Fostering Constructive Action by Peers and Bystanders in Organizations and Communities

Peers and bystanders play important roles in organizational and community conflict management. Bystanders often learn relevant information and have opportunities to act in ways that can affect three of the basic functions of a conflict management system (CMS.) They can help (or not help) to identify, assess, and manage behaviors that the organization or community deems to be “unacceptable.” Examples in which bystanders play important roles include sexual and racial harassment, safety violations, unethical research, national security violations and insider threats, cyber‐bullying and cyber‐sabotage, violence, fraud, theft, intimidation and retaliation, and gross negligence. Bystanders often are a missing link in conflict systems. For the purposes of this article, I define peers and bystanders as people who observe or learn about unacceptable behavior by others, but who are not the relevant supervisors, or who knowingly engage in planning or executing that behavior. I define CMS managers as all those people, including line managers, who have responsibility for managing conflicts. Conflict managers face many challenges in fostering constructive behavior from bystanders. The interests of bystanders may or may not coincide with the interests of conflict systems managers in an organization or community. Bystanders often have multiple, idiosyncratic, and conflicting interests, and experience painful dilemmas. In addition, peers and bystanders, and their contexts – often differ greatly from each other. Blanket rules about how all bystanders should behave, such as requirements for mandatory reporting, are often ineffective or lead to perverse results. Bystanders are regularly equated with “do‐nothings,” in the popular press. In real life, however, helpful bystander actions are common. Many bystanders report a wide variety of constructive initiatives, including private, informal interventions. In this article, I report on forty‐five years of observations on bystanders in many milieus. I present what bystanders have said are the reasons that they did not – or did – take action, and what can be learned to help organizations and communities to support bystanders to be more effective when faced with unacceptable behavior.     

人工智能时代精准人才管理探析

人才是组织获得长远发展的第一资源。随着人工智能时代的到来,如何运用人工智能技术对人才进行精准化地选、用、育、留、储,是组织探索解决人才管理瓶颈的关键。研究从人工智能时代精准人才管理的挑战与机遇入手,指出基于"合不合"理论以构建智能化精准人才管理系统,并探讨了"AI人才管理专家系统"的具体运用情况,以期为各类组织进行精准人才管理提供帮助。     

Generalized Social Trust and International Dispute Settlement

What determines the success of a peaceful settlement attempt of a border dispute? In order to fully understand why decision makers choose to put an end to an ongoing conflict, it is necessary to consider the social trust levels of the general populations in both states. International conflict settlement requires public support at the domestic level. If a state’s general population perceives the potential dangers of a settlement as too severe, the conclusion of a peace agreement will be difficult. We argue that high levels of social trust allow citizens (1) to favor more conciliatory foreign policies and (2) to be more optimistic about the future behavior of other states. In democratic settings, these public attitudes serve as powerful constraints for decision makers. As a result, high aggregate levels of social trust should be directly related to concession-granting behavior by democracies as well as effective dispute settlement among jointly democratic dyads. We test these expectations with a new aggregate-level measure of social trust and find mixed support for our hypotheses: While trust does not influence the behavior of challenger states, it does have strong effects on democratic target states and jointly democratic dyads.     

Quality Management in Public-Sector Organizations: Evidence from Six EU Countries

Although there is considerable evidence for the hypothesis that an efficient use of management techniques is the key to a good public service delivery, a lot of studies come to the conclusion that there is only partial, reluctant implementation or even a general lack of the use of such techniques by public managers. This paper examines the determinants for the use of quality management techniques in public sector organizations from six EU countries. It turns out that especially more organizational autonomy and result control appear to be of importance while, surprisingly, the combination of these variables leads to negative results.     

新时代的机构编制管理:战略定位、辩证关系与改革路径

机构编制管理关系到行政成本的高低和行政机构的效能。机构编制管理中的突出问题在于编制配置不科学、不合理,规范化和制度化建设相对滞后。新时代的机构编制管理需要站在治国理政和治理能力现代化的战略高度,平衡“管牢”与“管活”双重目标,处理好事业发展需要与总量控制、“条线”要求与编制管理整体、短期成效与长期成本、编制增加与编制减少、编制管理部门收紧与财政部门宽松之间的辩证关系。在此基础上,通过立法保障、全盘统筹、规划引领、观念更新、机制联动等多维度改革为国家治理能力现代化奠定坚实的组织基础。     

监狱企业财务管理存在的问题与对策

随着监狱体制改革的实施，监狱企业开始成为真正的经营和理财主体，但目前监狱企业财务管理还不能很好地适应体制改革的要求。因此，必须认真分析监狱企业财务管理中存在的问题，研究强化监狱企业财务管理的对策，从而推动监狱事业不断向前发展。     

Of ‘Strong’ Leadership,Crisis Communication,and Pooper Scoopers: Change in the Queensland Public Service Under Newman

Governments have historically offered their workforce a public service bargain founded on stable pay and conditions and job security. However, while the Westminster system aims for public service employment to be protected from the whims of government, public servants are nonetheless affected by the political environment in which they operate and changes to this bargain can occur with a new government. This paper focuses on a Queensland public service change process that resulted in large‐scale forced redundancies, non‐renewal of temporary contracts, and legislative changes that nullified the provisions in job security, organisational change, and redundancy policies. Using communication as a lens through which to understand leadership, it examines how the government communicated with the public service about this organisational change, immediately before and after the 2012 election. In particular, through analysis of public and media commentary, speeches and Hansard records, it examines Premier Newman's change leadership and communication by contrasting pre‐election messages to the public service with post‐election messages about the public service and the justifications for change during this period of downsizing. This analysis is used to reflect on political leadership, communication, fair treatment, and trust in public service change.     

城管主体的多维构设——寻求组织合理化的部门、层级和内部设置

在当前城管执法所面临的诸多问题中,主体设置问题显得格外重要却又复杂难解,且呈现出鲜明的多维样态:在横向维度上,主要表现为城管主体在地位上是与其他工作部门平行还是属于下设机构,在管理权和执法权的统合上是独立行使还是合署办公,在履行职责的过程中如何与其他部门衔接乃至于协调配合;在纵向维度上,主要表现为城管主体在国务院和省级政府中是否应当设置以及如何设置,在市区街道中层级数量和执法权限等应当如何处理;而在内部设置上,主要表现为城管内部由哪些机构组成,某些机构的职能界限和特性,以及执法队伍的地位、性质和编制方面的问题。对照现有的大城管立法例,探寻组织合理化的部门、层级和内部设置,是最大限度地发挥城管职能的必经环节。     

Are Power Asymmetries a Reason for the State to Intervene?

Power asymmetries between farmers and slaughterhouses have led the Swiss government to install an independent agency that evaluates the quality of pig and cattle carcasses. This case is used to explore public interventions to mitigate power asymmetries. The independent classification is described and its economic rationale explored. The positions of the most important stakeholders in the system are depicted and the counter-arguments analyzed by objective hermeneutics. It is concluded that public interventions against power asymmetries are no panacea but can be useful to create a just and effective system.     

浅谈物业工会组织在管理中的作用

物业管理是一项服务性很强的工作.物业工会组织可以将工会工作与物业管理高度契合,通过扩大工会工作范畴、拓展功能、延伸服务,在服务职工的同时,服务于企业发展、服务于社会和谐建设.