The self-fulfilling prophecy leader: achieving the Metharme effect

Article Abstract:

Self-Altering Prophecies are expectations by a source person that when communicated lead to behaviours of a target person that would not have occurred had the prophecy not been made. When the prophecy is confirmed it is called a Self-Fulfilling Prophecy (SFP), when it is disconfirmed it is named a Self-Defeating Prophecy (SDP). The most well-known example of an SFP is probably that of Pygmalion, a sculptor who carved an ivory statue of a woman so beautiful that his treating it as it were alive caused it be become so. The living statue was named Galatea, and she became the wife of Pygmalion. The overall conclusion of literature reviews of the SFP in education is that an SFP effect undeniably exists. In this article an SFP leader model is presented that may be prescriptively used by leaders in the organization to create a new and energized organizational climate and culture. This change is named the Metharme effect, after the daughter of Pygmalion and Galatea.

Self-fulfilling prophecy

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Convergent dynamics in the production of organizational configurations

Article Abstract:

Organization theory lacks an adequate accounting for the processes that produce distinct structural configurations. This article interprets organization structure as an instantaneous correspondence between three analytical levels that simultaneously constrain and stimulate behaviour: infrastructure, sociostructure, and superstructure. Structuring results from a process of convergence across levels that produces distinct configurations and provides observers with a living record of the organization's historical development. This article explores the dynamics of convergence through a comparative case study of two organizations in the publishing industry. Both firms developed into stable structural configurations that were uniquely produced from historically specific accommodations. (reproduced by permission of the publisher)

Industrial organization

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Organizational control: an evolutionary perspective

Article Abstract:

Much of the literature on organizational control processes has traditionally been based on concepts of cybernetics, power, and authority. This article explores an alternative way of looking at the control phenomenon by introducing the idea of an evolutionary 'controlling' cycle. This idea is derived by modifying the basic organizing cycle (enactment, selection, retention) to a hierarchical form, with two distinct components. The model is then applied to understand the basic control model informing markets, bureaucracies and clans. The article concludes with some comments on the likely future directions of the bureaucratic mode of organizational control. (reproduced by permission of the publisher)

Industrial management

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