Abstract: La dirección por objetivos tiene unas limitaciones que no se resuelven fácilmente añadiendo objetivos no financieros o a base de comunicar con mayor intensidad un sistema de valores desde fuera del sistema de gestión. Por ello es necesario plantear un nuevo sistema de gestión que oriente y enriquezca los objetivos. La dirección por misiones (DPM) resuelve los problemas de la dirección por objetivos y engloba, a su vez, otras propuestas innovadoras de los últimos años, como la gestión por competencias. La DPM se basa en distribuir la misión de la empresa en misiones a distintos niveles, hasta llegar a la misión particular de cada persona. Cada misión participa de las misiones de orden superior, de tal modo que todos participan de la misión de la empresa. La misión luego se hace operativa a través de los objetivos. Los objetivos no tienen sentido en sí mismos, sino que son medios para cumplir la misión. Esta nueva filosofía de gestión es mucho más rica y tiene mayor capacidad para identificar a las personas con la empresa en la que trabajan y lograr un mayor rendimiento en todos los niveles de la organización

Abstract: Management By Objectives has certain limitations that are not easily overcome simply by including non-financial objectives or by promoting a system of values imported from outside the management system. What is needed, therefore, is a new management system capable of enriching and making sense of the objectives. Management By Missions (MBM) rises above the limitations of MBO and, at the same time, takes into account other innovative proposals put forward in recent years such as Management By Competencies. MBM is based on the idea that the corporate mission should be distributed to all levels of the company, right down to the particular mission of each individual. Each mission shares in the higher-level missions, so that ultimately everyone has a stake in the corporate mission. The corporate mission is thus made effective through the objectives. The objectives have no value in themselves but only as a means to fulfil the mission. This new management philosophy is much richer and more apt to persuade people to identify with the company they work for and so ensure superior performance at all levels of the organization.

Abstract: La innovación es ahora el tema estrella de la gestión de empresas, de la misma manera que en los años ochenta fue la calidad y en los noventa la reingeniería. Ante estas tendencias, puede adoptarse la actitud de pensar que se trata sólo de modas pasajeras, impuestas por teóricos de las escuelas de negocio, pero nada más lejos de la realidad. La innovación es el arma con la que la contamos para el año 2000 para hacer frente a un futuro marcado por la globalización de los mercados y una mayor competencia.

Abstract: This study compares the ratings for three dimensions of organizational citizenship behavior (OCB) provided by managers (self-ratings), their subordinates, and their colleagues (superiors and peers) in the Spanish branch of a multinational food company. Using hierarchical confirmatory factor analysis, we find strong method effects, indicating that ratings from different sources provide different information. A comparison among means shows that, in most cases, subordinate and self-ratings are significantly higher than colleague ratings. We also add to the recent research about the dimensionality of OCB by performing a correlation analysis among OCB dimensions that controls for method effects. Our results show that, when methods are taken into account, correlations among OCB dimensions are not significant.

Abstract: We develop and test a model that relates leadership behaviors, organizational commitment, and organizational citizenship behaviors (OCBs). We test the model using structural equations with a sample of 116 doctors from Uruguay. Consistent with expectations, our results show that transactional leadership behaviors increase followers' continuance commitment and decrease their growth commitment, whereas transformational leadership behaviors increase followers' growth commitment and also their normative commitment. Besides, organizational commitment mediates in the relationship between leadership and OCB. The turbulent socio-economic context of hospitals in Uruguay make this sample of special interest, since almost all the research published in the field to date has been conducted in developed economies, and during times of macroeconomic prosperity or stability.

