Showing papers in "Group & Organization Management in 1982"
TL;DR: This book is comprehensive with respect to the subject of work redesign, but the authors’ extreme attempts to balance their own views with so many qualifications and maybes detracts from the emphasis of their argument.
Abstract: want to create for the people who do the productive work of our societyand how much are we willing to pay for it?&dquo; The authors are as equivocal about their own questionnaire measures as about any of the major issues they raise. They recognize the limitations but provide some good and specific guidelines for use. The questionnaires are not copyrighted; readers are welcomed to make use of them and are even told where to write for publications giving more technical advice. The strength of the book is also its weakness. It is comprehensive with respect to the subject of work redesign, but the authors’ extreme attempts to &dquo;balance&dquo; their own views with so many qualifications and &dquo;maybes&dquo; detracts from the emphasis of their argument. The authors have every right to advocate a normative, value-based position, as long as they recognize this fact. By choosing not to advocate, except in rather subtle ways, their argument loses much of the force it could have. This is not to suggest that the authors should have covered up the problems and the occasionally divergent research findings, only that they should have identified more strongly and clearly their preferred side of an issue, recognizing that their preferences were value based rather than scientific. In many ways this book is an ideal practitioner resource. The questionnaires come complete with scoring keys and an instruction manual (Appendix D). It is with respect to identifying and measuring, by means of a valid questionnaire, critical job dimensions that Hackman and Oldham go beyond Herzberg. To use the book will, however, require considerable thought and effort. Perhaps that is what the authors intended. Read carefully, qualifying the qualifications, this book will be of great value to any OD practitioner and is strongly recommended.
87 citations
TL;DR: This article assessed the value of the concept of non-contractual social exchange (NSE) as a dimension describing leader behavior using an in-basket memo device and found that subordinate competence best predicted the intentions of such behavior by a sample of working adults.
Abstract: This study assessed the value of the concept "noncontractual social exchange" (NSE) as a dimension describing leader behavior. Results of an experiment using an in-basket memo device showed that subordinate competence best pre dicted the intentions of such behavior by a sample of working adults: Subjects were more likely to initiate NSE with highly competent subordinates. This discrimination was more pronounced when the situation contained stress in the form of pressure for effective task outcomes. Results also showed that low-LPC (task-oriented) leaders showed greater variation in NSE as a function of subor dinate competence and task stress, as well as a generally lower level of NSE, than high-LPC (relationship-ariented) leaders. Implications are noted for selecting, training, and organizational support of leaders.
81 citations
TL;DR: The authors examined the use and validity of Hersey and Blanchard's Situa-tional Leadership Theory and made several predictions from theory: that high performing managers will be rated higher than lower performing managers.
Abstract: This study examined the use and validity of Hersey and Blanchard's Situa tional Leadership Theory. Several predictions were made from theory: that high performing managers will be rated higher than...
76 citations
TL;DR: The authors found that when inhibit ing situational constraints are present on a job, workers' performance was lower and they report experiencing greater frustr... and they reported experiencing greater frustration on the job.
Abstract: Results from prior laboratory investigations have shown that when inhibit ing situational constraints are present on a job, workers' performance is lower and they report experiencing greater frustr...
68 citations
TL;DR: Since it was written primarily for those conducting evaluation of educational programs and innovations, managers will need to translate and adapt the handbook foother more general and specific organizational evaluations.
Abstract: provides a nice conceptual comparison of the generic types with an adequate reference list. While managers at all levels can benefit by referring to this handbook for appraising submitted proposals and completed reports, those responsible for training programs and organizational development will most directly find this book valuable. Since it was written primarily for those conducting evaluation of educational programs and innovations, managers will need to translate and adapt the handbook foother more general and specific organizational evaluations. Frequent recourse to this handbook by evaluators and managers cannot but help to improve anyone’s evaluation efforts.
63 citations
TL;DR: In this article, various factors such as personal traits of ratees and raters, organizational contexts, and rating format affect per-formance ratings, and a quest for a solution to this problem is presented.
Abstract: Substantial research has been conducted on how various factors such as personal traits of ratees and raters, organizational contexts, and rating format affect per formance ratings. However, a quest...
58 citations
TL;DR: Situational Leadership Theory was used to design and conduct two training courses for managers as discussed by the authors, where appropriate Situational Leadership styles were varied during the course, according to students' task...
