Margaret B. Takeda

“Bureaucracy, meet catastrophe”

Purpose – An analysis of the way the bureaucratic management system responded to the Tsunami disaster of December 26, 2004 was repeated in handling of the aftermath of Hurricane Katrina in the USA at the end of 2005. This research note aims to follow up on the original paper “Bureaucracy meet catastrophe: analysis of the Tsunami disaster relief efforts and their implications for global emergency governance”, to be published in early 2006. It again highlights the severe shortcomings of the bureaucratic model as a paradigm for responding to situations in which the magnitude of the systems task is overwhelmingly complex and the timing process is bounded by urgency. Design/methodology/approach – Evidence of the findings for this research is driven by primary references, namely news reports and web site information provided in the aftermath of the fall 2005 hurricane. Findings – Like in the Tsunami disaster, the reports from Hurricane Katrina highlight the key problems of bureaucratic management including slow decision making, inability to absorb and process outside information, and escalation of commitment to failed courses of action. Research limitations/implications – Suggestions for future research are provided. Practical implications – It is this very requirement (absorbing and processing outside information and escalation of commitment to failed initial courses of action) which may undermine all relief efforts when such a high magnitude event occurs. Originality/value – The tragic irony of this analysis is that most emergency relief organizations of the proper size and complexity to effectively deal with “shocking” events must work within the bureaucratic systems created by large federal relief organizations (such as FEMA) as the “price” for staying in operation.

“Bureaucracy, meet catastrophe”: Analysis of the tsunami disaster relief efforts and their implications for global emergency governance

Purpose – An analysis of the way the bureaucratic management system responded to the tsunami disaster of December 26, 2004 is used as an example to highlight the severe shortcomings of the bureaucratic model as a paradigm for responding to situations in which the magnitude of the systems task is overwhelmingly complex and the timing process is bounded by urgency.Design/methodology/approach – Evidence of the findings for this research is driven by primary references, namely news reports and web site information provided in the aftermath of the disaster.Findings – These reports from the tsunami disaster highlight the key problems of bureaucracies, including slow decision‐making, inability to absorb and process outside information, and escalation of commitment to failed courses of action.Research limitations/implications – Suggestions for future research are provided.Practical implications – It is this very requirement that may undermine all relief efforts when such a high magnitude event occurs.Originality...

Rewards and Organizational Performance in Japan and the United States: A Comparison

The effectiveness of reward practices in a variety of national cultures is not often studied. Based on an earlier study of reward practices and performance in the United States, this article extends that research to compare U.S. reward practices’ effectiveness with the effectiveness of practices in Japanese organizations. The findings suggest that although some reward practices may be universally effective regardless of national culture, others appear to be effective based on a fit with the prevailing national cultural norms. It is important for managers and human resource professionals to carefully consider national cultural values when designing a rewards system to fit their organizations. Some reward practices may be universally effective regardless of culture; others may be culturally sensitive.

Cross‐cultural equity sensitivity: a test of differences between the United States and Japan

Purpose – This study aims to examine the cross‐cultural differences in equity sensitivity between the USA and Japan.Design/methodology/approach – A sample of 390 Americans and 202 Japanese were surveyed to determine their equity sensitivities and how each group would likely respond to under‐payment scenarios.Findings – The findings support the notion that the Japanese are in fact more entitled in their equity orientation than Americans. Furthermore, the Japanese were also significantly more likely to respond with overt actions to reduce their feelings of inequity.Research limitations/implications – Foremost among these limitations is the fact that the situation presented to the subjects was hypothetical rather than real. Since it would be considered unethical to manipulate subjects in real work settings a first person scenario approach was utilized consistent with other equity theory literature. While the scenario was easily identifiable by the student subjects, it is unknown if the findings from this res...

Hair Color Stereotyping and CEO Selection in the United Kingdom

ABSTRACT Hair color stereotyping is well documented in jokes and the psychological literature. Blondes are stereotyped as incompetent, but likeable, while redheads are seen as competent but cold, or often with a fiery temper. Do these stereotypes affect job progression, mobility, and the rise to the corporate suite? To test this question, the hair color of CEOs of the top 500 members of the London Financial Times Stock Exchange (FTE) was analyzed. The chi-square analysis supports the preconceived hair color stereotypes. Do the stereotypes and results point to discrimination in lower organizational ranks? The article discusses the possible implications of these findings as well as areas for further research.

Hair Colour Stereotyping and CEO Selection: Can You Name Any Blonde CEOs?

Hair colour stereotyping is well documented in countless jokes as well as in the psychological literature. Blondes, for example, are stereotyped as incompetent, but likeable. Those with red hair are stereotyped as competent but cold or with a fiery temper. These and other stereotypes may affect job progression, mobility, and the rise to the corporate suite. To test this research question, the hair colour of CEOs of the Fortune 500 was recorded and analysed. The results support the pre conceived hair colour stereotypes. Of this group, only 11 CEOs (2.2%) were blonde while 17 CEOs (3.4%) had red hair. The remainder of the 460 male non‐minority CEOs (92%) had either brown or black hair. Do ste reo types or per cep tions be come reality? Is awareness the first step in correcting the disparity? Is the disparity a problem? Does it point to discrimination in lower organisational ranks? Is this bias warranted? The article discusses the possible implications of these findings. Areas for further research are also i...

The paradox of agreement and similarity: how goal (In) congruence and psychic distance may determine international human resource strategy success

Most researchers and practitioners agree when a parent organisation and its international units share similar goals and cultures; it is easier to implement International Human Resources Management (IHRM) policies. But, what if differences in goals and cultures lead to adaptations that improve performance? This paper argues that high levels of agreement and similarity in the parent company and local unit(s) will have a negative impact on IHRM strategy success because subtle differences in the cultural distance will not be explicitly determined. This study adds new learning perspectives to IHRM strategy literature and a methodology for testing the postulates.