s roles, (3) women′s roles in family life,
(4) the stage of the country′s economic development, (5) social policy,
(6) access to higher education and (7) organizational context. Concludes
with an assessment of the prospects for Soviet women in managerial
positions.

AbstractCareer professionals, such as business executives who devote their time and talents to committee work in voluntary organizations, are highly valued as volunteers. These professionals have a variety of motives for adding volunteer work to their demanding schedules. Should volunteer agency administrators accept and reward these motives indiscriminately, or should they try to mold them to conform to agency values? The answer, according to this study, is yes to both alternatives, depending on whether the aim is to improve these volunteers' attitudes or their performance.

This study investigated task characteristics and individual differences as predictors of task scheduling, i.e., the timeliness with which tasks are completed. It also assessed the impact of task scheduling on performance. Ninety-eight undergraduate management students were assigned six tasks as part of their requirements in an organizational behavior course. Students were free to select from multiple opportunities to complete each task throughout the semester. They completed difficult tasks later and boring tasks earlier. Students with high need for achievement completed tasks later. Successful prior performance and workload were associated with earlier task completion. Early task completion resulted in superior performance. Implications for work organizations are discussed.

AbstractThe way people perceive the culture of the organizations where they are employed may shape their perceptions of their role as volunteers. This study of 201 managers and other professionals suggests that their perceptions of their work organizations as sociocentric or egocentric are related to their motives, attitudes, and performance in a voluntary organization. Implications for voluntary agency administrators include the identification of work organizations whose cultures reflect values similar to those of the voluntary organization.