Planning in organizations: Performance as a multi-level phenomenon

Mumford, Michael D.; Schultz, Rosemary A.; Osburn, Holly K.

doi:10.1016/s1475-9144(02)01026-3

Cited by 82 publications

(42 citation statements)

References 108 publications

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“…These findings for contingencies and restrictions errors were similar to those found when causes and goals errors occur in the processing overload work condition, with more time needed to engage in the search of cases. These findings are consistent with previous research because leaders identify causes and goals in much the same way as contingencies and restrictions (Thomas & McDaniel, 1990;Mumford, et al, 2002).…”

Section: ------------------------------------------Insert Table 3 Abosupporting

confidence: 91%

“…This information found in the "library" and how it is then used influences decisions that are made. Therefore decision making occurring during leaders planning processes is relevant in the discussion of errors (Berger & Jordan, 1992;Hammond, 1990;Hershey, Walsh, Read, & Chulef, 1990;Mumford, Schultz, & Osburn, 2002) and appropriate for the focus of this study.…”

Section: Decision Making and Planningmentioning

confidence: 99%

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Leader errors and the influence on performance: An investigation of differing levels of impact

Eubanks

Mumford

2010

The Leadership Quarterly

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Errors will inevitably occur when one is involved in decision making tasks with complex, illdefined problems. Qualitative research on this topic has illuminated the complex nature of problems faced by many leaders and organizations as they make decisions. Although this research has answered many questions about the nature of errors, empirical research on errors among leaders remains scarce. To further explore this topic, 170 undergraduates were assigned to one of five work conditions and asked to read three cases with initiating structure problems and three cases with consideration problems while taking on the role of the CEO in the scenario.Errors committed by leaders were examined to answer questions about how work conditions influence errors committed. Additionally, how these errors influence performance outcomes was also examined. Results indicated that work conditions paired with errors made by leaders influenced levels of performance. Under certain conditions, most notably process overload, errors led to negative performance. We also discuss the implications of these findings for understanding the influence of work conditions on errors committed and their combined influence on performance outcomes.

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confidence: 91%

Section: Decision Making and Planningmentioning

confidence: 99%

Leader errors and the influence on performance: An investigation of differing levels of impact

Eubanks

Mumford

2010

The Leadership Quarterly

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“…Thus, a leader's vision tells followers where to go but does not necessarily tell them how to get there. This point is noteworthy because it suggests that visioning is a distinct activity from planning-although a vision may provide a framework for plan formation (Mumford, Schultz, & Osburn, 2002). A plan is a form of situated cognition, cognition based on experiential analysis of a particular setting, which involves the forecasting of action outcomes under conditions imposed by relevant restrictions and contingencies, the specification of actions in a given context, the development of backup plans, and opportunistic implementation (Mumford, Schultz, & Van Doorn, 2001;Patalano & Siefert, 1997;Xiao, Milgram, & Doyle, 1997).…”

Section: Inf Luences On Vision Formationmentioning

confidence: 99%

The origins of vision: Effects of reflection, models, and analysis

Strange

Mumford

2005

The Leadership Quarterly

177

164

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“…In the planning skill, managers do not only lead the employees but at the same time involved in the planning process of the firm may it be tactical or strategic (Mumford et al, 2002).…”

Section: Skills and Experiencementioning

confidence: 99%

Appropriate criteria set for personnel promotion across organizational levels using analytic hierarchy process (AHP)

Castillo

Gitgano

Loo

et al. 2017

Int. J. Prod. Manag. Eng.

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Currently, there has been limited established specific set of criteria for personnel promotion to each level of the organization particularly among retail industries. This study is conducted in order to develop a personnel promotion strategy by identifying specific sets of criteria for each level of the organization. The complexity of identifying the criteria set along with the subjectivity of these criteria require the use of multi-criteria decision-making approach particularly the analytic hierarchy process (AHP). Results show that for first line management, the specific criteria set are: trustworthiness, job involvement, creative and innovative skills, younger generation, and family of businesses. For the middle management, the specific criteria set are: job involvement, creative and innovative skills, trustworthiness, family of business, and education credentialing. And for the top management, the specific criteria set are: strategic and organizational skills, organizational commitment, creative and innovative skills, content specific knowledge and skills, and strategic entrepreneurial connections. These intend also to help avoid mismatch of employee skills and competencies and their job, and at the same time eliminate the issues in personnel promotion such as favoritism, glass ceiling, and gender and physical attractiveness preference. The contribution of this work is in identifying relevant criteria in developing a personnel promotion strategy across organizational levels.

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Planning in organizations: Performance as a multi-level phenomenon

Cited by 82 publications

References 108 publications

Leader errors and the influence on performance: An investigation of differing levels of impact

Leader errors and the influence on performance: An investigation of differing levels of impact

The origins of vision: Effects of reflection, models, and analysis

Appropriate criteria set for personnel promotion across organizational levels using analytic hierarchy process (AHP)

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