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The purpose of this paper is to address the following issues: first, the significance of the three independent variables (the chassis, trim, and assembly departments) on the three outputs (direct run loss first time capability, jobs per hour (JPH) lost, and injury rate); second, the optimal level of span of control based on the best achieved outputs; and third, whether increasing the span of control post 2009 improved manufacturing outputs in comparison with a span of control pre 2009.

The optimal level of span of control at the automotive Big Three (Chrysler LLC, Ford, General Motors) is investigated using design of experiments.

The analysis shows that the variables are significant for all outputs, except for chassis on injury. All three variables deteriorate as the span of control increases. The paper indicates that the lower the span of control the better the output variables.

Based on the recommendations given by the managers at the Big Three facilities visited, the top three variables that were utilized from the assembly facilities for this study are the span of control at the Chassis, Trim, and Assembly departments, and the outputs are Direct Run Loss First Time Capability, JPH Lost, and Injury Rate.

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.

The purpose of this paper is to report a study of the relationship between Leader‐Member Exchange (LMX) and span of control. The paper argues that depending on their extraversion, conscientiousness, and agreeableness, some leaders will find it easier to establish and maintain LMX relationships with their followers in larger groups.

A survey was conducted among 52 leaders and 389 followers. As matched data were used, the final sample consisted of 244 individual employees who worked in 41 different groups.

Results show that extraversion, conscientiousness, and agreeableness moderate the relationship between span of control and various dimensions of LMX. The results for agreeableness, however, were in the opposite direction than expected.

The moderation effects that were found for leader personality indicate that organizations could foster LMX relationships by selecting leaders with certain personality patterns for larger groups or taking care to train leaders who do not show this pattern to overcome possible problems of low LMX relationships in large groups.

To the authors’ knowledge, this study is one of the first to address the relationship between span of control and LMX dimensions, and the first to examine the effects of leader personality on that relationship.

THE lift coefficient of an aerofoil fitted with a hinged control flap and a tab can be expressed in the form:

Line managers can make or break organizational interventions, yet little is known about what makes them turn in either direction. As leadership does not occur in a vacuum, it has been suggested that the organizational context plays an important role. Building on the intervention and leadership literature, we examine if span of control and employee readiness for change are related to line managers' leadership during an organizational intervention.

Leadership is studied in terms of intervention-specific constructive, as well as passive and active forms of destructive, leadership behaviors. As a sample, we use employees (N = 172) from 37 groups working at a process industry plant. Multilevel analyses over two time points, with both survey and organizational register data were used to analyze the data.

The results revealed that span of control was negatively related to constructive leadership and positively related to passive destructive leadership during the intervention. Employee readiness for change was positively related to constructive leadership, and negatively related to both passive and active destructive leadership.

Our findings suggest that contextual factors need to be assessed and considered if we want line managers to engage in constructive rather than destructive leadership during interventions.

The present study is the first to address line managers' making or breaking of organizational interventions by examining the influence of context on both their destructive and constructive leadership.

Political reorganizations like that of the national performance review in the USA fundamentally alter hierarchical relations within public agencies. This paper includes a set of formal exercises to examine two logical consequences of reinvention: the increased likelihood of coordination failures, and the reduction in political leaders' hierarchical status in the organization.

These effects are discussed in the context of a substantial change in the public organization of health services: the alteration of the US Department of Health and Human Services' structure.

The paper argues that reinvention fundamentally alters the power and status of political appointees, the standing of top leadership, and the likelihood of conflict resolution within the organization.

This is the first paper to use historically important methods of understanding conflict resolution in organizations to the most important reform effort in American public administration in the last 30 years.

Differentiation is an important dimension of organizational structure, as it is the building block of organizational structure upon which organizations are based. The purpose of this paper is to investigate the nature of differentiation in central libraries of leading universities in Pakistan.

Multiple quantitative methods were used to carry out this research. Structured questionnaire, perusal of organizational documents and observation of library section were used to collect data for this study.

Majority of libraries have divided the entire library operations into five to eight departments, and acquisition, circulation and periodical sections are created in almost all the libraries included in the sample. Unity of command principle is applied at only the section level, but dual chain of command is prevalent for personnel working under the two hierarchical levels, i.e. section head and library head, as they have to report to both of them. In majority of libraries, average span of control ranges from five to ten personnel for the library head and from six to seven personnel for the section head.

