This study examines the impact of impression management and overclaiming on self-reported ethical conduct of 174 managers (67 male, 107 female) who worked for a large not-for-profit organization. As anticipated, impression management and overclaiming positively influenced perceived unethical conduct of managers. Female managers were more prone to impression management than male managers. There was no significant difference in perceived unethical conduct or level of overclaiming of male and female managers.

Promotion decisions of 197 managers (63 males, 134 females) from a large not-for-profit organization were investigated using a dependency perspective. Both performance level and organizational connections of a subordinate influenced promotion decisions. Subordinate influence attempts had an impact on promotion recommendations only when a manager was aware of a subordinate's organizational connections. Potential subordinate turnover did not influence promotion decisions by managers. The implications of this study for both practice and research are discussed.

Salary increase decisions made by 185 managers (60 men, 125 women) from a large, nonprofit organization were investigated using a dependency perspective. The performance level of the subordinate and the subordinate's political or organizational connections were found to influence managers. Neither the subordinates' influence nor the potential for subordinate turnover had any effect on managers' decisions to increase salary. Additional interactions that failed to be significant occurred between (a) performance and subordinate influence attempts, (b) performance and potential subordinate turnover, (c) organizational connections and subordinate influence attempts, and (d) organizational connections and potential subordinate turnover.

This study used a policy-capturing approach to examine 3120 pay-allocation decisions of 65 managers (31 male, 34 female) who work in organizations that have a pay for performance policy. Subjects were asked to respond to packages that varied in terms of performance of subordinates, specialized skills/expertise of subordinates, difficulty in replacing the subordinates, possibility of potential subordinate turnover, and current salary of subordinates. Results indicated that all five factors were significant and in the direction expected. The interaction between performance and job offer was significant for only two of the 65 managers. The interactions between specialized skills and job offer and difficulty in replacement and job offer were not significant for any of the managers. Most of the variance across the managers was accounted by sampling error and criterion unreliability. Results also indicated that subjects' explicit rankings of the five factors did not correspond highly with the rankings of their regression weights.

This study uses a policy-capturing approach to examine 816 pay-increase decisions made by 17 hospital administrators. Subjects were asked to respond to packages consisting of hypothetical employees who varied in performance levels, specialized skills or expertise, difficulty in replacing, potential turnover, and current salary. Results indicated that all five factors were significant and in the direction expected for most of the raters. None of the hypothesized interaction effects were significant for any of the raters. Results also showed that subjects' explicit rankings of the importance of the factors did not correspond highly with the rankings of their regression weights. The implications of this study for both research and practice are discussed.

The author discusses case management as the most recent social work effort to make manageable the pluralistic and proliferating array of human services. She notes that social work now claims case management as part of its long defined territory. The ability to make this function work is based upon an educational curriculum which prepares the professional in both direct interventive skills and management capability. Problematically, social work education usually provides the student with only one or the other sets of professional preparation. The importance of the power dimension must be acknowledged and honed if the case manager is to be successful working within a chaotic social service delivery system.

Organizations acquire information concerning environmental changes through their scanning operations. Different types of environments are expected to call forth different scanning activities. This paper presents the analysis of an empirical investigation of the scanning process. The analysis is based on proposed relationships between different environmental states (dynamic and stable) and scanning behaviors (surveillance and search) of the executives. Analytical considerations are also given to hierarchical levels of executives (upper and lower) and to the functional specialities of the managers (marketing, technology, government, etc.). This study is unique in that it is one of the first to focus on scanning behavior in Japanese industries. Its value lies in its concern for a vital corporate need—the need of organizations to know where and how they acquire information.

In a rapidly changing environment, organizations are prone to adopt almost any new technique that purports to bring increased efficiency or effectiveness. One such technique that has recently found favor with practitioners of management is the objective-based planning and control system popularly known as Management by Objectives (MBO). An MBO system relies upon an interlocking hierarchy of organizational, departmental, and individual objectives. Attainment of individual objectives hopefully assures the successful achievement of departmental objectives and ultimately organizational goals (Hughes, 1965; Hill, 1969; Granger, 1970; Humble, 1970; Raia, 1974). An inherent problem with most new management tools is the absence of a conceptual base. Consequently, even though a tool may be effective, it is difficult to explain why it works. MBO is no exception. For the most part. emphasis in the MBO literature has been on the procedural aspects of the technique with „normative prescriptions” emerging from trial and error. A review of the literature shows that much attention has been devoted to creating guidelines for applying MBO, to setting goals, to measuring performance, to adjusting goals, and similar pragmatic concerns. Unfortunately, few writers have been concerned with developing the theoretical framework needed to integrate the MBO research. Until such a framework is advanced, research results will continue to be fragmented. One purpose of this article is to demonstrate that objective-based systems have their historical antecedents in cybernetic systems and, indeed, cybernetic theory provides a suitable framework for MBO. A second objective of this article is to report the results of an extensive MBOstudy conducted in a state governmental organization and incorporate these

The article is concerned with the research results of a study which investigated the perceived job satisfaction of personnel in the volunteer section. A comparative analysis with other selected occupational groups is also provided. Data were collected via a job satisfaction questionnaire which allowed the investigator to determine the perceived deficiency on particular need items. Average satisfaction scores for personnel in the volunteer sector were lower on almost ever need when compared with other occupational groups. Reasons are presented which attempt to explain the results.

