Showing papers in "Group & Organization Management in 1983"

Organizational Context and Upward Influence: An Experimental Study of the Use of Power Tactics

Abstract: This study examines the effects of organizational context on sub ordinates' use of power tactics in upward influence attempts.Asimulation design similar to that used by Staw and Ross (1980) was employed. Subjects were randomly assigned one of two forms of an organizational scenario. The following organizational character istics were described as either all positive or all negative in the scenarios: (1) managerial competence, (2) supervisory support, (3) fairness in reward, and (4) rule enforcement. Between-group com parisons show that (a) respondents to the positive scenario were more likely to choose rational power tactics, and (b) respondents to the negative scenario were more likely to choose political power tactics (ingratiation, threat, and blocking). These results reinforce the utility of considering organizational context as a potential source of variation in individual responses. Theoretical, research, and prac tical implications are discussed.

Trust Differences Between Men and Women in Superior-Subordinate Relationships.

Abstract: Trust perceptions of male and female respondents toward on-site supervisors, area supervisors, and top management were investigated in a large state agency. Although trust differences between men a...

Management by Trust: A Conceptual Model

Abstract: The management by trust (MBT) model is developed to ascertain the most effective system of management. It involves a trust-based managerial approach to design organizational structures and processes, assimilate conflicts, and integrate goals as an independent variable, and effective performance as a dependent variable. The theoretical soundness of the model is established through a survey of research literature, while its validity is determined through action and basic objective researches conducted by the author in India. MBT action research interventions in two plants led to significant improvement in several performance measures and generated a trusting climate. Field data collected from two industrial organizations in a basic objective research reveal that effective and ineffective organizations differ in terms of their adherence to trust-based and distrust-based managerial approaches, respectively. Tentatively, the MBT system seems to be an effective managerial device for accomplishing improved performance in industrial organizations. There has been a constant search for the most adequate solution to the baffling problem, "What is the most effective system of management?" Attempts have been made to provide varied solutions to it, including management by exception, management by crisis (or drive), management by design, management by objectives, management by communication, management by participation, management by motivation, and the like. However, these solutions have provided divergent results, sometimes negative ones in different organizational settings, hypothetically because of varying levels of trust and

Team Development in an Intact, Ongoing Work Group: A Quasi-Field Experiment:

Abstract: A team development intervention with a squadron at the U.S. Air Force Academy is reported. A six-month follow-up involving comparisons with an equivalent control squadron indicated that the intervention positively influ enced both climate and performance variables in the target organization. Results are discussed in the context of current skepticism about the utility of process interventions for effecting lasting improvement in organizational effectiveness.

Organizational Structure and Communication Processes: A Study of Change

Abstract: The objective of this research was to examine the influence of a change in organizational structure on the functional communication processes and goals of an organization. The change in structure i...

Participation and Pay

Abstract: The participation literature generally avoids the risky area of pay decisions. This research investigated the impact on individual attitudes of participation in important pay decisions. A merit pay plan was participatively designed, installed, and maintained in a professional engineering organization (N = 380). The plan involved nomination by peers and supervisors of outstanding per formers for a cash bonus of approximately $2000. Using objective and subjective measures, participation predicted increases in understanding and commit ment to the new pay plan, organizational involvement, job involvement, and job satisfaction. Participation also predicted improvements in the perceived performance-pay contingency and pay equity, but it did not improve pay satis faction. A follow-up analysis of the award recipients showed that merit award status predicted increased job satisfaction, performance-pay contingency per ceptions, and commitment. Several aspects of participative pay decisions are discussed.

How Organization Development Can Develop Organizational Theory

Abstract: Organization development practitioners devote considerable attention to the application of theory and research in their practice. They less often consider the potential for their practice to contribute to theory. To foster a more even balance between contributions of theory and practice, this article discusses several types of contributions OD practice can make to theory. These include modifying established theories, addressing new problem areas, and exploring the internal logic of organizations’ experiences.

Determinants of Communication Network Involvement: Connectedness and Integration

Abstract: This article reports the results of research efforts to develop and test two structural equation models of the antecedents of involvement in communication networks in large organizations, one for c

Effects of Group Norms and Goal Setting on Productivity

Abstract: The present research investigated the effects of goal assignment and coworker feedback on the goal level set, and the effects of number of coworkers on quantity of production. Results indicated that the effects of goal setting are moderated by the presence of group norms. This finding can easily be incorporated into goal theory. However, contrary to expectations, subjects who were assigned the average of the self-set goals coded significantly more data than subjects who set their own goals. Moreover, neither of these means differed signifi cantly from that generated by subjects who had been assigned a specific hard goal set by the experimenter. Social comparison theory proved usefulfor explaining all the results obtained, including those that appeared to be inconsistent with previous findings.

