Skip to main content

ETHNOS_APP

Home • Search • Journals • List 0

Philip M Marcus

Biographic Data

ID86654
NAMEPhilip M Marcus
GIVEN NAMESPhilip M
FAMILY NAMEMarcus
SIGNATUREMARCUS P M
AFFILIATIONSMichigan State University
VERIFIEDNo
TOTAL WORKS16
TOTAL CITATIONS14
AUTHOR COUNT16
EDITOR COUNT0
FIRST PUBLICATION YEAR1959
LATEST PUBLICATION YEAR1987
H-INDEX3
  • Robert Henry Horwitz

    Philip M Marcus, Philip Marcus et al.•ARTICLE•PS Political Science & Politics•1987

    An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button

  • Absenteeism in an Organizational Context

    Open Access•Philip M Marcus, Catherine Smith et al.•ARTICLE•Work and Occupations•1985•Cited by: 4•References: 20

    Research on absenteeism has led to the development of models that emphasize individual-level variables of satisfaction and job involvement but fail to recognize the social framework of absenteeism. Most studies investigate chiefly blue-collar workers in fairly routinized jobs; few studies cross industrial and occupational lines to white-collar or professional work. Our social model examines absenteeism in terms of alternatives available to employ…

  • Structural Persistence in Proactive Organizations: The Case of Sexual Assualt Treatment Agencies

    Catherine Begnoche Smith, Catherine Smith et al.•ARTICLE•Journal of Social Service Research•1984•Cited by: 1

    Data from 36 well-established services and newly formed proactive agencies offering some services to adult rape victims are used to test our arguments that proactive organizations more than other service agencies use volunteers, make use of personal referrals to specific individuals in serving clients, educate the public, and secure more commitment of staff to the task or goals of the agency and less to the specific agency itself. We question lif…

  • The Study of Organizations

    Philip M Marcus, Daniel Katz et al.•ARTICLE•Contemporary Sociology A Journal…•1982

  • The Visible Hand: The Managerial Revolution in American Business

    Philip M Marcus, Alfred D Chandler•ARTICLE•Contemporary Sociology A Journal…•1980

  • Bureaucracy in Education

    Philip M Marcus, James G Anderson•ARTICLE•Social Forces•1970

  • Institutions, Organizations, and Mass Society

    Philip M Marcus, Don Martindale•ARTICLE•American Sociological Review•1966•Cited by: 2

  • Union Conventions and Executive Boards: A Formal Analysis of Organizational Structure

    Philip M Marcus•ARTICLE•American Sociological Review•1966•Cited by: 4

    choose among these in some rational manner? Perhaps we may have to fall back on the criterion of simplicity, as ambiguous as this may be in many instances. If a theory such as that of status inconsistency can yield a large number of predictions about diverse dependent variables, and if no other single alternative can do so, then one would ordinarily prefer the simpler more all-inclusive theory. For example, if it were predicted that inconsistenci…

  • Small Social Groups in England: A Real Life Study.Margaret Philips , Bryan Wilson

    Philip M Marcus•ARTICLE•American Journal of Sociology•1966

  • Control in Modern Organizations

    Philip M Marcus, Dora Cafagna•ARTICLE•Public Administration Review•1965

  • American's Forgotten Labor Organization. Arthur B. Shostak

    Philip M Marcus•ARTICLE•American Journal of Sociology•1964

  • Social Science Approaches to Business Behavior. Chris Argyris , Robert Dubin , Mason Haire , R. Duncan Luce , W. Lloyd Warner , William Foote Whyte , George B. Strother

    Philip M Marcus•ARTICLE•American Journal of Sociology•1963

  • Trade Union Development and Industrial Relations in the British West Indies. William H. Knowles

    Philip M Marcus•ARTICLE•American Journal of Sociology•1961

  • Supervision and Group Process

    Philip M Marcus•ARTICLE•Human Organization•1961

    Approximately a decade ago the Survey Research Center at Ann Arbor, Michigan studied the effect of different styles of supervision upon productivity and morale among workers. Supervisors stressing work output had groups with lower production than supervisors who were more group oriented and cared for subordinates' needs and welfare. The latter liked their jobs better and had higher morale than workers under the production-centered supervisors. Wh…

