Assessing the Terrorist Threat: Impact of the Group's Organizational Design?

Each terrorist organization faces a critical tradeoff between effectively managing the organization's violent behavior while remaining secure from counterterrorism efforts. Drawing on organization theory and terrorism literature, this article develops theoretical linkages between the organizational design of a terrorist group and this critical tradeoff. It considers the impact of four key design parameters: membership, operational space and time, formalization, and centralization. The first two structural parameters construct the physical anatomy of a terrorist organization. The latter two structuring parameters prescribe or restrict the behavior within this organizational context. Net advantages by means of rising structural design parameter values are increasingly offset by the organizational strength and security vulnerabilities that inherently follow from the rising structuring parameters.     

Modernization and Change in Social Housing: The Case for an Organizational Perspective

It is argued that past approaches to the research of housing policy and housing organizations are now inadequate and unable to provide a clear explanation of modernization and change. The modernization of social housing is associated with changing core organizational competencies and the movement towards a variety of partnership approaches. In response we develop a tripartite theoretical framework based around new institutional economics, strategic management and institutional theory. An exploratory review of the evidence at a sectoral level (examining social housing as a field, regulation and the profession) and the organizational level (focusing upon changing organization behaviour) is used to illustrate the legitimacy of this approach. In conclusion a research agenda is outlined.     

INFORMATION DEPENDENCY THEORY: FURTHERING THE UNDERSTANDING OF A MANAGER'S PREDILECTION TO USE GENDER AS A BASIS FOR PAY AND ORGANIZATION HIERARCHICAL LEVEL DECISIONS

The predilection to use gender as a basis for pay and organization hierarchical level decisions has emerged as a significant topic in management literature. Related issues are the theories of information dependency and gender segregation. This article discusses the theoretical foundations of information dependency theory confirming the importance of subordinates' control of resources, including performance capabilities. Insights gained through this study may provide business professionals with the ability to recognize and avoid the use of gender as a basis for pay and hierarchical level within both the organizational and managerial contexts.     

POWER, RATIONALITY AND LEGITIMACY IN PUBLIC ORGANIZATIONS

In this paper we propose answers to the research question: how does power shape the construction of legitimacy in the context of public organizations? We suggest that while organizational structures of dominancy will be embedded, not all structures of dominancy align with those that are normatively presented as legitimate and authoritative. Such situations make the creation and sustenance of legitimacy problematic for organizational action. This paper advances our understanding of the relation between power, rationality and legitimacy by showing how structures of domination recursively constitute, and are constituted by, legitimacy that may not be authoritative. We show, empirically, how these relations prevented a police organization from reforming by breaking the recursive patterns of domination and legitimization. Theoretically, we argue that understanding organizational change must be connected to issues of power and legitimacy.     

The oakland hiv/aids planning council: Its organizational form and environment

An observational study of the Oakland Eligible Metropolitan Area and its Ryan White CARE Act Title I HIV health services planning council, officially known as the Alameda/Contra Costa HIV Planning Council, has been in progress since October 1992. Until June 1994, the Oakland planning council had a bifurcated organizational structure, with a component council for Alameda County and a component council for Contra Costa County. This case study focuses primary on the Alameda Component Planning Council (ACPC) and reveals that since its inception, the ACPC has struggled with numerous difficult issues, including volunteer membership, part-time staff support, membership selection and composition, conflict of interest, tensions among competing interest groups, conflicting demands from patientsJconsumers, and tensions among competing service delivery organizations. In spite of the substantial effort required to address these issues, the ACPC managed to fulfill its basic responsibilities of prioritizing the service needs of HIV-infected persons in the community and allocating funds to service providers to meet those needs. Over time, however, dealing with these issues took its toll on the planning council, resulting in a near complete turnover of members within 18 months. One reason that the planning council survived may be due to its unusual organizational form, which fits closely the definition of a minimalist organization. This form of organization is flexible and very efficient at adapting to changes in its environment. Previous studies of such minimalist organizations, however, have examined organizations functioning in stable, non-competitive environments. Whether HIV planning councils with this particular organizational form will be able to survive over a long period of time in turbulent environments is an important question for future research.     

