Does management by objectives stifle organizational innovation in the public sector?

Abstract. Does management by objectives stifle organizational innovation in the public sector? The authors explore this possibility by describing five common characteristics of mbo and then contrasting them with four characteristics of innovative organizations. The comparison suggests that mbo -pressures lead to organizational stress that is often resolved by the creation of two working environments; one for the pursuit of innovative objectives, and one for the pursuit of regular objectives. This could lead to dysfunctionalism in the form of abandoned objectives-objectives that might have been achieved if mbo were not used. The authors conclude with four implications for public-sector managers: (1) the practice of including innovation objectives along with traditional objectives in the same set of objectives is questionable; (2) broader objectives, perhaps pointing in the general direction of the innovations sought, might be more productive in some cases than specific objectives; (3) possible incompatibility between mbo and innovation might be lessened if innovative ventures are pursued in ad hoc organizational structures; and (4) management by objectives and innovation are not necessarily compatible.     

The world population situation

Population experts appear to be reaching a consensus that there has been a perceptible decline over the last decade in the growth of the world's population. The decline is accounted for by the "new demographic transition" in the less developed countries (LDCs). The decline in fertility rates began in the 1950s in some LDCs and became more widespread during the 1970s. The process has not yet begun in many of the LDCs. During the 1960s it was observed that the declines in birth rates (to levels of 30 of less per 1000) were occurring mostly in small countries. Many of these countries were islands with levels of social and economic development above the developing country average. The key question is whether the recent downward trend in fertility in LDCs will continue, stabilize at the current level, or rise again. A primary concern about the future is that the poorer and less developed countries will end up with an increasing share of the world's population, with the share of the developed countries declining from 34% to 22% over the 1950-2000 period. Considerable differential exists in demographic growth patterns among various regions. The 12 largest LDCs (China, India, Indonesia, Brazil, Bangladesh, Pakistan, Nigeria, Mexico, Vietnam, Philippines, Thailand, Turkey) contain 55% of the current world population, and the fertility decline of these nations is expected to have the maximum impact. 7 of these countries have had fertility declines of 14-35%. The force of the "population momentum" must also be considered. Most developing country populations have a young age distribution with considerable potential for population growth even after the fertility level reaches a replacement level and the net reproduction rate equals 1.     

The practical labor lawyer: an employers' guide to strike contingency planning

An employer's capacity successfully to survive a strike will depend largely on the extent to which it has anticipated the strike and taken the steps necessary to defend against it. It is the purpose of this article to catalog the factors employers should consider in approaching an imminent strike and devising contingency plans. It attempts to focus on the types of problems, legal and practical, that frequently arise in strike situations, and suggests certain measures that employers may adopt in preparing for, and defending against, the economic impact of a strike.