  • Expressive and Instrumental Groups: Toward a Theory of Group Structure

    Philip M Marcus•ARTICLE•American Journal of Sociology•1960•Cited by: 3

    Research conducted in natural settings shows that the environment will influence the internal dynamics of group life. Hypotheses based upon data gathered from four work groups interrelate the empirical findings. A group perceiving its environment as bland or friendly develops a pyramidal structure with a task leader at the vertex; a group, interpreting its environment as threatening, clusters about a social-emotional leader who is the hub of a wh…

  • Social Structure and Personality in the Factory. Paul Lafitte Behavior of Industrial Work Groups: Prediction and Control. Leonard R. Sayles The Motivation, Productivity, and Satisfaction of Workers: A…

    Philip M Marcus•ARTICLE•American Journal of Sociology•1959

  • Absenteeism in an Organizational Context

    Open Access•Philip M Marcus, Catherine Smith et al.•ARTICLE•Work and Occupations•1985•Cited by: 4•References: 20

    Research on absenteeism has led to the development of models that emphasize individual-level variables of satisfaction and job involvement but fail to recognize the social framework of absenteeism. Most studies investigate chiefly blue-collar workers in fairly routinized jobs; few studies cross industrial and occupational lines to white-collar or professional work. Our social model examines absenteeism in terms of alternatives available to employ…

  • Union Conventions and Executive Boards: A Formal Analysis of Organizational Structure

    Philip M Marcus•ARTICLE•American Sociological Review•1966•Cited by: 4

    choose among these in some rational manner? Perhaps we may have to fall back on the criterion of simplicity, as ambiguous as this may be in many instances. If a theory such as that of status inconsistency can yield a large number of predictions about diverse dependent variables, and if no other single alternative can do so, then one would ordinarily prefer the simpler more all-inclusive theory. For example, if it were predicted that inconsistenci…

  • Expressive and Instrumental Groups: Toward a Theory of Group Structure

    Philip M Marcus•ARTICLE•American Journal of Sociology•1960•Cited by: 3

    Research conducted in natural settings shows that the environment will influence the internal dynamics of group life. Hypotheses based upon data gathered from four work groups interrelate the empirical findings. A group perceiving its environment as bland or friendly develops a pyramidal structure with a task leader at the vertex; a group, interpreting its environment as threatening, clusters about a social-emotional leader who is the hub of a wh…

  • Institutions, Organizations, and Mass Society

    Philip M Marcus, Don Martindale•ARTICLE•American Sociological Review•1966•Cited by: 2

  • Structural Persistence in Proactive Organizations: The Case of Sexual Assualt Treatment Agencies

    Catherine Begnoche Smith, Catherine Smith et al.•ARTICLE•Journal of Social Service Research•1984•Cited by: 1

    Data from 36 well-established services and newly formed proactive agencies offering some services to adult rape victims are used to test our arguments that proactive organizations more than other service agencies use volunteers, make use of personal referrals to specific individuals in serving clients, educate the public, and secure more commitment of staff to the task or goals of the agency and less to the specific agency itself. We question lif…

  • Social Structure and Personality in the Factory. Paul Lafitte Behavior of Industrial Work Groups: Prediction and Control. Leonard R. Sayles The Motivation, Productivity, and Satisfaction of Workers: A…

    Philip M Marcus•ARTICLE•American Journal of Sociology•1959

  • Expressive and Instrumental Groups: Toward a Theory of Group Structure

    Philip M Marcus•ARTICLE•American Journal of Sociology•1960•Cited by: 3

    Research conducted in natural settings shows that the environment will influence the internal dynamics of group life. Hypotheses based upon data gathered from four work groups interrelate the empirical findings. A group perceiving its environment as bland or friendly develops a pyramidal structure with a task leader at the vertex; a group, interpreting its environment as threatening, clusters about a social-emotional leader who is the hub of a wh…

  • Trade Union Development and Industrial Relations in the British West Indies. William H. Knowles

