Showing papers in "Group & Organization Management in 1985"
TL;DR: In this paper, the authors identify the description of OD phases as one of the fundamental theoretical problems in the field of organization de velopment, and propose a phase model to describe OD phases.
Abstract: This article identifies the description of OD phases as one of the fundamental theoretical problems in the field of organization de velopment. Although phase models have been proposed for over 30 y...
210 citations
TL;DR: The TPC theory is a meta-theory rather than a formal theory because of its early stage of development, and Tichy calls it a metatheory as discussed by the authors.
Abstract: Noel Tichy’s book is a scholarly, well-researched, and thought-provoking book that makes a valuable contribution to organizational change and development literature and to filling a need for an organized approach to managing strategic change. Because of the heavy theoretical thrust of the book, it requires a reader dedicated to long hours of study and contemplation. However, the studious approach should not deter those interested in managing change as the book is filled with useful ideas, interesting vignettes about companies and their efforts to manage strategic change, and a wealth of information and observations on planned change. Tichy calls his TPC theory a meta-theory rather than a formal theory because of its early stage of development. However, he states at the conclusion of his book that it will
73 citations
TL;DR: In this article, the authors investigate managerial value systems in Saudi Arabia and provide support for the proposition that managers are not homogeneous in their value systems and that culture does influence managerial behavior and attitude, one should use caution in attributing complete validity to the theoretical and personal observations regarding the similarity of Arab values.
Abstract: The purpose of this article is to investigate managerial value systems in Saudi Arabia. The results provide support for the proposition that Arabian managers are not homogeneous in their value systems. Although culture does influence managerial behavior and attitude, one should use caution in attributing complete validity to the theoretical and personal observations regarding the similarity of Arab values. '
68 citations
TL;DR: In this paper, three hypotheses were proposed to examine these linkages: (1) subordinate competence is directly related to the vertical exchange between supervisors and subordi nates; (2) this competence/exchange relationship is moderated by the role stress experienced by the parties; and (3) the subordinate's competence is moderate by the supervisor's competence.
Abstract: Supervisor and subordinate competence and role stress were ex amined as explanatory variables of the vertical exchange within supervisor/subordinate dyads. Three hypotheses were proposed to examine these linkages: (1) subordinate competence is directly related to the vertical exchange between supervisors and subordi nates; (2) this competence/exchange relationship is moderated by the role stress experienced by the parties; and (3) the subordinate competence/exchange relationship is moderated by the supervisor's competence. These hypotheses were tested using a heterogeneous sample of (626) supervisor-subordinate dyads within social service organizations. Multiple hierarchical regression that included inter action terms supported the first and third hypotheses. As subordi nate competence increased, the vertical exchange reported increased. The results also demonstrated that congruence between supervisor/ subordinate competence resulted in higher level exchanges than did incongruence in competence levels.
59 citations
TL;DR: In this article, the authors used a sample of 114 MBA students in a Business Policy Simulation (BPS) simulation to investigate relationships among personality, conflict-handling modes of behavior, and group task effectiveness.
Abstract: Using a sample of 114 MBA students in a Business Policy simulation, relationships among personality, conflict-handling modes of behav ior, and group task effectiveness are hypothesized and tested Empiri cal support was found associating personality with preference for the smoothing forcing and confrontation modes of conflict resolution. These preferences were associated with actual behaviors and the ac tual behaviors were associated with group task effectiveness.
54 citations
TL;DR: In this article, the authors employ within and between analysis methods to assess whether leaders' communication styles vary or are consistent across their subordinates, and assess these two perspectives, the av erage and vertical dyad linkage models were employed.
Abstract: This study employs within and between analysis methods to as sess whether leaders' communication styles vary or are consistent across their subordinates. To assess these two perspectives, the av erage and vertical dyad linkage models were employed. An evaluative dimension of communicator style was most consistent with the average or group-level model. A dynamic dimension, however, was consistent only with a special null condition. Both dimensions of communicator style were strongly associated with subordinate satisfaction with supervision.
