O 0cvo..ovo .u....o MW STATE lady: Shah! ‘,4-.DO’ 64 MSU LIBRARIES .—;_. RETURNING MATERIALS: Place in book drop to remove this checkout from your record. FINES will be charged if book is returned after the date Stamped below. A STUDY OF THE DEVELOPMENT OF THE EMPLOYEE INFORMATION MEETING AS A METHOD OF COMMUNICATION AT ANSUL CHEMICAL COMPANY 37 Gledye Strehl AN ABSTRACT “hunted te the College e! Communicate: Arte Mien.“ flute Univerelty In Pertiel Fulfillment of the Requiem-meme fer the Degree of MASTER 01‘ ARTS Depertment e! Speech 1960 W... @1442 8 New; Glady- Birth! ABSTRACT uwmmmmumcwcam. pay. Mum. Wheeuh. letleeebjeeteltue My. Mendy leleeeeerdvltheeeeltheememelh‘ey'ehemuverllwhere mWWeueemedmnheelgeedmern-leew www.mmuemummmrmm MWMMempleyeee. Wuhan-acumen Gee-penny. mmmmuumdbemmm “magnum“"hmehenmemw. . eged te beeeme levelvei 1e em pceblem. pellet». eel presume. unlabelled Cenpeey. thence". heeflerdedeeeppefleenyeet eelyhehevthe‘evehpeueleedoeemeetleemmu eleeteeeectheeuludeeelempleyeeevhheveheeeheeelylevelved heeekepeenem. mmmmumuuguyhpomw fltflnhefl'ewmmmutheepeelfleuumdm My. mumnwepenmumemwdmmed mmmunumsum-umrumouunm bemeempeeyreeefleeedtlleeefiheldeehluwleeeetheehn- leg leeete e! tech employee eel memes: sheen-3 peepereuee end W. Wuhteleeeqeuedmheeumuemvey Gledye ltrehl Z ei enapleyeee end nenegernent. end queetieeneire reeelte ere ceded. eleeeiiied. enelyeed. end reperted in etetietieel tehlee. It ie eetieio peted thet the develep-ent repert e! Anenl'e eemieetien progrern. with epeeii'ie enpheeie en the Ihnpleyee lnierntetien Meeting, will he ei veine te ether eenipeniee eeneereed with prehlene oi nienegeanento empleyee eexn-nnieetien. it ie expected thet the etetietieel reenlte eithe ettitede enrveywillheeieeeieteneetehnenlChenieelCu-peny net eely in determining the eiieetiveneee e1 ite eernnnnieetien pregren: hnteleeinreelieingtheneedierietere chengeeendneediiieetiene in thet pregren. The enrveyqeeetienneire. entheheeie eieelleeteddeteehent Anenl'e eenluenieetien eyetein end ite pertieipetive nenegement pred- grern. wee expected te ehew e reletienehip hetween the veriehlee e1 ege. eu. edneetien. Jeh level. neuher ed yeere with the eenipeny. end werh grenp eiiilietien. end inverehle er enieverehle ettitedee ei Anenl enpleyeee tewerd the lupleyee lniernntien Meeting end Anenl'e generel ee-nnnieetien pregrem. a wee hypetheeieed thet the tellew- ing weeld he net enly nlere ieverehle in theee ettitndee hnt elee mere peeitive in their helieie in their pert in influencing deeieien-unehing within the pertieipetive ntenegernent pregrerm the elder empleyee. the nele employee. the ernpleyee en the eepervieery level. the ere- pleyee whe hed the nut yeere ei experience with the eempeuy. the enipleyee with the higher edeeetien. end the hourly employee. Irena Gledye Strehl 3 the tehiee eldete the only pert ei the hypotheeie thet wee verified wee thet the employee on the «pervieory level wee snore (everehle end peeitive. Ieverel emleeiene iron the dete ere eigniiieent. 'l‘e the cent. peny. the meet importent ei theee eenelneiene ie thet ennpleyeee ere net eetieiied with the preeent eeunneenieetien pregrene hut rether deeire niere depertinentel neetinge. To the reeeereher. meet importent ie thet Anenl'e eomnnnieetien eyeteu dnring the peet ein yeere. inter- releted with ite phileeephy ed pertieipetive nenegeneet. hee predneed enpleyeee who ere highly intereeted in their eennpeny. Thet en indee- triel «Mention progrern een he inetrnleentel in developing eneh eupleyeee tende te he ed intereet to the generel iield ed eernuenieetien. A STUDY OF THE DEVELOPMENT OF THE EMPLOYEE INFORMATION MEETING A8 A METHOD OF COMMUNICATION AT ANSUL CHEMICAL COMPANY 3! 