Group & Organization Management

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.

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.

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.

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.

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.

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 affecting their work. These results were consistent regardless of the gender of the manager and no differences were found across industry. Implications for career advancement and organizational socialization of female employees are discussed.

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.