National Academies Press: OpenBook

Enhancing Organizational Performance (1997)

Chapter: Appendix C: Biographical Sketches

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Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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C Biographical Sketches

JEROME E. SINGER (chair) is professor and chair of the Department of Medical and Clinical Psychology at the Uniformed Services University of the Health Sciences. He has taught at the Pennsylvania State University and the State University of New York at Stony Brook. He has been a visiting scholar at the University of New York at Stony Brook and at the Educational Testing Service, a guest researcher at the University of Stockholm, a staff associate at the Social Science Research Council, and study director at the National Research Council. He has been the recipient of the American Association for the Advancement of Science's sociopsychological prize and the outstanding contributor award of the Division of Health Psychology of the American Psychological Association. He was founding editor of the Journal of Basic and Applied Social Psychology and co-editor of the two-monograph series, Advances in Environmental Psychology and Handbook of Psychology and Health. He has a B.A. in social anthropology from the University of Michigan and a Ph.D. in psychology from the University of Minnesota.

JANICE M. BEYER is Rebecca L. Gale centennial professor in business and professor of sociology at the University of Texas in Austin. She was the 1996 recipient of the university's award for outstanding research contributions from the Graduate School of Business and has been named to the harkins and Company Centennial Chair in Business Administration effective September 1, 1996. She earlier served as professor of organizational behavior at the State University of New York at Buffalo and professor of management at New York University. Her current research interests focus

Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

on the cultures of work organizations and organizational change. She has served as editor of the Academy of Management Journal and is currently a member of the editorial boards of the Administrative Science Quarterly and the Journal of Quality Management. She also has been president of the Academy of Management and of the International Federation of Scholarly Associations in Management. She is a fellow of the Academy of Management and holds a Ph.D. in organizational behavior from Cornell University.

NICOLE WOOLSEY BIGGART is professor of management and sociology at the University of California, Davis. Her research has been concerned largely with the social structure bases of economic organization. Her book Charismatic Capitalism: Direct Selling Organizations in America examined the ways in which the direct selling industry makes economic use of the social relations of distributors. She has written about the network relations of the Japanese, South Korean, and Taiwanese economies and is the author, with Gary Hamilton and Marco Orru, of Economic Organization of East Asia. Her publications have appeared in the American Journal of Sociology, Administrative Science Quarterly, Social Problems, and elsewhere. In 1996 she was Arthur Andersen distinguished visitor at the Judge Institute of Management Studies, Cambridge University, England. She holds a Ph.D. from the University of California, Berkeley.

W. WARNER BURKE is professor of psychology and education and chair of the Department of Organization and Leadership at Teachers College, Columbia University (since 1979). He earlier served as professor and chair of the Department of Management at Clark University, executive director of the Organization Development Network, and an executive for eight years at the NTL Institute for Applied Behavioral Science. He was editor of Organizational Dynamics (1978-1985) and of The Academy of Management Executive (1986-1989). He is a fellow of the Society for Industrial/Organizational Psychology, the American Psychological Society, and the Academy of Management. He was awarded NASA's public service medal and the American Society for Training and Development's distinguished contribution to human resource development award. He is a diplomat in industrial/organizational psychology, American Board of Professional Psychology, and has published over 90 articles and 13 books. His research interests include leadership, organization change, and interorganizational relations. He holds a Ph.D. in social psychology from the University of Texas, Austin.

KIM S. CAMERON is professor of organizational behavior and associate dean in the Marriott School of Management at Brigham Young University. Previously, he was professor of organizational behavior and human resource management at the University of Michigan. He is currently conducting

Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

research on downsizing and redesign in several manufacturing organizations, and he is investigating organizational quality and performance in higher education and business organizations. He has been a past department chair and director of the University of Michigan's Management of Managers Program and Managing Critical Issues Programs. He actively consults with a variety of business, government, and educational organizations in North America, South America, and Europe. He has been a Fulbright distinguished scholar and a recipient of the outstanding educator award presented by the Organizational Behavior Teaching Society. He has M.A. and Ph.D. degrees from Yale University.

DAVID L. DeVRIES is co-president of Kaplan DeVries Inc., where he is focused on the issues of selection and development with senior-level executives. He served from 1975 to 1990 in various management roles at the Center for Creative Leadership in Greensboro, North Carolina. At the center, he led teams in tackling issues of executive development, creativity in organizations, managerial feedback, and the creation of innovative executive educational tools (e.g., behavioral simulations). Since 1990 he has retained a role at the center as a senior fellow. He taught at Johns Hopkins University from 1970 to 1975, where he conducted research on self-managing teams. He has published widely on selected topics in the psychological and management literatures, and has consulted with such organizations as IBM, Ford, EPA, Westinghouse Electric, Johnson & Johnson, Goodyear, General Electric, Bellcore, and the World Bank. He has also conducted workshops on selected topics—such as performance appraisal for human resource managers from over 400 organizations in the United States and Europe. He has a Ph.D. in social psychology from the University of Illinois.