44 citations
TL;DR: In this paper, three studies were conducted to investigate the efficiency of an impression management tactic known as an entitlement, and the results showed that the entitlement could increase and decrease ratings of the entitler; these findings were discussed in terms of their effect on perceptions of scenario selection, promotion and organizational politics.
Abstract: The article comprises three studies that investigated the efficiency of an impression management tactic known as an entitlement. Partici pants read a brief scenario describing the work of a fictitious research team in all three studies. Study 1 manipulated whether the entitlement was verified by a third party; Study 2 manipulated whether consensus regarding the direction the research team had taken would affect the entitlement's efficacy, and Study 3 manipu lated whether a self-entitlement and an other-entitlement would be differentially effective. Results showed that the entitlement could increase and decrease ratings of the entitler; these findings were discussed in terms of their effect on perceptions of scenario selection, promotion, and organizational politics.
33 citations
TL;DR: In this paper, the authors argue that the effects of participation depend substantially on how employees interact as they discuss organizational problems and suggest that re search on the dynamics within participation can help resolve conflicting findings and suggest ways to implement successful participation.
Abstract: Research has neglected the dynamics by which participation af fects organizational outcomes. This study argues that the effects of participation depend substantially on how employees interact as they discuss organizational problems. Results indicate that coop erative compared to competitive context facilitates expectations of assistance, exchange of information and ideas, enhanced work re lationships, and high-quality solutions. Findings suggest that re search on the dynamics within participation can help resolve conflicting findings and suggest ways to implement successful participation.
30 citations
TL;DR: A review of the organizational discrimination literature indicates that a potentially important source of discrimination, referred to here as "rational bias", has received little attention as mentioned in this paper, which is defined as discrimination originating in the service of economic self-interest, specifically tested in the management-client relation ship.
Abstract: A review of the organizational discrimination literature indicates that a potentially important source of discrimination, referred to here as "rational bias, " has received little attention. Defined as discrimination originating in the service of economic self-interest, rational bias is specifically tested in the management-client relation ship. As anticipated, the results show a preference for male management consultants in some types of activities. The findings are interpreted as providing support for the new model of discrimi nation in organizations.
27 citations
TL;DR: In this article, the authors assess the relationship between managerial behavior and subordinate perceptions of organizational climate, and find that within given work settings managerial behavior can relate signifi cantly to organizational indices without the concern for more com plex contingency variables.
Abstract: In an effort to assess the relationship between managerial behav ior and subordinate perceptions of organizational climate, subor dinates of three samples of high-technology managers were administered questionnaires concerning the behavior of their im mediate manager and their perceptions of the organization's cli mate. Results across the three samples suggest that within given work settings managerial behavior can be shown to relate signifi cantly to organizational indices without the concern for more com plex contingency variables.
27 citations
TL;DR: In this article, the authors define, develop, and demonstrate application of an explicit norm structuring structure designed to increase group influence over individual member and reduce frustration with group work. But, they do not consider the role of individual member compliance and control for deviant behavior.
Abstract: Recent data and experience have shown apparent increased individ ual frustration with involvement in group work in a learning set ting. A major source of frustration was found in apparent ineffec tiveness of work groups to secure individual member compliance and control for deviant behavior. This research defines, develops, and demonstrates application of an explicit norm structuring proce dure designed to increase group influence over individual member and reduce frustration with group work.
TL;DR: In an attempt to assess the effects of goal-setting upon intraorganizational conflict, nonsupervisory employees of a large utility were administered a questionnaire containing measures of task goal attributes, perceptions of inter- and intradepartmental conflict, internal work motivation, and intrinsic job satisfaction as discussed by the authors.