CHANGE IN THE MANAGEMENT OF PUBLIC SERVICES

This article identifies the main themes in recent changes in public sector management and shows the extent of the challenge to past organizational assumptions. While recognizing the objectives of the changes could bring benefits if realized, it argues that there are a series of issues that are unresolved. The language of consumerism, the development of government by contracts, the form of performance management and the use of quasi-markets are seen as creating problems. These are seen as deriving from an attempt to apply approaches drawn from the private sector to the public domain. It is argued that they need to be balanced by approaches that recognize the values of the public sector.     

How Does Sustainability-Oriented Human Resource Management Work?: Examining Mediators on Organizational Performance

This study proposes a path model with a set of intermediary outcomes, namely, teamwork, employee satisfaction, and work motivation, to explain how the practices of sustainability-oriented HRM affect organizational performance. The analysis of 2015 Federal Employee Viewpoint Survey reveals that the three practices of sustainable management identified from the literature had indirect effects on organizational performance through a complex interaction among the three intermediate outcomes. In addition, it is found that diversity program has a negative total effect on performance. These findings imply that organizational justice and work/life balance program will lead to an increase in performance by strengthening the backbone of organization. Additionally, conducting the diversity programs for achieving democratic values may entail the cost of diminishing organizational performance probably in the short run.     

Organization theory as ideological battleground in the year 2000

Organization theorists have always been divided among departments of political science, public administration, business, and so on, but they have traditionally shared a common acceptance of the natural science model as the vehicle for building new knowledge. The growth of nontraditional approaches to organization theory has led to conflict between mainstream and dissenting theorists on two levels: First, is the choice of topics to be studied a value-neutral decision, or is it a subtle way of promoting a traditional ideological agenda? Second, is the scientific method itself a vehicle for subtly introducing a bias into organization theory scholarship? The gap between mainstream and nontraditional scholars is wide and becoming wider; sadly, the prospects are bleak for a synthesis of these two approaches.     

UNDERSTANDING LOCAL GOVERNANCE: INSTITUTIONAL FORMS OF COLLABORATION

The article discusses institutional forms of governance, understanding governance as hybrid forms of collaboration, involving government, market actors and/or civil society actors. By utilizing data from a study made of three Norwegian cities, six collaborative efforts are presented, and discussed in relation to analytical characteristics derived from both network theory and organizational theory. This analysis illustrates that these collaboration efforts can, on the one hand, be understood as something located between networks and organizations. On the other hand, one may argue they belong to none of the two theoretical categories, implying the need for new theories regarding collaboration. These observations are followed by some theoretical reflections about how democratic governments can influence collaborations, and ensure that the common will can actually become real.     

Transformational change using stratified systems theory

It is argued that leaders and other change agents will be able to transform organizations and the members of organizations only if they possess compelling explanatory frameworks for viewing organizational behavior, structure and dynamics. To illustrate this point, the stratified systems theory of Elliott Jaques is presented in the context of an organizational intervention. The “vision” promoted by stratified systems theory enabled an outside consultant to transform the leadership of an ailing social services agency and was useful in explaining the inability of the organization's administrator and board of directors to act transformationally during a period of rapid change     

DIFFUSION OF STANDARDS: THE IMPORTANCE OF SIZE,REGION AND EXTERNAL PRESSURES IN DIFFUSION PROCESSES

Organizational standards or guidelines, although commonly applied in public sector organizations, are rarely studied systematically. We report insights gained here into the circumstances present when organizations adopt standards by studying the diffusion of the Common Language Standard (CLS). Neo‐institutional organization theory constitutes the theoretical framework, which highlights the empirical phenomenon that standards occasionally spread extremely rapidly to some – but not all – organizations within the same field. Empirical evidence from quantitative surveys of civil servants and elected officials in Danish municipalities is used to analyse the field and organizational levels. The levels of external pressure and organizational resources are important in order to understand why some municipal organizations have adopted the CLS whereas others have not. We find that the initial source of the standard as well as regional pressure play a strong role, something which contradicts other studies indicating that diffusion from organization to organization is more significant.     