PETER P. SCHODERBEK DONALD L. PLAMBECK T is little question that Management by Objectives (MBO) has had a profound impact on private organizations, as well as those in the public arena. Emphasis in the public sector has filtered down from the Federal government to state governments and has recently reached the local levels, impacting on the many agencies that require external funding. MBO was purported to provide the structure for the concept of accountability, which has received increased attention recently. In spite of some initial resistance to MBO in many public organizations.! others have adopted it eagerly and in good faith, intending to apply its tenants to their operations. However, many public organizations that have embraced the MBO gospel have encountered difficulties with the system. Such experiences have led other organizations to either delay their MBO implementation plans or to reconsider their decisions entirely. The MBO literature is replete with articles presenting guidelines on applying the system and overcoming barriers for successful MBO, etc. While these are important factors, there is yet another essential ingredient in the process that has been overlooked in the literature as well as in practice.

• John C. Aplin is assistant professor of business administration at Indiana University. He has been active in organizational development projects in both federal and state government, as well as various private firms. Among his organizational activities have been climate assessment, process consultation, MBa training, and managerial assessment programs. His articles on Ol) and MBa have appeared in many professional journals. • Peter P. Schoderbek is currently professor of management at the University of Iowa. He received his B.A. and M.S. degrees from the Pennsylvania State University and his Ph.D. from the University of Michigan. He is the author of several books and numerous journal articles, and he has served as a consultant to many federal and state agencies, as well as private industry. Since the early 1950s, formal objective based planning and oontrol systems have been extremely popular in private enterprise. It has been roughly estimated that management by objectives (MBa) programs have been employed by over eighty percent of the industrial firms in the United States. With the success of MBa in private industry and the frequent movement of industrial managers into public organizations, it was only a matter of time before administrators attempted to apply MBa in public agencies. Indeed in recent years, MBa programs have been 'reported in educational institutions,1 health care centers.f state and local govemments,3 as well as numerous other federal agencies.' Most of the recent articles and books in the MBa field devote entire sections to public sector applications of management by objectives. Unfortunately, in spite of the increasing use of MBa in public organizations and the apparent acceptance of MBa among senior administrators, management by objectives has yet to achieve its potential in the public sector. Anyone experienced with public MBa is aware that traditional "profit-oriented" MBa is more difficult to operationalize in the "service-oriented" organization. In recognition of this problem, the following paper was designed to describe a number of techniques the authors have found that facilitate the use and measurement of MBa in the public sector. However, it is necessa'ry to begin by discussing the major obstacles or barriers limiting the successful use of MBa in public organizations.

Human Resource ManagementVolume 15, Issue 2 p. 30-36 Article MBO: Requisites for success in the public sector Dr. John C. Aplin Jr., Dr. John C. Aplin Jr. Dr. John C. Aplin is Assistant Professor of Business Administration at Indiana University. He has been active in organizational development projects in both federal and state government, as well as various private firms. Among his organizational activities have been climate assessment, process consultation, MBO training, and managerial assessment programs. His articles on OD and MBO have appeared in Business Horizons, Proceedings at the Academy of Management, Public Personnel Management, and other professional journals.Search for more papers by this authorPeter P. Schoderbek, Peter P. Schoderbek Peter P. Schoderbek is currently Professor of Management at the University of Iowa. He received his B.A. and M.S. degrees from the Pennsylvania State University and his Ph.D. from the University of Michigan. He is the author of several books and numerous articles appearing in such journals as Harvard Business Review, Academy of Management, Personnel, Management Services, Business Horizon, Business Topics, Journal of Applied Psychology and many others. He has served as a consultant to many federal and state agencies, as well as private industry.Search for more papers by this author Dr. John C. Aplin Jr., Dr. John C. Aplin Jr. Dr. John C. Aplin is Assistant Professor of Business Administration at Indiana University. He has been active in organizational development projects in both federal and state government, as well as various private firms. Among his organizational activities have been climate assessment, process consultation, MBO training, and managerial assessment programs. His articles on OD and MBO have appeared in Business Horizons, Proceedings at the Academy of Management, Public Personnel Management, and other professional journals.Search for more papers by this authorPeter P. Schoderbek, Peter P. Schoderbek Peter P. Schoderbek is currently Professor of Management at the University of Iowa. He received his B.A. and M.S. degrees from the Pennsylvania State University and his Ph.D. from the University of Michigan. He is the author of several books and numerous articles appearing in such journals as Harvard Business Review, Academy of Management, Personnel, Management Services, Business Horizon, Business Topics, Journal of Applied Psychology and many others. He has served as a consultant to many federal and state agencies, as well as private industry.Search for more papers by this author First published: Summer 1976 https://doi.org/10.1002/hrm.3930150206Citations: 5 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume15, Issue2Summer 1976Pages 30-36 RelatedInformation

Organizations are in constant interaction with their environment. This phenomenon has been termed in the literature as the environment-organizational interface. An organization acquires information concerning changes in its environment via some scanning system. This paper presents the results of an empirical investigation of the scanning process. The relationships of scanning to different environmental states is discussed and various propositions advanced. Different environmental states (stable versus dynamic) are moderated by the determinants of hierarchical levels and functional specialties in the firm.

The business computer has not yet reached its full profit-making potential. The most significant determinant of success is the organizational climate. The research studies of the authors have indicated that EDP departments are moving away from the accounting department, becoming independent, and progressing upward in the managerial hierarchy. At present, independent computer systems positioned at higher corporate levels are among the more successful departments.