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Data envelopment analysis (DEA) is used to create a measure of managerial efficiency in an attempt to reassess the conflicting theories concerning the 留学生工商管理专业毕业论文定制impact of organizational performance on manager succession, and the counter-theories concerning the impact of manager succession on organizational performance. The analysis uses data for 147 college basketball teams from 1984 to 1991. The results indicate that winning, not efficiency, is the key criterion used in determining managerial retention. Yet when managers of losing teams are dismissed the teams tend to do even worse. If, however, the efficiency of the new manager is greater than that of the former, the disruptive effect of succession is minimized. Because administrators appear to focus on winning, not efficiency, they will often select new managers who are less efficient than departed managers. These results are unique to this literature and indicate promise for the use of DEA in analyses of the internal efficiencies of organizations. ?

INTRODUCTION
Managers perform several functions that are often deemed critical to the performance of organizations. Thus, when organizations exhibit poor performance, there is a common notion that dismissing and replacing the manager will lead to improved performance. While that has intuitive appeal, both the assertion that 'performance causes succession' and the counter-assertion that 'succession causes performance' are subject to theoretical and empirical debate. Amid this controversy is the problem of measuring managerial performance. Managerial performance measures in business are often difficult to define, use distortedo r proprietaryd ata, or are determined,i n part, by forces outside managerial control. We use data envelopment analysis (DEA) to introduce a 'new' measure of managerial performance to this debate. DEA estimates the efficiency of a given manager relative to the efficiency of all managers in the industry. This efficiency measure also determines the difference between the actual performance of the manager and what could have been achieved under 'best practice' decisions. We believe this innovative measure of managerial efficiency helps to shed new light on the old, yet puzzling relationships between succession and performance. For this reexamination of the 'performance causes succession' and the 'succession causes performance' hypotheses we use NCAA Division I college basket-ball data over the period 1984-91. There are a number of reasons why basketball is a useful and convenient point of departure for our measure of managerial efficiency. First, data on inputs and output are readily available, and provide easy-to-interpret proxies for the productivity relationships that exist in the industry. Second, the dimensions of basketball coaching parallel those of business managers. The coaching function includes personnel decisions (recruiting, training, scheduling), motivation of personnel (allocating playing time), and strategic planning (devising and altering offensive and defen-sive schemes). Finally, basketball is a sport with essentially one coach. This reduces the contaminating influences other coaches might have on organiza-tional performance, as may occur in baseball and football where larger coaching staffs are the norm.

REFERENCES
H. Aldrich (1979). Organizations and Environments, Englewood Cliffs, NJ: Prentic本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。