Abstract: This paper introduces an outcome-based theory of work motivation. This theory focuses on the individual's expected consequences of his or her action. We identify four different types of expected consequences, or motives. These motives lead to four types of motivation: extrinsic, intrinsic, contributive, and relational. We categorize these outcomes using two criteria: the perceived locus of causality, which defines the origin of the motivation, and the perceived locus of consequence, which defines who receives the consequences of the action. Individuals generally act based on a combination of extrinsic, intrinsic, contributive, and relational motivations, each one having a particular weight. We use the term motivational profile to refer to the particular combination of an individual's motivations in a certain context. Individuals may experience conflict when different alternatives convey different expected consequences (or motives). Resolution of conflicts among motives results in motivational learning. Specifically, the resolution of conflicts among motives of the same type results in calculative learning. On the other hand, the resolution of conflicts among motives of different types results in evaluative learning. Evaluative learning implies a change in the individual's motivational profile.

Abstract: In this paper we study the antecedents of subordinates' trust in their leaders (STL). In particular, we focus on the effects of managerial trustworthy behavior (MTB) and subordinates' perceptions of leaders' trust in them (LTS). We develop a scale of managerial trustworthy behavior following the typology proposed by Whitener, Brodt, Korsgaard and Werner (1998) that includes: behavioral consistency, behavioral integrity, sharing and delegation of control, communication, and demonstration of concern. A sample of 109 Spanish middle managers provided data for our study. The results of the hierarchical regression analysis show that both MTB and LTS have a significant relationship with STL. Further, we study the effect of reciprocity in the trusting relationship. We find that there are significant differences between subordinates' trust in management and their perceptions about superiors' trust in them..

Abstract: Previous studies explain situational antecedents of OCB using social exchange theory. However, the effects of factors such as perceptions of job characteristics on OCB seem to require a different explanatory mechanism. We propose that these effects can be explained through a new exchange relationship that we call work exchange. We develop a theory for the situational antecedents of OCB that includes economic, work, and social exchange relationships. The theory is tested using structural equations.

Abstract: The purpose of this exploratory study is to chart the existing Spanish literature, and to report some first tentative results on managerial stress in Spain. The study is based on a literature study and a quantitative study using a sample of 115 Spanish managers. The results are based on data collected for the Collaborative International Study on Managerial Stress (CISMS). The literature review of work stress in Spain revealed that most studies on work stress use health professionals as respondents, and that research on managerial stress is generally lacking in Spain. Cross-cultural studies on work stress show that there is a clear need for nation-specific research. We compare the results of our Spanish sample with other countries that participated in the CISMS-study. We found that Spanish managers report relatively higher levels of mental strain than their colleagues worldwide. An explanation can be found in long working hours and relatively high work stress, which in turn causes work-family conflict. An important implication is that mental strain has an important influence on the performance of managers. Cluster analysis seems to suggest that coping and health habits can make a difference, although personality and work environment are also important in differentiating healthy from unhealthy managers.

Abstract: El contenido del término liderazgo ha sufrido importantes cambios a lo largo del siglo XX. En esta transformación, cada vez se ha ido dando más peso a la relación que se establece entre líder y colaborador, en lugar de fijarse sólo en ciertas características del líder. Este enfoque recibe el nombre de liderazgo relacional. En este trabajo se distinguen tres tipos de liderazgo relacional: transaccional, transformador y trascendente. Cada tipo de liderazgo produce vínculos distintos entre los colaboradores y el líder, y refleja también distintos comportamientos y valores del líder.

Abstract: The purpose of this exploratory study is to chart the existing Spanish literature, and to report some first tentative results on managerial stress in Spain. The study is based on a literature study and a quantitative study using a sample of 115 Spanish managers. The results are based on data collected for the Collaborative International Study on Managerial Stress (CISMS). The literature review of work stress in Spain revealed that most studies on work stress use health professionals as respondents, and that research on managerial stress is generally lacking in Spain. Cross-cultural studies on work stress show that there is a clear need for nation-specific research. We compare the results of our Spanish sample with other countries that participated in the CISMS-study. We found that Spanish managers report relatively higher levels of mental strain than their colleagues worldwide. An explanation can be found in long working hours and relatively high work stress, which in turn causes work-family conflict. An important implication is that mental strain has an important influence on the performance of managers. Cluster analysis seems to suggest that coping and health habits can make a difference, although personality and work environment are also important in differentiating healthy from unhealthy managers.