Showing papers in "Group & Organization Management in 1987"
TL;DR: The authors examined the practice of tranformational leadership at two levels of management in a New Zealand government agency and defined transformational leadership as "the extent to which a leader is able to transform a situation into a new one".
Abstract: This investigation examined the practice of tranformational leadership at two levels of management in a New Zealand government agency. Transformational leadership was defined as the extent to which...
546 citations
TL;DR: In this article, the authors used survey data gathered from 65 musicians in an east coast symphony orchestra to examine the correlates of commitment to the organization and commitment to music profession and found that the two types of commitment are the product of different antecedent factors and have different implications for musicians' continued membership in the orchestra.
Abstract: Survey data gathered from 65 musicians in an east coast symphony orchestra were used to examine the correlates of commitment to the organization and commitment to the music profession. The study results indicate that the two types of commitment are the product of different antecedent factors and have different implications for musicians' continued membership in the orchestra. Theoretical and practical implications are discussed.
77 citations
TL;DR: In this paper, the authors link structural theories of adult development to decision making and leadership performance, and apply what is known about human development to management education in universities, management training in organizations, and the practice of organization development.
Abstract: Managerial effectiveness can be explained from a human development point of view. Recent research links structural theories of adult development to decision making and leadership performance. The implications are far-reaching for the management development professions. Applying what is known about human development would mean major changes in goals and methods for management education in universities, management training in organizations, and the practice of organization development.
73 citations
TL;DR: In this paper, the authors suggest that management styles are shaped by developmental stage, that is, by the way the individual makes meaning of his or her world. Subjects were 49 MBA alumni and students, all...
Abstract: This research suggests that management styles are shaped by developmental stage, that is, by the way the individual makes meaning of his or her world. Subjects were 49 MBA alumni and students, all ...
60 citations
TL;DR: This article examined how organizational difficulties might be traced to differences in managerial values across functions and found that significant differences were found that could relate to organizational problems, but there were also numerous similarities on which to bridge these differences.
Abstract: This study examined how organizational difficulties might be traced to differences in managerial values across functions. Managers in personnel, marketing, finance, and manufacturing were surveyed regarding their values. Several significant differences were found that could relate to organizational problems, but there were also numerous similarities on which to bridge these differences.
42 citations
TL;DR: In this article, the authors examined psychological burnout among 828 men and women in police work using a framework developed by Cherniss (1980) and found that work-setting characteristics in concert with person variable variables were correlated with burnout.
Abstract: This investigation examined psychological burnout among 828 men and women in police work using a framework developed by Cherniss (1980). Work-setting characteristics in concert with person variable...
41 citations
TL;DR: In this article, an extensive amount of research has focused on the relative performance of groups versus individuals in problem-solving situations, and the results of this research have been inconsistent.
Abstract: An extensive amount of research has focused on the relative performance of groups versus individuals in problem-solving situations. The results of this research have been inconsistent. To some exte...
41 citations
TL;DR: The authors found that self-report measures of the degree of influence perceived by employees (i.e., PDM) were significantly correlated with job satisfaction ratings and with supervisory performance ratings in all six samples.
Abstract: Recent literature reviews (Locke, Feren, McCaleb, Shaw, & Denny, 1980; Locke & Schweiger, 1979) dealing with the impact of participation in decision making (PDM) on work outcomes have tended to cast doubt upon the relationship between PDM and job performance criteria. Results of cross-sectional research from six different U.S. military organizations are reported. Self-report measures of the degree of influence perceived by employees (i.e., PDM) were significantly correlated with job satisfaction ratings and with supervisory performance ratings in all six samples. Moderated regression analysis and partial correlation analysis indicated that PDM performance correlations were potentially confounded with the employee's self- ratings of task competence.
40 citations
TL;DR: The authors examined regional influences on management practices in Silicon Valley and Route 128 and found that these high-technology cultures and related management practices differ significantly and are influenced by particular regional characteristics, and discussed the concept of corporate culture to the level of industry culture.