Abstract: In an attempt to assess the effects of goal-setting upon intraorganizational conflict, nonsupervisory employees of a large utility were administered a questionnaire containing measures of taskgoal attributes, perceptions of inter- and intradepartmental conflict, internal work motivation, and intrinsic job satisfaction. Results suggest that task goal attributes do influence perceptions of intraorganizational conflict. Higher levels of goal difficulty and goal clarity were found to be associated with lower levels of both interand intradepartmental conflict. A significant interaction effect for goal difficulty and clarity on interdepartmental conflict suggests that individuals who have challenging goals experience lower interdepartmental conflict when goals are clear and specific than when goals are ambiguous. Individuals who have goals that are not challenging experience higher interdepartmental conflict when goals are ambiguous than when goals are clear and specific. Further, the results indicated that increasing levels of both types of conflict reduced both internal work motivation and intrinsic job satisfaction. Academic as well as practitioner interest in the dmanagementd (i.e., both resolution and stimulation) of intraorganizational conflict has grown rapidly in the past few years (Gibson, Invancevich,
TL;DR: In this article, a laboratory experiment subjects worked on two case problems using one of five different strategies, and the first problem required subjects to generate ideas to solve the problem (idea generation p...
Abstract: In a laboratory experiment subjects worked on two case problems using one of five different strategies. The first problem required subjects to generate ideas to solve the problem (idea generation p...
TL;DR: In this paper, the relationship between leader behaviors and subordinate satisfac tion and performance, moderated by task scope, growth need strength, and locus of control, was tested in Saudi Arabia and the United States.
Abstract: Relationships between leader behaviors and subordinate satisfac tion and performance, moderated by task scope, growth need strength, and locus of control, were tested in Saudi Arabia and the United...
TL;DR: In a cross-sectional field study of workers, teachers, and stewards of a service industry union, the items were found to have similar statistical properties to tradi tionally designed items as discussed by the authors.
Abstract: Questionnaire items were designed to measure subordinates' per ceptions of their superior's response to particular aspects of their subordinates and the work situation. Some of the items focus on actions that subordinates are likely to view as generally inappro priate. Others concern actions that are likely to be viewed as con structive under some conditions, but dysfunctional under others. The items were included in cross-sectional field studies of sanita tion workers, teachers, and stewards of a service industry union. The items are found to have similar statistical properties to tradi tionally designed items. Their association with other leadership items and with attitudinal criteria indicate that some reflect dif ferent aspects of leadership than do traditionally phrased items. Others overlap empirically with established measures, but con tribute to an understanding of the phenomenology of leader behav ior as seen by subordinates.
TL;DR: In this paper, the authors report the findings of an exploratory study of commu nication in quality circles, which is generally accepted in the literature that quality circles improve communication in organizations.
Abstract: The article reports the findings of an exploratory study of commu nication in quality circles. It is generally accepted in the literature that quality circles improve communication in organizationa...
TL;DR: In this paper, an empirical study of the personal values of top management is presented, focusing on the personal value of the top management in a central management organization, which is based upon empirical study.
Abstract: Although there has been considerable attention in recent years given to the personal values of top (central) management, there has been relatively little based upon empirical study. This empirical ...
TL;DR: This paper explored the effects of managerial persistence with one course of action and environmental complexity on leadership perceptions and found that persistent leaders were evaluated more highly and attributed more leadership and responsibility than nonpersistent leaders, regardless of the level of environmental complexity.
Abstract: The effects of managerial persistence with one course of action and environmental complexity on leadership perceptions were explored. Persistent leaders were evaluated more highly and attributed more leadership and responsibility than nonpersistent leaders, regardless of the level of environmental complexity. The results suggest that implicit beliefs about effective leader behavior may not vary across situations, thereby discouraging variety in leader behavior critical for performance in complex environments.
TL;DR: In this paper, the authors first extract hypotheses about expected variations in feedback characteristics through different group development stages and then test these in four ongoing small groups, and the pattern of changing feedback characteristics during the 15 training sessions, particularly receiver agreement with negative feedback, confirms a six-stage model of group development, and thereby suggests revisions to existing models.