Changing the Culture of a Hospital: From Hierarchy to NetworkedCommunity

This article is a case study of a large-scale change programme within an NHS hospital. Drawing upon ethnographic data collected over a two-year period of intensive research involvement, it tells how the hospital struggled to transform itself from a rigid and divided 'hierarchy' into a more flexible and collaborative 'networked community.' The paper describes the model of change devised for this purpose, and seeks to capture the lessons learned on the rocky road to network organizing. It concludes that the full potential of networks will only be realized if there are correspondingly dramatic changes in culture, relationships and skills, all of which have to be addressed as part of an overall organization development effort. Networks are more than just a new organizational form; they are also a new paradigm for the professional organization, which is encapsulated in the notion of the 'network culture.'     

‘We are this hybrid’: Members’ search for organizational identity in an institutionalized public–private partnership

There has been significant scholarly interest in organizational hybridity, the combination of multiple institutional logics in one entity. However, the extant research has mainly studied the implications for organizations and individuals, neglecting the challenges for organizational members as a collective. To mitigate, this article examines how members of a British institutionalized public–private partnership grapple with the question of what their organization may be, highlighting the confusion they are experiencing and their attempts to overcome it. Drawing on the concept of organizational identity (theorized as the outcome of collective sensemaking), the analysis identifies two mechanisms that recursively connect the organization and its members. Relational positioning draws on possible configurations of institutional logics and associated identity resources while discursive framing captures members’ hopes and expectations. The main contribution of this article is a better understanding of collective sensemaking in hybrid organizations in the light of institutional complexity.     

Can policy affect organization structure? yes,no, maybe,sometimes....

This article explores the relationship of policy to organizational structure. Using an interpretive paradigm, two military organizations are examined. One of these organizations is a National Guard Unit and the other is a department at a military base. The article explores two issues: what effects, if any, a change in environment has upon the organization; and to what extent organization structure is affected by a policy change. A dialectic between organizations and policy becomes apparent.     

The Causal Relationships among Transformational Leadership,Organizational Commitment,and Employee Effectiveness

This study investigates the structural relationships among transformational leadership practices, organizational commitment, and employee effectiveness. Path analysis was used to understand the direct and indirect effects of four transformational leadership components, three organizational commitment types, and two employee effectiveness types. The results indicated that transformational leadership, especially as regards idealization influence and inspiration motivation components, directly enhances employees' extra-role behaviors and indirectly enhance employees' desire to stay in an organization through internalization, identification, and exchange organization commitments.     

Introduction

In this Introduction, Larkin Dudley and Gary Wamsley reveal a dual intent in this project: to reprint the famous Papers on the Science of Administration and to celebrate critically Luther Gulick's contributions to public administration in order that the critique will help us understand ourselves and our conditions. Gulick's contributions as a man of action are praised, but his misplacement of an organizational conception upon a polity with a distinct constitutional design is questioned. In Dudley and Wamsley's view, American public administration is the study and practice of a key component of our governance process, misfounded on a concept of management in monocentric, hierarchical settings and on a focus of power of an elected executive. From the work of the other writers of this symposium, the authors tease out further some of the contradictions in hierarchy and democracy. Finally, they note that Gulick himself at the age of 93 published a repudiation of his early notions of organization based on hierarchy and, instead, called for a more democratic and participatory system in all agencies.     

The information-based organization: new dimensions for the public manager

Public management education should reflect the tremendous organizational changes brought about by information technologies and their applications. Increasing penetration of information technologies and the need for well-considered approaches to use those technologies will pose new opportunities and obstacles for public managers. This paper describes three key skill areas for curriculum consideration: information technology management, information management, and human resource management.     

Notable Literature on Germany's Red Army Faction within the Context of Die RAF und der linke Terrorismus

The world is urbanizing rapidly, yet Western military forces have yet to come to terms with the peculiar demands of urban warfare. The harsh urban environment, particularly in the developing world, is an ideal arena for “asymmetrical” adversaries seeking to neutralize the technological, logistical, and organizational advantages currently enjoyed by modern military forces.

