26:T4cc,

The effects of size on Lawrence and Lorsch's contingency theory of organization, originally derived from these authors' studies of large business firms, were explored by replicating their measures on two small firms operating in separate industries. The results suggest that, while the logic of their formulation holds for small firms as well as large, the forms small firms evolve and the problems they encounter in behaving in ways consistent with this logic differ from those of large firms in a number of ways. In particular, there is less interpersonal and structural differentiation in response to task diversity in the small firms and a more complex relationship between task related differentiation and the quality of relations between departments. Additional field observations also suggest that the effective handling of conflict stemming from non-task related issues is especially difficult in the small firm, while differentiation in response to task diversity and the problems this creates are handled rather easily.

27:T48d,

The Johari Awareness Model of interpersonal processes was explored as a paradigm for research into interpersonal style and communication practices in organizations. Data from 1,000 managers and 115 MBA graduate students regarding their use of Exposure and Feedback processes in relationships with subordinates, colleagues, and superiors were obtained via the Personnel Relations Survey. In addition, data regarding personality traits were gathered using the MMPI, CPI, and Famous Sayings tests; and information about managerial style preferences was gained from the Styles of Management Inventory. Investigations of the effects of role relationships, managerial orientation, and personality traits on interpersonal processes were made. A number of significant multivariate effects were found suggesting that the Johari model may be a viable tool for dealing with personalistic aspects of the communication dilemma in human systems.

28:T36f0,