Abstract: This article extends the concept of corporate culture to the level of industry culture and examines regional influences on management practices in Silicon Valley and Route 128. In-depth interviews with CEOs and executives in mature electronics firms were conducted. Results from the data indicate that these high-technology cultures and related management practices differ significantly and are influenced by particular regional characteristics. Conceptual and consulting implications are discussed.
33 citations
TL;DR: In this article, a repeated-measures control group experiment, designed in the group polarization tradition, revealed significant shifts in individuals' task perceptions and attitudes after discussion with coworkers, and a process incorporating converging perspectives on task design was suggested.
Abstract: A repeated-measures control group experiment, designed in the group polarization tradition, revealed significant shifts in individuals' task perceptions and attitudes after discussion with coworkers. A process incorporating converging perspectives on task design—whereby employees form initial reactions to tasks, process incoming social information, and adjust their perceptions accordingly—is suggested. Impli cations for managers and change agents are discussed.
31 citations
TL;DR: In this paper, the central polarizations inherent in management theory are systematically analyzed and a stereotypical key management group is taken as the starting point for a consideration of polarization within organizations, and three other configurations of group members are discussed in terms of level of polarization and predicted team effectiveness.
Abstract: The central polarizations inherent in management theory are systematically analyzed. Group field dynamics, an integration and extension of Bales's SYMLOG and Lewin's field theory, is presented as a unifying model that allows for the detailed exploration of polarizations within management groups. A stereotypical key management group is then taken as the starting point for a consideration of polarization within organizations. A computer-assisted method of polarization analysis and an automated report writer are demonstrated and three other configurations of group members are discussed in terms of level of polarization and predicted team effectiveness.
TL;DR: In this article, the authors report the results of an exploratory study of perceptions of organizational stress among U.S. military officers stationed in Germany, using item comparisons, factor analysis, and cluster analysis.
Abstract: This article reports the results of an exploratory study of perceptions of organizational stress among U.S. military officers stationed in Germany. The sample data were analyzed by item comparisons, factor analysis, and cluster analysis. Work load, work design, job qualifications, performance evaluation, and organization structure were identified as stress precipitators. The cluster analysis yielded three groups of individuals with different stress-frequency patterns. These groups were labeled achievement-centered, organization-centered, and self-actualization-centered. Directions for future research are discussed within the context of an increasing rate of change in military organizations.
TL;DR: In this article, the authors investigated the effect of social information processing (SIP) model of task design in a realistic work setting and found that although social cues may have little impact on perceived task characteristics, they are an important influence on other task-role perceptions.
Abstract: This research experimentally investigated the social information processing (SIP) model of task design in a realistic work setting. Subjects were hired from the community for temporary part-time clerical work and were exposed to positive cues from a supervisor, positive cues from a supervisor and negative cues from a coworker, or no social cues. Results suggest that although social cues may have little impact on perceived task characteristics, they are an important influence on other task-role perceptions. In addition, the research demonstrated the varying effect of social cues over time, indicated offsetting effects of conflicting cues, and offered little support for individual needs as moderating variables.
TL;DR: This article examined the influence of goal setting and verbal persuasion on task goals, expectancies, and performance in a creativity task over 10 repeated trials and found that task goals and expectancies were measured prior to each trial.
Abstract: An experiment was performed to examine the influence of goal setting and verbal persuasion on task goals, expectancies, and performance. Subjects were assigned an easy, medium, or hard performance standard on a creativity task over 10 repeated trials. In addition, they either did or did not receive verbal persuasion throughout the work period. Task goals and expectancies were measured prior to each trial. As hypothesized from cognitive mediation theory (Garland, 1985), assigned standards and verbal persuasion influenced task goals and expectancies, which in turn influenced performance.
Abstract: The relative contributions of work and nonwork variables to quality of life were studied with a sample of 311 employed, white, Hispanic, and black Americans and Mexican nationals. Multiple regression and hierarchical regression analyses found no significant relationship between ethnic group membership and quality of life. As hypothesized, home life and family nonwork variables accounted for more unique variance in quality of life than did the work variables of job satisfaction, job stress, and job level. Self-esteem explained unique variance in quality of life across the sample.