Abstract: Theories of group development stages have seldom been tested empirically and systematically, unlike communication processes in groups that have had considerable attention. The relationship between these two has been virtually unexplored either theoretically or empirically. From group development theory (Bennis and Shepard) this study first extracts hypotheses about expected variations in feedback characteristics through different group development stages and then tests these in four ongoing small groups. The pattern of changing feedback characteristics during the 15 training sessions, particularly receiver agreement with negative feedback, confirms a six-stage model of group development, and thereby suggests revisions to existing models. Additionally, an earlier, much reported, and very stable phenomenon of the feedback "credibility gap" (positive feedback consistently rated higher in credibility than negative feedback) is shown to vary through different development stages. This has implications for experimental studies on the credibility gap. Most group theorists agree that groups develop through various stages although theorists differ on the number, length, and sequence of developmental stages. Given the importance of group development stages to This article is the result of a joint effort. The authors thank the staff and participants of the dLeerconferentie Sociale Processend for their cooperation, and Monique Amir for her patience and efficiency in working through the audiotapes.
TL;DR: The central role of the CEO in effective organization development (OD) efforts is illustrated by data that were collected from 160 personnel in five organizations before and after a one-year OD effort as discussed by the authors.
Abstract: The central role of the Chief Executive Officer (CEO) in effective organization development (OD) efforts is illustrated by data that were collected from 160 personnel in five organizations before and after a one-year OD effort. The results indicate that the CEO is clearly the single most important person in successful OD efforts. Further, data from questionnaires and interviews indicate that there is more to successful change efforts than merely the passive involvement of the CEO. Successful OD efforts require positive changes on the part of all organizational personnel in general, and on the part of the CEO in particular. The primary reason for the importance of the CEO is that most organizations place the CEO at the focal point of power in order to increase organizational effectiveness.
TL;DR: In this article, the authors report on a successful four-year Quality of Work Life (QWL) program at a small suburban community service or ganization, which included survey feedback, Likert's three variable model, as well as a quasi-experimental design for evalua tion.
Abstract: This article reports on a successful four-year Quality of Work Life program undertaken at a small suburban community service or ganization. The process included survey feedback, Likert's three variable model, as well as a quasi-experimental design for evalua tion. Conclusions include observations on QWL in general as well as implications for the small business.
TL;DR: It is suggested that formalization may not be incompatible with professionalism, and that the use of professional standards and rules represents an ex tension of professionalization within the hospital and serves to elimi nate the need for personal supervision and control.
Abstract: This article investigates whether hospital organizations evidence similar structural characteristics as do more traditional bureaucratic organizations. A causal model of organizational structure was ap plied to a sample of hospitals. Estimates of the causal model were used to access the similarity between structural arrangements within hos pitals and those reported for nonprofessional organizations. Results indicate that theoretical models of organizational structure are rele vant to professional organizations. Hospitals resemble more tradi tional bureaucratic organizations in that larger size and more specialization create more reliance upon formalization and automa tion as impersonal mechanisms of control. However, it is suggested that formalization may not be incompatible with professionalism, and that the use of professional standards and rules represents an ex tension of professionalization within the hospital and serves to elimi nate the need for personal supervision and control.
TL;DR: Sitarz as mentioned in this paper examined the role of a psychiatric consultant in a psychiatric hospital undergoing a major change and used principles of group phenomenon, systems theory, sentient, task, and basic assumption groups were utilized in diagnosis of organizational regression, elucidation of its precipitants, and strategies for helping the organization towards higher level of integration in face of potregressive changes.
