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"Coye, Ray W"
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Mutiny and Its Bounty
Violent mutiny was common in seafaring enterprises during the Age of Discovery-so common, in fact, that dealing with mutineers was an essential skill for captains and other leaders of the time. Mutinies in today's organizations are much quieter, more social and intellectual, and far less violent, yet the coordinated defiance of authority springs from dissatisfactions very similar to those of long-ago shipboard crews. This highly original book mines seafaring logs and other archives of fifteenth- and sixteenth-century ship captains and discovers instructive lessons for today's leaders facing challenges to their authority as well as for other members of organizations in which mutinous events occur.The book begins by examining mutinies against great explorer captains of the Age of Discovery: Christopher Columbus, Ferdinand Magellan, Sebastian Cabot, and Henry Hudson. The authors then identify lessons that entrepreneurs, leaders, and other members may apply to organizational insurrections today. They find, surprisingly, that mutiny may be a force for good in an organization, paving the way to more collaborative leadership and stronger commitment to shared goals and values.
eBook
Using historic mutinies to understand defiance in modern organizations
Purpose - Guided by voice and leadership theory, this paper aims to articulate the underpinnings of upward defiance (competence deficiency; ignorance of concerns; structural gaps between echelons) and to describe the managerial actions that help depose those underpinnings.Design methodology approach - The paper analyzes 30 historic narrative accounts of actual mutinies. The journalistic accounts from bygone eras provide unparalleled insight into the basic dynamics of mutiny and provide novel insights into organizational defiance.Findings - The principal findings show that the underpinnings of mutiny in organizations derive from three foundations: disconnections between authority echelons, modes of addressing member disgruntlement, and the need for management to develop continuous competencies.Originality value - The paper goes beyond reports of mutinies in the popular press and lore by applying the findings to modern organizations.
Journal Article
The golden age: service management on transatlantic ocean liners
Purpose - The paper seeks to explore lessons in service delivery from an industry that no longer exists. The transatlantic passenger liner dramatizes some of the most unique challenges of service delivery. The ship itself was a delivery mechanism completely separated from support services. Customers were essentially contained for extended periods. Whereas all customers received the same core transportation service, peripheral services varied substantially by service class.Design methodology approach - Description of the historical context is followed by examinations of passenger and service provider perspectives to illustrate services expected and delivered. Primary and secondary source material is used to exemplify service management challenges.Findings - Socioeconomic and technological factors played major roles in delivery system design decisions. With stable and loyal workforces and well designed delivery systems, ocean liners were able to deliver service successfully to customer classes with widely varying expectations.Practical implications - Service management on ocean liners occupied a range of levels and intensity not found in current organizational contexts. The context provides modern practitioners pure consideration of complexities and service management implications.Originality value - The novel and isolated organizational aspects of transatlantic ocean liners is unique among organizations. Examination of service management in this context provides information of original value not available from examination of other kinds of organizations.
Journal Article
Managing customer expectations in the service encounter
Consumers of services have expectations about what they will receive from the delivery system. These expectations are beliefs about future events which, when compared with the perceived actual service delivered, are presumed to influence satisfaction and assessments of overall service quality. The purpose of this paper is to propose a model that outlines the process through which expectations operate at the point of delivery and provide a framework for future investigations. Implications for management practice focus on service provider behavior at the point of delivery and on control of cues that may influence consumer expectations once they have entered the delivery system. Directions for research include verification of model relationships and identification of specific types of cues that relate to attributes commonly considered in consumers' judgements of service quality.
Journal Article
An Exploration of Employee Participation Using a Scaling Approach
Organizations considering having their employees participate in workplace decision making are faced with significant decisions about the nature and extent of activities in such programs. In general, the managerial literature provides mixed reviews on the success of these types of programs. The present study examines, by means of Rasch model analysis, the experiences of a large sample of organizations undertaking a variety of participation-related activities. The results suggest that there is an underlying relationship among differing employee participation activities, and, consequently, attention must be given to the processes used to choose and implement those activities.
Journal Article
Mutiny and its bounty
\"Violent mutiny was common in seafaring enterprises during the Age of Discovery--so common, in fact, that dealing with mutineers was an essential skill for captains and other leaders of the time. Mutinies in today's organizations are much quieter, more social and intellectual, and far less violent, yet the coordinated defiance of authority springs from dissatisfactions very similar to those of long-ago shipboard crews. This highly original book mines seafaring logs and other archives of fifteenth- and sixteenth-century ship captains and discovers instructive lessons for today's leaders facing challenges to their authority as well as for other members of organizations in which mutinous events occur. The book begins by examining mutinies against great explorer captains of the Age of Discovery: Christopher Columbus, Ferdinand Magellan, Sebastian Cabot, and Henry Hudson. The authors then identify lessons that entrepreneurs, leaders, and other members may apply to organizational insurrections today. They find, surprisingly, that mutiny may be a force for good in an organization, paving the way to more collaborative leadership and stronger commitment to shared goals and values\"--
Book
An Exploratory Analysis of Employee Participation
In this study, the key factors in Edward Lawler's conceptualization of employee involvement are examined with respect to program c participative management efforts reported by Fortune 1000 firms. The results support the proposition that the degree of employee involvement existing within an organization is related to both the use of participative management programs and average participation within programs. In addition, the results support the contention that measurement issues continue to hinder efforts to clarify the definitional questions surrounding employee participation.
Journal Article
The Effectiveness of Personal Computers in Operations Management Education
Examines the pervasiveness of personal computers (PCs) in business which
has encouraged expanded use in the business-school environment. Although
the incorporation of computers in education increases realism and
facilitates computation, there are divergent views on the extent to
which their use enhances learning. Considers issues relevant to the
introduction of personal computers in the college teaching environment
and reports results of a study which evaluated learning outcomes of
groups using traditional methods and those using personal computers in
the teaching of production operations management. No differences in
learning outcomes were found, suggesting that caution is in order when
considering the nature and intensity of PC implementation programs in
the education setting.
Journal Article
Introduction
What is mutiny? It is when members of an organization defy and depose an incumbent leader. Mutineers intend to influence the operations of an organization via conflict, coordinated action, promotion of interests or values, or the seizure of power and influence. Although a mutiny can remove a leader, its aim is rarely to damage or destroy the organization. On the contrary, improving the organization is a more common objective.
Mutiny and leadership are organizational corollaries; during the period of their overlap the authority in an organization can invert precipitously. The event is usually intense and may involve reckless actions. Even
Book Chapter