PAUL F. DIEHL is professor of political science and was the 1993 Alan M. Hallene university scholar at the University of Illinois at Urbana-Champaign. He has held faculty positions at the University of Georgia and SUNY-Albany. His recent books include The Dynamics of Enduring Rivalries, International Peacekeeping, and Territorial Changes and International Conflict. He is the editor of 5 other books and the author of more than 60 articles on international security matters. He is the recipient of numerous grants and awards, including those from the National Science Foundation, the U.S. Institute of Peace, and the Lilly Foundation. His areas of expertise include the causes of war, United Nations peacekeeping, international law, and arms control. He has a Ph.D. in political science from the University of Michigan.

DANIEL DRUCKMAN is study director at the National Research Council and professor of conflict management at George Mason University. Previously

Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

he held senior positions at Mathematica, Inc., and Booz, Allen, and Hamilton and was a research scholar at the International Institute of Applied Systems Analysis in Laxenburg, Austria. He has also been a consultant to the U.S. Foreign Service Institute, the U.S. Arms Control and Disarmament Agency, and the U.S. Institute of Peace. His primary research interests are in the areas of conflict resolution and negotiation, nationalism, group process, nonverbal communication, and modeling methodologies, including simulation. He has published more than 100 articles on these topics and received the 1995 Otto Klineberg intercultural and international relations award from the Society for the Psychological Study of Social Issues. He currently serves on the editorial boards of the Journal of Conflict Resolution, International Negotiation, the Negotiation Journal, and the Journal of Applied Social Psychology and is an associate editor of Simulation & Gaming. He holds a Ph.D. in social psychology from Northwestern University.

GEORGE P. HUBER is the Charles and Elizabeth Prothro regents chair in business administration and the associate dean for research of the Graduate School of Business at the University of Texas at Austin. His current research focuses on organizational change, organizational design, and organizational decision making. His pioneering article, "The Nature and Design of Post-Industrial Organizations," was awarded first prize in an international prize competition sponsored by The Institute of Management Sciences in 1983. His coauthored article, "Fit, Equifinality, and Organizational Effectiveness," was selected as the best article of the year in the Academy of Management Journal for 1993. He is co-editor of Organizational Change and Redesign: Ideas and Insights for Improving Performance and Longitudinal Field Research Methods: Studying Processes of Organizational Change. He has held positions with the Emerson Electric Manufacturing Company, the Procter and Gamble Manufacturing Company, the U.S. Department of Labor, Execom Systems Corporation, and the Universities of California, Texas, and Wisconsin. He has served as a consultant to many corporations and public agencies and is a fellow of the Academy of Management and of the Decision Sciences Institute. He has a Ph.D. in administrative science from Purdue University.

ROBERT L. KAHN is a social psychologist at the University of Michigan, where he is now professor emeritus of psychology and of public health, as well as research scientist emeritus in the Institute for Social Research. His research has concentrated for many years on large-scale organizations, both their overall effectiveness and their effects on their members. His more recent work links organizational theory to international relations by treating organizations as models for nation states. He has been a fellow at the

Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

Center for Advanced Study in the Behavioral Sciences (Stanford) and at the American Academy of Arts and Sciences and the American Association for the Advancement of Science. He holds a Ph.D. degree from the University of Michigan and an honorary degree from the University of Amsterdam.

JAMES A. WALL Jr. is professor of management in the College of Business and Public Administration at the University of Missouri, Columbia. Before assuming his position at Missouri, he was associate professor at Indiana University and has been a visiting professor at Nanjing University in China. He is president of the International Association of Conflict Management and has served as the chair of the Conflict Management Division of the Academy of Management and as the executive officer of the International Association of Conflict Management. He is the author of Negotiation: Theory and Practice (1986) and Bosses (1987). His research includes articles on negotiation and mediation in journals such as the American Journal of Trial Advocacy, the Journal of Applied Psychology, the Journal of Conflict Resolution, the Journal of Dispute Resolution, the Journal of Experimental Social Psychology , and others. Currently, he is studying mediation in the People's Republic of China, South Korea, Japan, and Hong Kong. He holds a Ph.D. in business administration from the University of North Carolina, Chapel Hill.