Abstract: This article examines the role of a psychiatric consultant in a psychiatric hospital undergoing a major change. The principles of group phenomenon, systems theory, sentient, task, and basic assumption groups were utilized in diagnosis of organizational regression, elucidation of its precipitants, and strategies for helping the organization towards higher level of integration in face of potregressive changes. A study of human behavior in groups and organizations has its origins in many separate and distinct places. A brief overview of earlier studies would lend this discussion a proper perspective. In 1924, a number of engineers carried out an inquiry at the Hawthorne Plant of Western Electric Company in the United States that studied the relationships between illumination and efficiency. Initial results were inconclusive. Then Mayo took over the inquiry. The first stage of Mayo’s work commenced in 1927 and is known as the dRelay Assembly Test Room Experiment.d In this experiment, six female operators-average age 22-were put into a room in which each individual’s output of assembled I wish to thank Ms. Gail Sitarz, Head Nurse, and other members of the nursing staff at Sleyster Hall for participating and assisting in this study and Mr. Marvin Lyttle, Research Assistant, for statistical analysis of the material. The outline of Sleyster modular program has been compiled by Ms. Sitarz, and will be available upon request. I would also like to thank my wife, Usha,
TL;DR: The shift in the approach used by OD consultants from facilitating the change process to purposefully directing internal and organizational change has brought about confusion and trouble at the core of OD theory and practice as mentioned in this paper.
Abstract: Early concepts of OD where practitioners facilitated the change process have recently given way to expert consultants directing the change through purposeful planning and systematic methodolo gies. The focus ofmany contemporary OD efforts is on the methods, techniques, or intervention approaches used to bring about the de sired change. The shift in the approach used by OD consultants from facilitating the change process to purposefully directing indi vidual and organizational change has brought about confusion and trouble at the core of OD theory and practice. This article ar gues for the return to OD practice where the responsibility for initi ating and implementing change resides with the client organization or individual, not the expert consultant.
TL;DR: This paper explored differences in self-reported managerial be havior across five functional specialties and found that differences in interpersonal orientation across functions were related to the content of the job, not to equivocality or uncertainty.
Abstract: This article explores differences in self-reported managerial be havior across five functional specialties. The functions are analyzed with respect to the need to process uncertainty and equivocality. Systems theory propositions are used to predict aspects of mana gerial style related to the use of (a) formal rules and authority, (b) information search, and (c) delegation and group decision making. Significant differences across functions were found in the first two areas but not the third. In addition, it was hypothesized and found that differences in interpersonal orientation across functions were related to the content of the job, not to equivocality or uncertainty.
TL;DR: The Adaptive Role Strategy as mentioned in this paper is designed to improve and expand the conduct of role studies by generation of an idealized model, adaptation of the model, revision of model, assessment of the role performance of an innovation, service or institutional activity, and utilization of assessment results.
Abstract: The Adaptive Role Strategy that is described in this article is de signed to improve and expand the conduct of role studies. The strategy has five stages: Generation of an Idealized Model, Adap tation of the Model, Revision of the Model, Assessment of the Per ceived Role Performance of an Innovation, Service or Institutional Activity, and Utilization of Assessment Results. The stages are il lustrated by reference to the literature on a broad range of role studies.
TL;DR: The authors found that strong belief in powerful others led to greater influence with five sources than one source; lack of such a belief led to the opposite pattern, consistent with a reactance re sponse.
Abstract: This study was designed to test the assumption that the number of sources persuasion technique, because of its implicit social pres sure properties, can induce reactance in some subjects in small closed groups. It was predicted that these subjects could be identi fied with a locus of control instrument. Female subjects, in six- person mock juries, were given the Levenson (1974) Locus of Control Scale, and then read the transcript of a trial of a man ac cused of attempted manslaughter. Later, subjects received bogus feedback about the information considered important by others in a mock message-exchange "deliberation." They were led to believe that the information came from one other juror or from each other juror. Results showed that a strong belief in powerful others led to greater influence with five sources than one source; lack of such a belief led to the opposite pattern, consistent with a reactance re sponse. Corroborative evidence was found in the selective attention revealed in subjects' cognitive...