No such study is conducted in Pakistan. This study has identified the levels of differentiation and will guide academic library executives in creating a balance in the levels of differentiation to accomplish the objectives of the organization.

In order to make sure of the safety of a long-span suspension bridge under earthquake action, this paper aims to study the traveling wave effect of the bridge under multi-support excitation and optimize the semi-active control schemes based on magneto-rheological (MR) dampers considering reference index as well as economical efficiency.

The finite element model of the long-span suspension bridge is established in MATLAB and ANSYS software, which includes different input currents and semi-active control conditions. Six apparent wave velocities are used to conduct non-linear time history analysis in order to consider the seismic response influence in primary members under traveling wave effect. The parameters α and β, which are key parameters of classical linear optimal control algorithm, are optimized and analyzed taking into account five different combinations to obtain the optimal control scheme.

When the apparent wave velocity is relatively small, the influence on the structural response is oscillatory. Along with the increase of the apparent wave velocity, the structural response is gradually approaching the response under uniform excitation. Semi-active control strategy based on MR dampers not only restrains the top displacement of main towers and relative displacement between towers and girders, but also affects the control effect of internal forces. For classical linear optimal control algorithm, the values of two parameters (α and β) are 100 and 8 × 10–6 considering the optimal control effect and economical efficiency.

The emphasis of this study is the traveling wave effect of the triple-tower suspension bridge under multi-support excitation. Meanwhile, the optimized parameters of semi-active control schemes using MR dampers have been obtained, providing relevant references in improving the seismic performance of three-tower suspension bridge.

THE primary duties of an aircraft design team are to design an aircraft capable of meeting a certain specification of performance and manoeuvrability with suitable flying qualities, and to ensure that it will be strong enough to withstand any aerodynamic loads it may suffer in flight. It will be found that the aircraft when built is not a rigid structure, but this in itself is not important. We are all familiar with the flexing of an aircraft's wings when struck by a sharp gust of wind in flight, but as long as the wings are strong enough no harm is done. On the contrary, in a passenger aircraft the flexibility of the wings in bending will have a favourable effect, as it will cushion the passengers to some extent from the suddenness of the gust. Flexibility of the structure, however, is not always beneficial and it often introduces new difficulties in the designer's problems. These difficulties arise when the deformation of the aircraft structure introduces additional aerodynamic forces of appreciable magnitude. The additional forces will themselves cause deformation of the structure which may introduce still further aerodynamic forces, and so on. It is interactions of this type between elastic and aerodynamic forces which lead to the oscillatory phenomenon of flutter, and to the non‐oscillatory phenomena of divergence and reversal of control. The study of these three aero‐elastic problems becomes more important as aircraft speeds increase, because increase of design speeds leads to more slender aircraft with thinner wings, and therefore to relatively greater flexibility of the structure. The dangers, in fact, are such that the designers of a modern high‐performance aircraft have to spend considerable effort on the prediction of aero‐elastic effects in order that suitable safeguards can be included in the design. By far the greatest part of this effort is spent on flutter, which will be discussed in Parts II, III and IV of this series, but any of the three problems may force the designers to increase the structural stiffness of parts of the aircraft. The wing skin thickness on a modern aircraft, for example, is nearly always designed by consideration either of aileron reversal or wing flutter. Divergence is usually less important but as it is the simplest of the three phenomena to treat analytically, we shall study it first.

This paper aims to examine the impact of leadership style and team context on structural and psychological empowerment perceptions in project teams.

It was posited that span of control and within team interdependence will positively and significantly influence both structural and psychological empowerment. Person‐orientated leadership style was also expected to positively impact both structural and psychological empowerment while task orientated leadership style was expected to have a negative impact. These hypothesized relationships were examined using ordinary least squares (OLS) regression and hierarchical linear modelling (HLM) with data obtained through a parallel quantitative questionnaire survey of construction client, consultant and contractor organizations in Hong Kong.

No significant relationship was found between span of control and any facet of empowerment while team interdependence had a positive and significant relationship with psychological empowerment but not structural empowerment. Task‐orientated leadership was positively and significantly related to psychological empowerment in the full sample and contractor teams but not in consultant and client teams. Person‐orientated leadership was positively and significantly related to psychological empowerment in the full sample, consultant and client teams but not in contractor teams.

The link between leadership style, team context and three facets of empowerment are examined compared with previous studies often focusing on one facet. Sub‐sample analysis enabled more subtle differences of the impact of leadership style in different context to be revealed, an indication that samples may not be homogeneous.