Deficiencies and the perpetuation of power: latent functions in management appraisal

Article Abstract:

Institutionalized procedures for management appraisal are considered to be necessary and appropriate devices which contribute to and are supported by rational-legal ideologies of organization. The operation of such appraisal systems, however, is frequently regarded as deficient. This article discusses three inter-related propositions. They are that: 1. the rational-legal procedures of appraisal systems contradict the social processes by means of which dominant organizational power groups emerge, cohere and are perpetuated; 1. management appraisal systems consequently come to operate in ways which manifestly are consistent with a rational-legal ideology, but which do not constrain the prerogatives of members of dominant power groups to define reality and manage affairs in their own interests; and that 3. his inconsistency fulfils a latent function of perpetuating deficiency in the operation of management appraisal systems. (reproduced by permission of the publisher)

Employee performance appraisals, Performance appraisals, Industrial psychology, Industrial-organizational psychology

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The strategic contingencies theory of power: multiple perspectives

Article Abstract:

The strategic contingencies theory of power proposed by Hickson et al. (1971) has been tested and compared to an alternate perspective. In the alternative perspective, the theory has been modified to include control of strategic contingencies as a moderating variable in the relationships between power and its determinants. A field study, using questionnaire and interview responses of 54 administrators at five universities, partially supports the modified theory. (Reprinted by permission of the publisher.)

Hickson, D.J.

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A longitudinal comparative study of two joint ventures

Article Abstract:

A longitudinal comparative study of two joint ventures in the oil transportation industry illustrate the importance of organizational leadership, networking, and proactive strategies in the face of an increasingly hostile operating environment. Secondarily, this article represents a methodological approach based on grounded theory that effectively examines the complexities associated with large-scale organizational dynamics. (Reprinted by permission of the publisher.)

Crude petroleum and natural gas, Management, Petroleum industry, Joint ventures, Social networks, Strategic planning (Business), Leadership

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