01.47- mm A THEME knitted to the College oi Comenieetion Arte Mlchigen Stete Univereity in Pertiel Fulfillment of the Reqeirernente fer the Degree ed MASTER Ol‘ ARTS Depertrnent of Speech 1960 TABLE OF CONTENTS Pege Acmwmmmrseeeee‘e'eeeeeee'eeeeeeeeeeeeee'eee'e .u ‘Lwrr‘oi‘luualdn’eeeee11eewueweeeeeeeeeweeeeeeeeeoeeee v Chepter . Io I’erKMDUKTTnDh‘wwtcowowowtu.wuw...t.........t. he ltetenenteiProhiem..-...-..-.................... Limitetiene Impoeed-.. . .-...-.-.--.. . . . . . . . . . . . .-. Jeetiiicetion oi Study .-.-.~. . . . . . . . . . . . . . . Dietinctiyeneee oi Stndy . .-. . .r...-.~. . . . . . . . . .-. .~.-. Meteriele end Sonreee .>.....r.-.................... PlenelOrgenieetien....-......-................'. QOUUUe-n nCAN'UL’ TuCOMPAN’OCCIOOOO...IQIOIOOOOOOCOO 9 a“...IL.¢.‘u”m1n‘lIhnuhunmeeeeeeeeeeeeeeeeeeee“, Phileeephy oi Perticipetire Menegernent . . . . . . . . . l3 _ Orgenieetienelstructnre ...................... 30 Employee 'l‘reiningendDevelopnaent........... .20 mcmmehoeeefleOOOOOOOOOOOOOOOOOOCOOO0.000 z, :11. run: EMPLOYEE INFORMATION MEETING. . . . . .. 36 19.3.0.0...QOOOOOOCOOOOOIOOIOOOO00.000.00.000... 3‘ A. Employee Meetinge...................... 36 llllulflA'OEUNNIhflmmul'. efeeeeeeeeeeeeeeeee ‘1 1"‘ eeeeeeeeeeeeeeeeeeeeeeeieeeeeeeeeeeeeeee ‘, Ah."...'.flflmfl“mmmnn.. feieeeeeeeeeeeeeeeo ‘3 IL.lmlmflOYDIHNfluflfll‘I...wwt.........o..... ‘, C. Menegement Meetinge.~..'................ 4! I9sseeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee ‘7 Employee Meetinge A7 19" eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee '3 A. Menegennenthieetinge 5’2 B. Employee Meetinge..................... 53 iii TAELE OF CONTENTS Chepter Pege 1’57eeeeeoeeeeeeeeeeeeeeeeeeeeeeeeoeeeeeeeeeeee’4 m..u.“m.ODOQOOOAOOQOOOOQQ09.9.09, “ 1”.eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeto .. A. Menegenlenthieetinge.................... ll I.ErnployeeMeetinge...................... ee 1,’9eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee ‘0 COICI‘IICI eeeeeeeeeeeeeoeeeeeelteeeeeeeeeee, ‘0 A. Quentiene end the Employee Iniornetlonhdeeting.‘..,............... bl l.Meeting».............................. 53 C. Inhetitetee (or the Employee Infertnetienhieeting................... 6! Iv. TH; numca DESIGN O 'O O O O O O O O O O O O O O O O O O O O . 1 1 Tum,”.0.0D....O'OQOIOQOOOOO..OOJO0.0... 71 Thh.¢“u.eeeeeeeeeeeeeeeeovOOIOOOQOeeeePO 71 m.‘hm‘r.nmCOIOOOQOO’O...OOODOOIOOIO’O 7. m.r’r.mun.‘pm0......OOOCOOOOCOOOOOQOOC ‘0' WeeeeeeeeeeeeeeeeeeeeeeeIeeeeeeeeeeeee 11. VeCONCLUHONeeeeoeeeeeeeeeeeeeeeeeeeeeeeeeeee129 d""..‘heeew oeeeeeeoepeeeeeeeeeeeeeeeeeeeeee ll, Infic‘..unleeeeeeeeeeoeeeeeeeoeeeeeeeeeoeeeeee ll, Weeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee 1‘0 APPEND“ eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeoeeeeeee x“ ’mmum.’IOOODOOOOODCOADDOODOIDOIDOOOOOCOOOI x6, VITA ’00...OI0.00.0.0......IOODDOOIDDI...OIOIOOOOIDO ‘73 iv LIST OF TAELES nu. Pt:- 1. (button 1 Do You Get Enough Interaction ehouttheConpenyt......................... 76 Z. Oeoetion 3 Front Whet Source Do You Receive Moot of Your Interaction ehout the Cornpenyt. . 