    Philip M Marcus•ARTICLE•American Journal of Sociology•1961

  • Supervision and Group Process

    Philip M Marcus•ARTICLE•Human Organization•1961

    Approximately a decade ago the Survey Research Center at Ann Arbor, Michigan studied the effect of different styles of supervision upon productivity and morale among workers. Supervisors stressing work output had groups with lower production than supervisors who were more group oriented and cared for subordinates' needs and welfare. The latter liked their jobs better and had higher morale than workers under the production-centered supervisors. Wh…

  • Social Science Approaches to Business Behavior. Chris Argyris , Robert Dubin , Mason Haire , R. Duncan Luce , W. Lloyd Warner , William Foote Whyte , George B. Strother

    Philip M Marcus•ARTICLE•American Journal of Sociology•1963

  • American's Forgotten Labor Organization. Arthur B. Shostak

    Philip M Marcus•ARTICLE•American Journal of Sociology•1964

  • Control in Modern Organizations

    Philip M Marcus, Dora Cafagna•ARTICLE•Public Administration Review•1965

  • Institutions, Organizations, and Mass Society

    Philip M Marcus, Don Martindale•ARTICLE•American Sociological Review•1966•Cited by: 2

  • Union Conventions and Executive Boards: A Formal Analysis of Organizational Structure

    Philip M Marcus•ARTICLE•American Sociological Review•1966•Cited by: 4

    choose among these in some rational manner? Perhaps we may have to fall back on the criterion of simplicity, as ambiguous as this may be in many instances. If a theory such as that of status inconsistency can yield a large number of predictions about diverse dependent variables, and if no other single alternative can do so, then one would ordinarily prefer the simpler more all-inclusive theory. For example, if it were predicted that inconsistenci…

  • Small Social Groups in England: A Real Life Study.Margaret Philips , Bryan Wilson

    Philip M Marcus•ARTICLE•American Journal of Sociology•1966

  • Bureaucracy in Education

    Philip M Marcus, James G Anderson•ARTICLE•Social Forces•1970

  • The Visible Hand: The Managerial Revolution in American Business

    Philip M Marcus, Alfred D Chandler•ARTICLE•Contemporary Sociology A Journal…•1980

  • The Study of Organizations

    Philip M Marcus, Daniel Katz et al.•ARTICLE•Contemporary Sociology A Journal…•1982

  • Structural Persistence in Proactive Organizations: The Case of Sexual Assualt Treatment Agencies

    Catherine Begnoche Smith, Catherine Smith et al.•ARTICLE•Journal of Social Service Research•1984•Cited by: 1

    Data from 36 well-established services and newly formed proactive agencies offering some services to adult rape victims are used to test our arguments that proactive organizations more than other service agencies use volunteers, make use of personal referrals to specific individuals in serving clients, educate the public, and secure more commitment of staff to the task or goals of the agency and less to the specific agency itself. We question lif…

  • Absenteeism in an Organizational Context

    Open Access•Philip M Marcus, Catherine Smith et al.•ARTICLE•Work and Occupations•1985•Cited by: 4•References: 20

    Research on absenteeism has led to the development of models that emphasize individual-level variables of satisfaction and job involvement but fail to recognize the social framework of absenteeism. Most studies investigate chiefly blue-collar workers in fairly routinized jobs; few studies cross industrial and occupational lines to white-collar or professional work. Our social model examines absenteeism in terms of alternatives available to employ…

  • Robert Henry Horwitz

    Philip M Marcus, Philip Marcus et al.•ARTICLE•PS Political Science & Politics•1987

    An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button

Political science (8 works) · Sociology (8 works) · Economics (6 works) · Law (6 works) · Business (5 works) · Psychology (5 works) · Art (4 works) · Computer Science (4 works) · Management (4 works) · Social Psychology (4 works)

Ethnos_APP • Open Source Project • MIT License • Frontend v2.0.0 • Privacy and Cookies • API Documentation: api.ethnos.app/docs • API Source Code: GitHub • DOI: 10.5281/zenodo.17049435 • Frontend Source Code: GitHub • DOI: 10.5281/zenodo.17050053 • cruz.rio.br • Expectantes Misericordiae