Bernard C Reimann
Biographic Data
| ID | 2735128 |
|---|---|
| NAME | Bernard C Reimann |
| GIVEN NAMES | Bernard C |
| FAMILY NAME | Reimann |
| SIGNATURE | REIMANN B C |
| AFFILIATIONS | Cleveland State University |
| VERIFIED | No |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 13 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1973 |
| LATEST PUBLICATION YEAR | 1979 |
| H-INDEX | 1 |
Parkinson Revisited
The substantial body of research on the correlates of the size of the support staff in organizations has produced highly inconsistent results. One reason for this may be that most researchers have focused on a single aggregate measure of support staff. A study of 20 manufacturing concerns confirmed a suspicion that the total size of support staff may be a very heterogeneous trait, and that treating it as one homogeneous variable may have resulted…
Dimensions of Organizational Technology and Structure
Based on a review of the literature on organization structure and technology, a model is developed for describing process technology along two dimensions: (1) the degree of use of mass-production technology, and (2) the degree of technical change. Results of a field study indicate that neither dimension of technology is very strongly related to structure. Rather the two dimensions of technology appear to interact in their relationship to structur…
Strategies of Administrative Control and Organizational Effectiveness
The results of a comparative study of thirty manufacturing firms in India indicated that the most effective organizations tended to choose a unidimensional strategy of administrative control. This strategy consisted of the use of formalized procedures to control decentralized decision-making with respect to both human and material resources. The least effective firms chose a similar strategy of control, however they emphasized mainly those proced…
Task Environment and Decentralization
A study of 19 Northeast Ohio manufacturing firms replicated the major result of a recent study of 30 industrial enterprises in India, in that management concern for task environmental agents was significantly related to the organizations' degree of decentralization. However, where this relationship had been linear in the Indian context, it was curvilinear in the shape of an inverted U in the U.S. setting. For relatively centralized firms a strong…
Task Environment, Decentralization and Organizational Effectiveness
Task Environment, Decentralization and Organizational Effectiveness
Dimensions of Organizational Technology and Structure
Based on a review of the literature on organization structure and technology, a model is developed for describing process technology along two dimensions: (1) the degree of use of mass-production technology, and (2) the degree of technical change. Results of a field study indicate that neither dimension of technology is very strongly related to structure. Rather the two dimensions of technology appear to interact in their relationship to structur…
Strategies of Administrative Control and Organizational Effectiveness
The results of a comparative study of thirty manufacturing firms in India indicated that the most effective organizations tended to choose a unidimensional strategy of administrative control. This strategy consisted of the use of formalized procedures to control decentralized decision-making with respect to both human and material resources. The least effective firms chose a similar strategy of control, however they emphasized mainly those proced…
Task Environment and Decentralization
A study of 19 Northeast Ohio manufacturing firms replicated the major result of a recent study of 30 industrial enterprises in India, in that management concern for task environmental agents was significantly related to the organizations' degree of decentralization. However, where this relationship had been linear in the Indian context, it was curvilinear in the shape of an inverted U in the U.S. setting. For relatively centralized firms a strong…
Task Environment, Decentralization and Organizational Effectiveness
Task Environment and Decentralization
A study of 19 Northeast Ohio manufacturing firms replicated the major result of a recent study of 30 industrial enterprises in India, in that management concern for task environmental agents was significantly related to the organizations' degree of decentralization. However, where this relationship had been linear in the Indian context, it was curvilinear in the shape of an inverted U in the U.S. setting. For relatively centralized firms a strong…
Strategies of Administrative Control and Organizational Effectiveness
The results of a comparative study of thirty manufacturing firms in India indicated that the most effective organizations tended to choose a unidimensional strategy of administrative control. This strategy consisted of the use of formalized procedures to control decentralized decision-making with respect to both human and material resources. The least effective firms chose a similar strategy of control, however they emphasized mainly those proced…
Dimensions of Organizational Technology and Structure
Based on a review of the literature on organization structure and technology, a model is developed for describing process technology along two dimensions: (1) the degree of use of mass-production technology, and (2) the degree of technical change. Results of a field study indicate that neither dimension of technology is very strongly related to structure. Rather the two dimensions of technology appear to interact in their relationship to structur…
Parkinson Revisited
The substantial body of research on the correlates of the size of the support staff in organizations has produced highly inconsistent results. One reason for this may be that most researchers have focused on a single aggregate measure of support staff. A study of 20 manufacturing concerns confirmed a suspicion that the total size of support staff may be a very heterogeneous trait, and that treating it as one homogeneous variable may have resulted…
Business (5 works) · Computer Science (4 works) · Economics (4 works) · Management (4 works) · Psychology (3 works) · Accounting and Organizational Management (2 works) · Decentralization (2 works) · Industrial organization (2 works) · Knowledge management (2 works) · Organizational structure (2 works)