JOHN M. WATTENDORF is a leadership and management development consultant with IBM Leadership Development, IBM HR USA. He retired from the U.S. Army in summer 1995 as a brigadier general and was awarded the distinguished service medal, the nation's highest award given to a member of the United States Army during peacetime. His military career included specialization in combat engineering, petroleum logistics, and leadership education. His service included combat in Vietnam as well as assignments in three foreign countries and in a variety of leadership, teaching, and staff positions. He served on the faculty of the United States Military Academy, West Point, for 16 years, culminating in his appointment as professor and head of the Department of Behavioral Sciences and Leadership. During his tenure at the Academy he served as director of West Point's first and only graduate program, the Eisenhower Program of Graduate Studies in Leadership Development. He also served as chairman of West Point's Human Resources Council and as a member of the Academic Board. He served as a human resources consultant to the highest levels of the U.S. Army and to other public service agencies, including the Los Angeles Police Department and the Association of Chiefs of Police for the state of New Jersey. He is a member of Phi Kappa Phi national honor society, the Beta Gamma Sigma national business honor society, and the Academy of Management. He holds a Ph.D. in sociology from Stanford University.

Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

MYRNA WILLIAMSON is a professional speaker, business consultant, and director of human relations for A & E Electronics of Alexandria, Virginia. She retired from the U.S. Army in 1989 following a 28-year career, during which she rose from second lieutenant to brigadier general. Her varied assignments included recruiting, staff assignments, training of officers and enlisted soldiers, personnel policy development, and command of soldiers around the world. She conducted Army basic training for Eskimos in Ground Self-Defense Forces in Tokyo and serving four years as U.S. delegate to a committee of the North Atlantic Treaty Organization. General Williamson serves as a member and past president of a college foundation and on several nonprofit boards. She is a summa cum laude graduate of South Dakota State University, from which she has been named ''distinguished alumna for professional achievement," and is included in Who's Who in America. She has an M.A. in human relations from the University of Oklahoma.

GARY YUKL is professor of management at the State University of New York at Albany. His research is primarily in the areas of leadership, power and influence, management development, and motivation. He is the author of a widely used textbook on leadership and has designed management development programs for many corporations and public sector organizations. Honors include two best paper awards at professional conferences, two best article awards, and the president's award for excellence in research from SUNY-Albany in 1992. He is a fellow of the American Psychological Association and the American Psychological Society. He has served on the editorial board of the Academy of Management Journal, the Academy of Management Review, the Journal of Applied Psychology and the Leadership Quarterly. He holds a Ph.D. in industrial-organizational psychology from the University of California, Berkeley.

Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×
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Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×
Page 270
Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×
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Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×
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Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×
Page 273
Suggested Citation:"Appendix C: Biographical Sketches." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×
Page 274
Next: Index »
Enhancing Organizational Performance Get This Book
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Total quality management (TQM), reengineering, the workplace of the twenty-first century--the 1990s have brought a sense of urgency to organizations to change or face stagnation and decline, according to Enhancing Organizational Performance. Organizations are adopting popular management techniques, some scientific, some faddish, often without introducing them properly or adequately measuring the outcome.

Enhancing Organizational Performance reviews the most popular current approaches to organizational change--total quality management, reengineering, and downsizing--in terms of how they affect organizations and people, how performance improvements can be measured, and what questions remain to be answered by researchers.

The committee explores how theory, doctrine, accepted wisdom, and personal experience have all served as sources for organization design. Alternative organization structures such as teams, specialist networks, associations, and virtual organizations are examined.

Enhancing Organizational Performance looks at the influence of the organization's norms, values, and beliefs--its culture--on people and their performance, identifying cultural "levers" available to organization leaders. And what is leadership? The committee sorts through a wealth of research to identify behaviors and skills related to leadership effectiveness. The volume examines techniques for developing these skills and suggests new competencies that will become required with globalization and other trends.

Mergers, networks, alliances, coalitions--organizations are increasingly turning to new intra- and inter-organizational structures. Enhancing Organizational Performance discusses how organizations cooperate to maximize outcomes.

The committee explores the changing missions of the U.S. Army as a case study that has relevance to any organization. Noting that a musical greeting card contains more computing power than existed in the entire world before 1950, the committee addresses the impact of new technologies on performance.

With examples, insights, and practical criteria, Enhancing Organizational Performance clarifies the nature of organizations and the prospects for performance improvement.

This book will be important to corporate leaders, executives, and managers; faculty and students in organizational performance and the social sciences; business journalists; researchers; and interested individuals.

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