Abstract: Situational Leadership Theory was used to design and conduct two training courses for managers. Appropriate Situational Leadership styles were varied during the course, according to students' task ...
37 citations
TL;DR: This article reviewed the major tenets of the groupthink hypothesis of Irving Janis, as well as the research on which it is based, and previous research on group dynamics related to groupthink.
Abstract: This article reviews the major tenets of the groupthink hypothesis of Irving Janis, as well as the research on which it is based. In addition, previous research on group dynamics related to groupth...
35 citations
TL;DR: In this paper, Blake and Mouton discuss the difference between the Grid and Situational Leadership and feel strongly that there are some important differences between the two models that need to be shared.
Abstract: Our reaction to Robert R. Blake and Jane S. Mouton’s article &dquo;Management by Grid® Principles or Situationalism: Which?&dquo; (December, 1981), was one of pride and satisfaction. Few, if any, management theorists have made such significant contributions to the study of management in the last twenty years as Blake and Mouton. They are truly giants in our field. For us to be the focus of their article and be considered in the company of Fiedler, Fleishman and Reddin is a real honor. We are sincere in our appreciation of this recognition. While we think the Managerial Grid has made a significant contribution to the field, we feel strongly that there are some important differences between the Grid and Situational Leadership that need to be shared
33 citations
TL;DR: In this article, the use of the Nominal Group Technique (NGT) as an informational input mechanism into the formulation of a solar energy plan for the state of Oklahoma was investigated.
Abstract: This study empirically investigates the use of the Nominal Group Technique (NGT) as an informational input mechanism into the formulation of a Solar Energy Plan for the state of Oklahoma. Data collected from a questionnaire administered to participants of an NGT solar energy planning workshop indicated that the NGT was rated as being a highly effective mechanism for providing input into the solar energy planning process. These results appear to support an increased use of NGT in problem-solving situations such as long- range planning where issues are highly complex and heterogeneous input is required.
27 citations
TL;DR: A comparison of the profiles developed in each study indicates that being an only or first child and having a college education are still important, but not crucial, factors for success as mentioned in this paper.
Abstract: In the late 1960s, Hennig and Jardim interuiewed 25 top-level, female executives and published their findings in the book, The Managerial Woman. Their study developed a profile of women who entered thejob market in the 1930s. The present study interviewed 21 woman executives who entered the job market in the 1960s and achieved success in corporate management. A comparison of the profiles developed in each study indicates that being an only or first child and having a college education are still important, but not crucial, factors for success. Today's woman executives marry earlier and expect to achieve success in both their careers and in marriage. Successful woman executives in the present study held positive attitudes about themselves and their work environments. They tended to use a "selling mode" as their leadership style and "expertise" as their power base.
TL;DR: The high + high combination is paternalism in its clearest form as discussed by the authors, where the subordinate does no thinking, only execution, and in return for compliance, gains acceptance, and upon compliance give him socioemotional rewards.
Abstract: are separated and then placed back together again in a plus way. Thus, it is possible to tell a subordinate what to do, when to do it, how to do it, and so forth, and upon compliance give him socioemotional rewards. The subordinate does no thinking, only execution, and in return for compliance, gains acceptance. The high + high combination is paternalism in its clearest form. By comparison, the Grid way of concept formation sees leadership
TL;DR: Wendell L. French is well known as co-author of the first major textbook on organization development as discussed by the authors and has, in addition, published widely in the fields of human resource development, organization...
Abstract: Wendell L. French is well known as co-author of the first major textbook on organization development. He has, in addition, published widely in the fields of human resource development, organization...
TL;DR: In this article, the differential effectiveness of various kinds of training with different types of participants is analyzed. But the authors focus on the human relations training (HRT) and do not address the problem of human relations evaluation.
Abstract: We can increase the effectiveness of human relations training (HRT) by recog nizing the differential effectiveness of various kinds of training with different "types" of participants. This article ...
TL;DR: In this article, an approach to team training based on behavior modification learning principles is described, and the implications are strongest for off-site and classroom training, there are implications for process comultation with intact teams.