Group Interactional Processes: Individual and Group Level Effects

Abstract: Though it is generally held that groups can influence individual behavior and affective responses, the majority of group studies fail to test for such effects. Using data collected at an individual level to make inferences concerning the effects of group level processes on individual behavior and attitudes often results in unrecognized inaccuracies. Similarly, operationalizing group constructs through within-group aggregation of individual responses across groups for inferential purposes is also problematic. This article demonstrates a multilevel approach for examining the individual and group level influences of a social interaction variable on various individual outcomes. In doing so, it illustrates a means for simultaneously considering micro and macro organizational phenomena. It is a basic assumption of most contemporary group research that group context influences individual behavior and attitudes. This influence is typically thought to act both directly through interaction with group member characteristics and indirectly through the subtle but potent effects of a group as a totality. Interest in such effects can be traced to Cattel’s (1948) notion of syntalitythose activities which synergistically combine to make a group a unique entity. In this regard, Cattell specified two essential forms of group activity: (1) maintenance

Effects of Personal Control Beliefs: An Explanatory Analysis of Bargaining Outcomes in Intergroup Negotiations

Abstract: A simulated collective bargaining game characterized by face-to-face interaction between five-person bargaining teams was used to investigate the effects of team locus of control on level of aspiration and bargaining outcomes (either strike or settlement). Locus of control was measured using an IE scale developed espe cially for use with persons having business training. Level of aspiration was measured by (a) magnitude of target point and (b) magnitude of resistance point. Results suggest that the more internal a team's personal control beliefs, the more likely it is that the team would not reach a negotiated settlement with its oppo nent. The results are discussed in light of previous findings from bargaining studies.

The Integrative Approach to OD: McGregor Revisited

Abstract: Current OD philosophy is compared to that espoused by Douglas McGregor over 20 years ago. The persuasive trend today toward designing training programs based upon Theory X assumptions— though they ...

Content and Process of Survey Feedback Sessions and Their Relation to Survey Responses: An Initial Study:

Abstract: A survey feedback program in a large underground mining company provided group-level data on 11 attitude survey clusters and feedback session ratings, including participants'task/process orientations, estimates of time spent on problem-solving components, and estimates of time devoted to topical themes. The emotional direction of feedback sessions was found to be positive and problem-centered supporting the contention that feedback meetings are constructive and work-related. Comparisons of work groups at different organizational levels and in varying functions supported the hypothesis that structural factors affect the way groups behave in feedback meetings. Demographic features also showed some relationship to feedback meeting activities. Finally, relationships between survey clusters and ratings of feedback activities supported the idea that, depending on the group's survey profile, different processes and themes may emerge in feedback.

Consulting Activities of University Faculty Members: Scope and Depth of Involvement.

Abstract: The involvement of university faculty members in organizational consulting is increasing. At least two reasons may account for this increased activity. The first is economic. As is commonly known, university salariesparticularly in the social sciences-are often substantially less than the salaries offered people with comparable levels of education and experience in industry or business. Thus many professors seek opportunities to supplement their incomes. A second reason for academicians’ increased consulting activities probably relates to the rather recent development of university courses in organizational change, training, and development; interpersonal and organizational communciation; conflict management; and so forth. Professors who teach these courses may be gaining wider exposure with students and community members as specialists with valuable skills relevant to solving organizational problems. Such individuals may receive more requests for their professional services than they have in the past.

Social Facilitation Effects on Behavioral and Perceptual Task Performance Measures: Implications for Work Behavior

Abstract: The present investigation examined the effects of the presence of others on both behavioral and perceptual task performance measures and job attitudes, serving as a constructive replication and extension of Ferris and Rowland (1980). It was hypothesized that the presence of others would demonstrate effects on the behavioral measure of performance quality but not quantity, and that effects would be found on both perceived effort and perceived performance. Null findings were predicted for the effects of the presence of others on job satisfaction. The results provided support for the first hypothesis and partial support for the second hypothesis. While the effects found for performance quality and not quantity replicated Ferris and Rowland, the pattern of results across conditions was different. The results are discussed relative to the distraction-conflict theory of social facilitation and to their implications for work behavior in organizations.

Managers, Values, and Organization Development

Abstract: In order to test the differences in values between managers and OD consul tants, the Management Values Inventory (MVI) was administered to sam ples of each group. The results revealed that the differences between the two groups were modest, even when statistically signficiant. The often-stated differences between these groups were not present on the MVI.