TL;DR: In this paper, a sample of 352 production, sales, and staff managers from both large and small organizations in a variety of industries was asked to rate the various roles required by their positions and a quadratic discriminant analysis was utilized to identify a role profile for managers in different functional areas.
Abstract: This study systematically assessed the various roles essential to managers in different functional areas of organizations. A sample of 352 production, sales, and staff managers from both large and small organizations in a variety of industries was asked to rate the various roles required by their positions. The analysis of variance results indicates that 6 of the 10 roles are influenced by functional area. A quadratic discriminant analysis was utilized to identify a role profile for managers in the different functional areas. Implications for management development are discussed. The field of management has matured greatly since the turn of the twentieth century. The evolution of management thought has clearly moved from the early process view of managerial work, which focused on the organizational activities carried out by managers (planning, organizing, controlling, and so on) to the action view emphasizing the skills needed or roles adopted by managers for effectively dealing with numerous challenges and problems confronting their organizations. In describing managerial work, Mintzberg (1980) has contributed much to the action view of managerial work. After reviewing the relevant studies. Mintzberg concluded that the manager’s job can be described in terms of various roles or organized sets of behaviors identified with a particular position (1975). The roles identified by Mintzberg consist of three interpersonal roles (figurehead, leader,
TL;DR: This article explores the use of parallel organization design in a health care institution with an action-research-based mechanism due to the nature of the issues under investigation and the failure of management to improve health care team effectiveness with traditional research and management methods.
Abstract: This article explores the use of parallel organization design in a health care institution. The action-research-based mechanism was chosen due to the nature of the issues under investigation and the failure of management to improve health care team effectiveness with traditional research and management methods. The article consists of (1) an initial exploration of parallel organization characteristics, (2) a case study, and (3) a discussion of the implications for the utilization of parallel organization designs in health care institutions.
TL;DR: In this article, the perceived upward influence capabilities of middle-level managers in various strategic decisions was examined and it was found that MLMs exerted influence primarily in less risky strategic decisions and tended to be successful in their upward influence interactions.
Abstract: This study examines the perceived upward influence capabilities of middle-level managers (MLMs) in various strategic decisions. It was found that (1) MLMs exerted influence primarily in less risky strategic decisions and tended to be successful in their upward influence interactions; (2) MLMs from financial and marketing divisions were more influential in strategic decisions than were MLMs from other functional areas; (3) MLMs from private sector organizations and from small organizations exerted more influence in risky strategic decision than did their counterparts in public sector and large organizations; and (4) the best predictor of successful upward influence activity and of more risky interactions was number of years working for a particular superior.
TL;DR: In this paper, a field experimental design was used to analyze the effects of a job redesign intervention on a large department store's salespersons' functional and dysfunctional performance behaviors, and both the f...
Abstract: A field experimental design was used to analyze the effects of a job redesign intervention on a large department store's salespersons' functional and dysfunctional performance behaviors. Both the f...
TL;DR: Different gender combinations in superior-subordinate dyads were examined and results indicated that female employees perceived that they were delegated less authority or influence in decisions aff... as mentioned in this paper, and found that women perceived less authority and influence than men.
Abstract: Different gender combinations in superior-subordinate dyads were examined and results indicated that female employees perceived that they were delegated less authority or influence in decisions aff...
TL;DR: In this article, an ideal scale methodology was used to detect the presence of scale recalibration in survey research data and the implications of these findings for both researchers and practitioners are discussed.
Abstract: The accurate detection of scale recalibration is an issue that should not be ignored by organizational researchers and practitioners concerned with the accurate assessment of change interventions. In an effort to more effectively operationalize one methodology that is designed to detect scale recalibration (using ideal scales), three research questions were developed and investigated in a laboratory study utilizing videotape technology. It was concluded that ideal scale methodology can be used to accurately detect the presence of scale recalibration in survey research data. The implications of these findings for both researchers and practitioners are discussed.
