Suchergebnisse

A methodology is presented for measuring public agency effectiveness from the client's perspective. An assessment of the administrative process for implementing public policy in addition to service outcomes was obtained through a low-cost procedure. Comparative effectiveness perceptions of two types of Employment Service clients are reported. These data indicate a perceived differential impact of the agency on the client groups. Implications of this study for future effectiveness evaluations are noted.

This paper examines circumstances under which managers exercise upward influence in order to achieve individual and organizational goals. One hundred and thirteen managers completed a questionnaire describing the frequency with which they influenced their superiors for individual and organizational reasons. Managers also provided information about their own abilities and power in their organizations. Finally, managers described the strategies used to influence their superiors. Principal findings were that (a) managers who exercised upward influence to achieve organizational goals evaluated their own work favorably, directed nonroutinized work units, and had power in their organizations; (b) staff managers exercised upward influence to achieve individual goals more often than line managers; and (c) influence strategies used by managers varied as a function of goals sought from superiors.

A "political economy effectiveness" model for analyzing the relationships between public agencies and their clients is developed. This model traces the effects of environmental exchange relationships on the goals guiding the behavior of public agency personnel who are responsible for implementing public policy. Empirical data for a preliminary test of the proposed model are presented. The results are used to assess several correlates of the effectiveness of the Employment Service in inducing a portion of their clients (employers) to make use of the agencies' services.

ABSTRACTFour propositions are derived from an a priori model which relates environmental characteristics, organizational differentiation, and perceived environmental uncertainty. The four propositions are: (P1) the greater the magnitude of each of several task environmental dimensions confronting an organization, the greater the degree of organizational differentiation, (P2) the greater the degree of task environment change, the greater the degree of organizational differentiation, (P3) the greater the size of the organization, the greater the organizational differentiation, and (P4) the greater the organizational differentiation, the less the degree of perceived environmental uncertainty seen by top administrators. These propositions were tested on 23 Employment Service District Offices with objective environmental and organizational differentiation measures and with self report indices of perceived environmental uncertainty. Zero‐order correlational and regression analyses supported propositions P1, P3, and P4. Based on the empirical findings, a revised model of environment, differentiation and uncertainty was developed. Suggestions for future research and theorizing are offered.

The organizational behavior literature on leadership is marked by persistent conceptual problems which limit its applicability to the study of superior-subordinate relationships within organizations. This paper proposes a conceptual framework for viewing superior-subordinate relationships that makes explicit the differences between leadership, power, and authority. Several popular organizational behavior models of leadership are reviewed in light of the proposed framework and the conceptual inconsistencies associated with these models highlighted. Several benefits of the proposed framework for organizational research in the area of superior-subordinate relations are discussed.

Employees often seek to create favorable impressions with their managers. An empirical study of the antecedents, process, and consequences of influence strategies in upward impression management found that subordinates have both multiple goals and strategies. Subordinates' strategies varied with their goals in impression management. They also reported using a wider range of strategies than usually attributed to impression management. Managerial ap- praisals were based on their impressions of their subordinates, and perceptions of their influence style. While subordinates may believe that ingratiation will help them get better appraisals, using coalitions appears to lead to favorable impressions and appraisals. Subordinate assertiveness may lead to unfavorable impressions and performance appraisals.