Role Stress Scales Role Stress Scales Manual: Udai Pareek

Abstract: This publication is a technical manual for the ORS Scale by Pareek. ORS stands for organizational role stress, and the instrument purports to measure the selfperceived stress an individual is experiencing in his or her job. The manual is organized around a discussion of role theory and the development of the scale. The first four parts of the publication constitute a credible integration of theory and research regarding (1) the concept of role, (2) the concept of role stress, (3) &dquo;role space&dquo; conflicts (the various roles played by an individual, centered around the self), and (4) &dquo;role set&dquo; conflicts (the patterns of relationship between the role occupied by an individual and the roles played by significant other people with whom he or she interfaces. Taken together, these opening summaries represent a primer on role and role stress. While the writing is a bit &dquo;listy,&dquo; the integration of diverse literature sources has been accomplished admirably. Much of what passes currently for stress management is, in my judgment,

Introduction Diary of a Mad Internal Consultant

Abstract: In this issue we examine the role of the internal OD consultant from that person's viewpoint. Mr. Nufrio is an internal OD consultant at Kaiser Permanente Medical Care Program in Oakland, Californi...

The Informant Panel: A Retrospective Methodology for Guiding Organizational Change.

Abstract: Conventional field methods utilized for organizational diagnoses and interventional guidance are relatively inefficient, typically contain multiple meanings, and overly rely on the investigator's interpretations. The In formant Panel was invented to overcome these difficulties. Combining features of the Nominal Group and Delphi techniques, the Informant Panel is an inexpensive, time-efficient, retrospective method for obtaining the consen sually meaningful information needed to guide change projects. This article describes the Informant Panel, its origins, a major illustrative application, and its developmental requirements.

OD with a Community Mental Health Center: A Case of Building Structures Patiently

Abstract: A two-year OD effort with a community mental health center achieved a fair degree of success as measured by several criteria. In light of this somewhat rare occurrence, judging by the literature to date, specific conditions that may have been facilitative are discussed. They include a growing and changing organiza tion, conflicts that have already surfaced, a respected leader who is not caught in a polarizing conflict, and an available (local) consultant, knowledgeable in this type of system, with the right "credentials. " The content of the OD work differed somewhat from that often seen in industrial settings. In including building structures and systems, adding new roles, clarifying roles, increasing the understanding of organizational dynamics, and helping people moderate emo tional expressions and utilization of psychological insight to effective levels.

Who Benefits from Participation in Long-Term Human Process Interventions?

Abstract: The present research used a systems approach to assess the value of afour-year organization development program to an organization and its employee partic ipants. The study was conducted within an environmentally dependent research unit of a multinational Midwest-based corporation. Sales volume, climate/ structure, and perceptual data permitted exploration of relationships among (a) the organization's ability to meet environmental demands, (b) intraorganiza tional climate/structure changes, (c) effectiveness of the OD program for the organization, and (d) perceived value of OD experiences to the program's partic ipants. Subjects represented the total management population and a simple random sample of professional employees (i.e., researchers) within the unit. Results suggest that an OD program may be judged effective at the system level but not necessarily at the group or individual level of analysis. Further, system adaptation may be measured by observation of structural changes, but subjective evaluati...

The Need for a Model—and a Viewpoint:

Abstract: Nufrio starts by pointing out that OD professionals need to learn from the experience of others. For this reason he presents the mistakes he made and critically analyzes them. I commend his willingness to acknowledge errors and share them so we can all benefit. Although learning from the mistakes of others is a valuable tool, cases of failures in OD are still too infrequently reported. Nufrio offers a number of insights into his experience and presents sound suggestions for improvement of his intervention approach. I submit that he could profit more by digging more on two sides. One side is that of an OD practitioner; the other side is that of a client. The client can be the head of the organization or a member below the executive in

An Accurate Look at a "Quick" Scoring Algorithm: A Response to Roskin and Redlack

Abstract: We have demonstrated that Roskin's criticisms of the Lane et al. algorithm are based on (a) a misinterpretation of the fundamental mathematical law cited by him, and (b) non sequitur reasoning. In addition, his technique for scoring ranking tasks is impractical, inaccurate, and biased. Therefore, we recommend the use of the Lane et al. algorithm, which results in a true measure of a group's ability.

A Quick and Accurate Scoring Algorithm for Rank-Order Tasks: Adjusting for Bias with Dispersion Scoring Methods

Abstract: Many rank order tasks, developed as experiential exercises in learning situations, use a dispersion scoring method based upon the absolute difference between a respondent's answer and a solution key. This article shows that when the respondent is a team it is not appropriate to compare it directly to the sum of the scores of the average of individuals, in other words, a simple statistical aggrega tion of averages. A bias is present which is an effect of the size of the team. A quick and accurate scoring algorithm is presented to adjust for this bias.