After examining some of the security implications of urbanization, this article explores three recent representative examples of urban warfare: Beirut (1982), Mogadishu (1993), and Grozny (1994–1995). In each case study, the organization, equipment, and training of the forces involved are examined, and conclusions are drawn about what types of military systems, munitions, and force structure were effective, and why.

The final section of the article draws together lessons from these case studies and from other accounts of urban battles in an effort to understand what is needed to improve military performance in this environment. The author concludes that greater effectiveness will require changes in organization and equipment; more important, it will also require a change in a military organizational culture that has largely ignored the challenge of fighting an asymmetrical adversary on urban terrain.     

Stepping Out: Rhetorical Devices and Culture Change Management in the UK Civil Service

Organizational culture is the pattern of values and beliefs held by members of an organization and the management of culture is now one of the most frequently discussed of all organizational concepts. The excitement associated with culture is attributable to two factors. First, it is argued that culture is the key to organizational performance; simply stated, a strong organizational culture can be a source of competitive advantage. Second, culture is perceived as an alternative method of control to traditional and technocratic forms of management and can be manipulated to ensure that employees are enthusiastic and committed to organizational objectives.
Despite the extensive interest in this topic, culture remains an elusive concept. This paper investigates the nature of culture and considers strategies for introducing cultural change. Specifically, the aims of the paper are threefold. First, to locate and explain the interests and significance of culture change for the public sector. Second, using a case study of a newly created agency, to investigate the problems and issues affecting cultural change in the civil service. Third, to reassess and critically evaluate the claims for culture management made in the literature. Finally, this paper questions some of the assumptions in the literature, which with few exceptions are biased toward top management and the unitary conception of organization, an ideological frame of reference which is particularly problematic in the public sector.     

Organizational development in the third world: values,closeness of fit and culture-boundedness(1)

This paper seeks to counterbalance some common arguments about the role of organization development (OD) in Third World settings. OD is a value-laden technology and this raises the issues of the closeness of fit of specific OD approaches or designs to different cultures, histories and settings. Most organizational theorists recommend a close fit, based upon an overall characterization of OD and estimates of the features of macro-cultures such as nations or regions. This paper urges a more differentiated perspective, based on evidence that OD works, on balance, in a broad range of contexts. Specifically, OD designs/approaches are not homogeneous, and neither are the nation-states or organizations in which OD is applied. The paper suggests a number of ways in which OD practitioners might become more sensitive to different contexts and thereby improve their judgments about the advisability of making OD interventions.

Since its earliest days, OD has been concerned with the issue of degree of fit. OD is a normative, re-educative strategy,⁽²⁾ and, for that reason, practitioners agree that “there” will be different from “here” in pervasive ways. Thus many ODers speak of “a new social order at work”⁽³⁾ and envision a new tomorrow, either in progressive steps, or via some frame-breaking effort. The key issue underlying how to get from “here” to “there” involves choices of designs for learning or change which are sensitive to beginning “here” and also capable of inducing systemic movement toward “there.”

Four emphases will carry this paper beyond these generalizations about why and how OD is concerned with the closeness of fit between its values and different sites of application. An initial section briefly describes OD as value laden, and hence as potentially at cross-purposes with other value laden aspects of sites of application -- national or organizational cultures, managerial climates, small work groups and so on. The second section describes three models of the relationship between OD and existing cultures, climates or styles. In addition, extended consideration is given to four generalizations about OD in Third World settings, in which closeness of fit and culture-boundedness are of special significance. The generalizations relate to success rates, the primacy of process and interaction in OD, the significance of a systems perspective, and an emphasis on specific OD sites and OD interventions. The final section presents my personal views as practitioner about closeness of fit and how to minimize cross-cultural blind spots.

Neither OD designs nor cultures are homogeneous; and change objectives can differ radically from case to case in their urgency and acceptable probabilities of success, with each case requiring judgments to be made about closeness of fit. The available literature tends to oversimplify in posing such questions as:

Is OD exclusively culturally appropriate to North America?

Does nation A have a culture that constitutes a close fit to OD values/interventions?

Are close fits preferable to distal-fits?