Comparing beliefs of line and technostructure managers

Article Abstract:

The work-related beliefs of middle managers and technicians are compared in order to determine whether workers with different roles have different values, or if company values transcend job duties. A sample group of 57 mid-line managers and engineers from a large manufacturing company were given questionnaires that identified beliefs about scheduling activities,control of reinforcements and motivation. The managers were more likely to see structuring people's activities as a desirable goal than were the engineers, and showed a higher motivation for management. The engineers were less likely to believe that behavior matches reinforcement controls. The results indicated that engineers and middle managers do have different values, and that job roles are related to work-related values. The differences between the two managerial groups are cited as a possible source of intra-organizational conflict.

Psychological aspects, Behavior, Corporate culture, Engineers, Organizational behavior, Supervisors, Supervision of employees, Employee supervision, Industrial engineers, Middle managers

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Predictors and consequences of delegation

Article Abstract:

Using data collected from 44 supervisors and 198 insurance claims adjusters, the factors that go into the delegation of authority were examined. Specifically, it was asked why some workers were given more authority than others, and if delegation is an effective form of decision making. In this case delegation referred to the cash limit that adjustors were allowed to process without notifying their superiors. The results indicated that supervisors' perceptions of their subordinates, the supervisors' workloads and the importance of the delegated activity affected decisions to delegate authority. Contrary to previous assumptions, the supervisors' personalities and needs for dominance did not significantly affect the amount of work delegation.

Decision-making, Decision making, Usage, Participatory management, Job satisfaction, Delegation of authority, Decentralization (Management)

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Predictors of the performance of project groups in R & D organizations

Article Abstract:

A longitudinal multivariate analysis was conducted to test the hypothesis that group cohesiveness, job satisfaction, physical distance between members of a project team, and project orientation (innovation vs. service) influence the performance of research and development groups. The results indicate that group cohesiveness is a strong predictor of project performance, and that job satisfaction and an innovative orientation are positively related to group performance. Close physical distances between group members, stable group membership and supportive management styles were conducive to group cohesiveness. The 221 research and development personnel studied were employed by the same corporation, but had worked on 32 separate projects.

Human resource management, Industrial research, Labor productivity, Achievement motivation

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