Abstract: Increasingly over the last fifteen years the principles of behavior modification have been applied to the management process and to the training area, This article describes an approach to team training based on behavior modification learning principles and describes how it differsfrom other learning approaches and from common practice. While the implications are strongest for off-site and classroom training, there are implications for process comultation with intact teams.
TL;DR: In this paper, the authors assess comparatively the state of the art of evaluation of four major organization development (OD) intervention types: laboratory training, survey feedback, team-b, and survey feedback.
Abstract: The purpose of this study was to assess comparatively the state of the art of evaluation of four major organization development (OD) intervention types— laboratory training, survey feedback, team-b
TL;DR: The study of coalitions is required in order to fully understand behavior in com plex organizations as mentioned in this paper, and the study of individual participation in them is central to the study in coalitions.
Abstract: The study of coalitions is required in order to fully understand behavior in com plex organizations. Central to the study of coalitions is the study of individual participation in them. To date, th...
TL;DR: In this paper, the authors investigated the impact of an MBO application in a university setting and found that faculty performance levels would be positively affected, while satisfaction levels would not be negatively affected.
Abstract: The present study investigated the impact of an MBO application in a university setting. It was hypothesized that faculty performance levels would be positively affected, while satisfaction levels ...
TL;DR: Despite the frequent criticisms of OD in the behavioral science literature, there are four major areas of progress in OD: progress in operationalizing the concept of change; progress in improving measurement processes and procedures; and progress in designing statistical procedures used to analyze OD intervention data.
Abstract: Despite the frequent criticisms of OD in the behavioral science literature, there are four major areas ofprogress in OD: progress in operationalizing the concept of change; progress in improving measurement processes and procedures; and progress in designing statistical procedures used to analyze OD intervention data. The authors are encouraged by recent developments in OD research which point to a more solid base on which to build OD practice and theory.
TL;DR: In this article, male and female groups were compared using three different group problem-solving procedures: unstructured, structured-open (anyone could contribute to the group solution at any time), and structured-forced (turn taking).
Abstract: Performances for male and female groups were compared using three different group problem-solving procedures: unstructured, structured-open (anyone could contribute to the group solution at any time), and structured-forced (turn taking). As predicted, the results indicated that female groups performed better with the structured-forced procedure than with the structured-open procedure and male groups performed better with the structured-open procedure than with the structured-forced procedure. These results provide support for the contention that males andfemales perform best under a different set of group problem-solv ing procedures. Implications of these results for managers and group facili tators are discussed.
TL;DR: This article evaluated differences in group cohesion, trust, attraction, and perceptions of feedback due to interpersonal feedback which varied in valence, response mode, and directness, and found that the response mode was more direct than the response valence.
Abstract: Differences in group cohesion, trust, attraction, and perceptions of feedback were evaluated due to interpersonal feedback which varied in valence, response mode, and directness. Seventy-two underg...
TL;DR: In this paper, the authors examine the effects of communication apprehension on participation in small groups, and present information regarding high communication apprehension, generated from three in-depth group interviews with identified high apprehensives and discuss the implications and applications for trainers working with small groups.
Abstract: The article examines the effects of communication apprehension (fear of talking) on participation in small groups. It reviews the literature on communication apprehension, presents information regarding high communication apprehen sion generated from three in-depth group interviews with identified high apprehensives, and discusses the implications and applications for trainers working with small groups.
TL;DR: In this paper, an exploratory look at the effectiveness of an intergroup development OD intervention at different stages of an organization's life cycle is presented. And the results suggest that intergroup OD interventions can be effective at any life stage, but the impact will be felt in different outcome measures and perceptual measures of organizational processes.
Abstract: This study took an exploratory look at the effectiveness of an intergroup development OD intervention at different stages of an organization's life cycle Four simulated organizations were used in the study: one with the intervention in the very early life of the organization (the birth phase), one with the intervention in the growth (or midlife) phase, one with the intervention in the mature (or later life) phase, and a comparison organization with no interven tion Results suggest that intergroup development interventions can be effective at any life stage, but the impact will be felt in different outcome measures and perceptual measures of organizational processes Further research in this area should lead to a better understanding of the life cycle influence on the effectiveness of intergroup development and other OD interventions
TL;DR: In this article, an attitude survey and a role-playing case were used to identify the typical approaches people use to implement important changes in organizations, and the typical strategy, suggested or used by over 90% of the subjects, was not successful in producing change in any of the fourteen roleplaying trials.