TL;DR: In this article, a survey of blue-collar workers at five petrochemical plants in the chemical valley complex in Lambton County, Ontario: three at newly constructed or greenfield sites and two at redesigned, existing sites.
Abstract: QWL programs were introduced at five petrochemical plants in the chemical valley complex in Lambton County, Ontario: three at newly constructed or greenfield sites and two at redesigned, existing sites. A random-sample survey of job enrichment and job satisfaction was conducted among blue-collar workers at each of the QWL sites and at traditional, unchanged petrochemical sites. Comparisons between employees in QWL and traditional sites showed no differences on various aspects of either perceived job enrichment or job satisfaction. However, comparisons between employees at greenfield and redesign sites showed several significant differences. It was concluded that there is greater potential for successful introduction of QWL programs at greenfield sites than at redesign sites and that a job-enrichment ceiling for QWL programs may exist in technologically intensive, continuous process production systems such as at petrochemical plants. Some unanticipated effects of QWL programs were also noted in that employ...
TL;DR: In this paper, a study of 415 middle managers in four different manufacturing plants involved in QWL change projects found that those in temporary groups tend to have more negative attitudes than those with no group experience.
Abstract: In this study of 415 middle managers in four different manufacturing plants involved in QWL change projects, differences in managers' QWL-related attitudes on seven scales are compared between those involved in permanent problem-solving groups, temporary groups, and those with no group experience at all. Those in permanent groups have significantly more positive attitudes than those in temporary groups on all seven scales. Those in temporary groups tend to have more negative attitudes than those with no group experience. Themes of powerlessness and empowerment are used to explain the results, and implications for overcoming managerial resistance to worker participation are highlighted.
TL;DR: In this paper, the unintended effects of a quality of work life (QWL) effort in a metals processing plant in the midwestern United States were examined with surveys and interviews at both project start-up and start plus 18 months.
Abstract: This article examines some unintended effects of a quality of work life (QWL) effort in a metals processing plant in the midwestern United States. The project spanned 18 months with employee surveys and interviews at both project start-up and start plus 18 months. Overall analysis demonstrated many desired effects were achieved. However, when more detailed analysis was performed, it revealed that workers of relatively low seniority benefited more than, and sometimes at the expense of. workers with relatively high seniority. Additionally, data revealed that in some respects senior workers suffered negative effects (i.e., lost ground), whereas junior workers remained unchanged. Causes of these effects are explored with recommen dations for avoiding the undesirable consequences.
TL;DR: The authors found that the means of delivering reinforcement affected how subjects perceived the intervention, regardless of the position of the reinforcing agent, and that the reinforcement intervention was perceived as beneficial or harmful.
Abstract: The study sought to determine the effect that impression management concerns would have on the perceptions of an intervention. Subjects were given the description of a reinforcement intervention and were asked to evaluate how employees involved might react. The description varied whether or not the reinforcing agent was the direct supervisor as well as whether the rei nforcement was delivered privately or publicly. Results showed that the means of delivering reinforcement affected how subjects perceived the intervention, regardless of the position of the reinforcing agent. The data were discussed in terms of their implication for organizational development specialists and human resource managers.
TL;DR: In this paper, the authors discuss the need for problem-based, long-term efforts as well as for the training of organizational participants as internal consultants in school-based consultation.
Abstract: School-based consultation is going through a period of dramatic change. Demands for efficiency and effectiveness on the part of policy-making bodies, changing approaches to teacher preparation, escalating community pressures, and a rapidly changing work forcewill have a major impact on consultation in school settings. For example, there will be increasing demands for problem-based, long-term efforts as well as for the training of organizational participants as internal consultants.
TL;DR: The future of American management and the role organization development professionals play in organization change has emerged as a paramount concern to chief executive officers, managers, educational institutions, and many others in our society as discussed by the authors.
Abstract: The future of American management and the role organization development (OD) professionals play in organization change has emerged as a paramount concern to chief executive officers, managers, educational institutions, and many others in our society. This interview with one of the foremost thinkers on the subject of cultural and organizational change sets forth some very clear recommendations for improving American competitive positions in the world environment.