Organizational dysfunctions of decline
Article Abstract:
Research performed to assess the degree to which negative organizational attributes are present during (and perhaps causing) organizational decline was based upon surveys of 334 universities and colleges, among which decline was defined based upon enrollment figures. Questionnaires were distributed among dominant internal members within these universities; the questionnaires focused on 12 negative attributes identified by earlier research in the area. The survey results indicate that: (1) indeed, declining organizations are more likely to display negative attributes than are stable or growing organizations; (2) however, these negative attributes (once thought to be evident only within declining organizations) also are present among many stable and growing organizations. Organizational perceptions of decline are also strongly influenced by the success, growth, or previous scarcity experienced by the organization.
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1987
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The romance of leadership and the evaluation of organizational performance
Article Abstract:
Leadership as a concept has become associated with larger-than-life qualities in business and non-business settings throughout the U.S., with leaders tending to take on heroic attributes in the minds of others. Two studies were performed to test these assumptions. The first research indicated that people will value performance results more highly when such results are attributed to leadership. The second study indicated that a halo effect exists for leadership attributes, in that if a person is perceived as a strong leader, personal shortcomings may go unnoticed and poor organizational performance will definitely remain unnoticed.
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1987
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Explaining the biasing effects of performance cues in terms of cognitive categorization
Article Abstract:
Observers' ratings of different phenomena connected to group processes are biased when raters do not get accurate feedback on a group's performance before evaluating the group. The research supports Phillips and Lord's examination of observer bias. Results show that ratings for both global evaluations and specific observable behaviors are biased with regard to the performance cues. The rated behavior's connection to the observer's notion of competence will be a better indication of bias than observability.
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1986
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