W. Alan Randolph

The fit between technology and structure as a predictor of performance in nursing subunits.

Regression analyses of field study data from 27 nursing subunits supported the hypothesis that a simple measure of fit between technology and structure is better predictor of quality of care than either technology or structure alone, or the two together. The results of this study were thus consistent with the growing body of congruency literature, and they suggest that a simple measure of structure may be quite useful in such research.

Potential Problems with Peer Ratings

A study of the reactions of workers to evaluations by their peers found that negative peer rating feedback produced significantly lower perceived performance, cohesiveness, satisfaction, and peer r...

Managerial Values Across Functions A Source of Organizational Problems

This study examined how organizational difficulties might be traced to differences in managerial values across functions. Managers in personnel, marketing, finance, and manufacturing were surveyed regarding their values. Several significant differences were found that could relate to organizational problems, but there were also numerous similarities on which to bridge these differences.

Moderators of Role Stress Among Hospital Personnel

Role ambiguity and role conflict were investigated in two occupational groups within a hospital setting. These role stresses were negatively correlated for both nurses (N = 124) and respiratory therapists (N = 31) with job satisfaction, individual performance, and unit effectiveness. While the possible moderating effects of participation in decision making and tolerance for conflict were generally not supported, the patterns are suggestive of further research.

The Relationship Between Organization Technology and the Direction and Frequency Dimensions of Task Communications

Studies which attempt to link organization technology and task communication patterns in the organization are few, and most of these deal only with the directionality (i.e., vertical vs. horizontal) dimension. This field study focused not only on the direction of task communications but also on the frequency of task communications. Structured observations, a survey questionnaire, and interview data-gathering methods were used in three departments of one organization, each employing a different technology. Results indicate that for task communications an inverse relationship exists between technological certainty and the proportion of organization member communications which are vertical; a direct relationship exists between technological certainty and the proportion of organization member horizontal communications; and no relationship exists between technological certainty and the proportion of organization member diagonal communications. Also, the data support an inverse relationship between technological certainty andfrequency of task communications. These results are largely contrary to existing theory and research and suggest the necessity of further research into the relationship between the organization technology and communications.

Perceived Situations: Moderators of the Relationship Between Role Ambiguity, Job Satisfaction and Effectiveness

Summary The moderating effect of situational factors on the relationship between role ambiguity, job satisfaction, and effectiveness was tested in a sample of 138 nurses. Results indicated that the negative relationships generally reported between role ambiguity, satisfaction, and effectiveness were less substantial for individuals who perceived higher levels of interdepartmental information flow, decision making involvement, and teamwork in their units. It is suggested that variations in organizational structure may be an important strategy for reducing the negative impact of role ambiguity.

Organization technology and the media and purpose dimensions of organization communications

Abstract Data collected from field research using structured observations indicate for task communications significant relationships between organization technology certainty (using Perrows typology) and use of verbal and sign media and no significant relationship with use of object and written media. These data also indicate relationships between technology certainty and stimulus and problem solving communications purposes. Directionality of communications moderates these technology-purpose relationships, even exposing some additional relationships. The last section of this article proposes a reconceptualized model of organization communications, considering technology certainty, member mobility, and leadership style as independent variables and directionality as a moderating variable.

The Effects of an Intergroup Development OD Intervention as Conditioned by the Life Cycle State of Organizations: A Laboratory Experiment

This study took an exploratory look at the effectiveness of an intergroup development OD intervention at different stages of an organizations life cycle. Four simulated organizations were used in the study: one with the intervention in the very early life of the organization (the birth phase), one with the intervention in the growth (or midlife) phase, one with the intervention in the mature (or later life) phase, and a comparison organization with no interven tion. Results suggest that intergroup development interventions can be effective at any life stage, but the impact will be felt in different outcome measures and perceptual measures of organizational processes. Further research in this area should lead to a better understanding of the life cycle influence on the effectiveness of intergroup development and other OD interventions.

A Decision Tree Approach to Decide When to Use Different Pedagogical Techniques

one pedagogy over another for teaching in business schools and management development programs-be it the case method, experiential exercises, or lecture format. But since each of these has advantages and disadvantages, and there is no one approach that is best in all settings, the more appropriate question is to determine the conditions under which each is most appropriate. What is missing is a conceptual framework to address this issue. This paper takes a first step in developing such a framework. We have found the contingency approach elaborated in this paper not only useful in the classroom but also in programs for training managers. The framework seems helpful for teachers and trainers; regardless of their experience, because it systematically brings into focus important pedagogical choices and issues. We first will describe a 2 x 2 conceptual grid which can be used to understand the &dquo;fit&dquo; of learning style, pedagogical technique and situation. We then present a decision tree that uses seven major situational variables to provide a step-by-step approach for determining which quadrant in the grid to use.

The Organization Game: a Behaviorally Played Simulation

Four years ago we were both teaching courses in Organization Theory. With only a few months between us and the PhD, we had become painfully aware of the difficulty of conveying the basic concepts of organization design and development. Students often viewed our courses as too abstract and too far removed from their personal experiences. The connection between the importance we attached to key design and development concepts and the relevance our students and manaager trainees perceived was frustratingly weak, so we began to investigate different teaching strategies and learning resources. As we explored the alternatives, we became intrigued with the idea of creating an organizational simulation in which students and managers could experience and experiment with the fundamental concepts of organization design and development. After three years of work, the end product is THE ORGANIZATION GAME.