Abstract: An attitude survey and a role-playing case were used to identify the typical approaches people use to implement important changes in organizations. This typical strategy, suggested or used by over 90% of the subjects, was not successful in producing change in any of the fourteen role-playing trials. However, with ten minutes of instruction in the ”Delta Technique,” 86% of the subjects were successful in introducing change in another fourteen role-playing trials. The ”Delta Technique” consists of simple rules drawn from half a century of research. Partial funding of this project was provided by IMEDE, Lausanne, Switzerland
TL;DR: In this paper, the authors discuss the critical issue emerging in the implementation of change strategies designed to improve the effectiveness of human service delivery systems, and present a review of the literature.
Abstract: This article discusses the critical issue emerging in the implementation of change strategies designed to improve the effectiveness of human service delivery systems. A review of the literature sup...
TL;DR: In this paper, a quasi-experimental design using multiple levels of measurement was used to evaluate the effectiveness of a U.S. General Accounting Office communications training program and found that employees who underwent training reported more positive attitudes about communication skills and performed better on knowledge and recognition assessments than did control groups in the study.
Abstract: A quasi-experimental design using multiple levels of measurement was used to evaluate the effectiveness of a U.S. General Accounting Office communications training program. Results from a multivariate analysis of variance indicated that employees who underwent training reported more positive attitudes about communication skills and performed better on knowledge and recognition assessments than did control groups in the study. With the exception of employees' ability to apply knowledge of communication skills to simulated written problems, the relative amount of change on the measures was not very large. The course and its instructor were rated very favorable by the partici pants, though certain aspects of the course-such as the evaluation, written exercises, and booklets and handouts-were more negatively valued by course participants. The results from this project are comparable to those obtained elsewhere, though the direct benefit of such changes to the organization are less clear.
TL;DR: The authors conducted voluntary meetings with head nurses and supervisors at the University of Michigan Hospitals to encourage expression of feelings about the 1981 nurses' strike, and to gain an objective understanding of the decision-making struggles involved.
Abstract: We conducted voluntary meetings with head nurses and supervisors at the University of Michigan Hospitals to encourage expression of feelings about the 1981 nurses' strike, and to gain an objective understanding of the decision- making struggles involved. We presented techniques and practice opportunities for supervisors to promote resolution of interpersonal rifts and resumption of teamwork (such as sharing feelings about the strike and concerns about leadership roles); demonstrated leading an objective diagnostic listing of reasons for "going out" or "staying in," brainstorm sessions, and the "proactive image procedure"; and discussed sources of support. We explored head nurses' readiness to conduct such activities with their staff, and conducted follow-up sessions. Finally, we presented summary documentation and recommendations for improving morale and productivity to management.
TL;DR: In this article, a cross-company research study of managers' perceptions of potential freedom in their jobs and subsequent behavior, the author arrived at a framework for charting significant elements of organizational culture, centered on four "dimensions of difference": a company's stock of managers, the conceptual job model managers used, significant influences on job performance, and managers' perception of freedom.
Abstract: Following a cross-company research study of managers' perceptions of potential freedom in their jobs and subsequent behaviour, the author arrived at a framework for charting significant elements of organizational culture. This centered on four "dimensions of difference": a company's stock of managers, the conceptual job model managers used, significant influences onjob performance, and managers' perceptions of freedom. In this article, two of the organizations studied are portrayed in these terms, exploring factors that appear to have influenced theircultures'development. The companies are markedly different in their attitudes toward change, one being particularly optimistic and adaptive, the other typified by feelings of constraint and relative powerlessness. The implications for each organization's ability to cope with change are considered. Finally, the author evaluates the framework as an organization mapping tool.
TL;DR: In this paper, the implications of being involved in either the design of changes or the applica tion of a QWL change for four aspects of experienced influence are considered, and the results indicate that while organizationwide experiences and perceptions of increased influence occurred, the people who experienced the most increase in influence were those who helped design the change.
Abstract: The implications of being involved in either the design of changes or the applica tion of a QWL change for four aspects of experienced influence are considered. The results indicate that while organization-wide experiences and perceptions of increased influence occurred, the people who experienced the most increase in influence were those who helped design the change.