17 3. Queetion 3 li Ionian” honething To Corn- plein About. When Do You Meet Often “a,”T.?.0..OOOOOIOOOOOOOOOOOOOO0.......2 4. Queetion 4 Which Employee Interaction hieotingDo You Meet Fever?................. I3 5. Queetioe I it You Were 'l'e Aeh Queetiene et Your Employee lniorrnetion Meeting-- Either the Annnel Meee Meeting or Your Work Group Meeting--Whet Porcentego of Your meetione WeuldheAnewered? I! 6. Qeoetion 6 Do You Feel the Cornpeny'e Menegentent Anewere Your Qeeetione no B..‘Tu’cu? 0.0....COOOOOOCOOOOOOODOOOOO.6 1. Queetlon 1 Whet Kindo oi Interaction iron: Employee interaction Meetinge Heve You M‘.‘m?00000OOOOOOOOOOOQOQOOIOOOO00.00..O .1 8. Oeeetien 8 Due Your Inpervieor Cell en Employee Interaction Meeting Often Enough 7. . . 90 9. Queetion 9 How Much Time Do You Think You Bhonld Spend in Employee lniorrnetion M“ti.‘.'oooeeoooeoooeeeeooeoooeeoeeeeoeeoe’I lo. Queetion l0 Who Benelite Meet From the Employee Iniormetionhdee'ting?......... 92 LIST OF TABLES Tehlo Pege ll. mention ll Do You Believe You Should Tehe Pert in the Decieion-Meking in Your . D.qu?eoeeoeooe.oeoeoe'eeeeoonOeoeoeeoo96 ll. Queetion It How Often Do You Hove en Opportunity TOMM‘OCE“”?000000000000 97 ll. mention” HewOitenDoYouMeho ' luggeetioneAhoutYourownJoht.............9e 14. Quoetion 14 Do You Feel You Cen Mehe luggo‘etione About Your on Job At Any Time 1 . 99 15. nueetien ll it You Were 'l‘e hiehe A Deggeetion Ahout the Compeny (New Product Idee. Chenge in Production. 25:, ’ Do You Feel It Would he Coneidered By Compeny Menegernent 1. . . . . too no. Direction 16 ‘ Do You-Feel 1m Hove A rm .lnIetting UpYour PercennlJtheelet........ 101 11. Oueetien l1 " Within'Yeur' Own work Group. Ahout Whet Percentego oi the Decieione . Concerning the Worh Group Are Mode Dy Employeoet......'....‘......................loz it. Queetien 1e weenie-nu um To Bey About IHewYeurJohWillheCerriedOutt...........104 l9. Reeulte o1 Conununicetion flurvey Queetiennnire - .TeAneulhiiddle Menegernent................106 2°. 9T..th..‘Hmm.“OOOOOO-C'OO0000.......00....l‘l I. INTRODUCTION Statement of Problem The purpooe of this etudy ie to deecribe and evaluate a specific method of communication-othe Employee Information Meeting--at Aneul Chemical Company in Marinette. Wieconein. and to eurvey the attitudee of employeee and management toward the Employee Information Meeting end the company'e general communication program. The etudy will contain information pertinent to the deveIOpment of the Employee Information Meeting between the fall of 1953 end the eummer of 1959. including ouch materiale ae hietorical background.“ philoeophy. and organizational etructure of the company: information on meeting preparation. meeting procedure. and queetionneiree need in conjunction with the meetinge; and excerpte from recorde and reporte related to the meetinge. Date from quo etionnairee circulated to employ- eoe in Auguet. 1959 will he claeeified according to the employee'e age. eex. job level. number of yeere with the company. education. and work group affiliation. In 1953 Aneul tOp management outlined and planned a eeriee of group meetinge which would he called Employee Information Meetinge. Queetionnairee were dietributed to all Aneul employees. Queetione ob- tained were oorted and arranged and general topice of intereet were diecueeed in large group meetinge. Mimeographed anewere to epecific queetione were dietributed to employeee. Between 1953 and 1956 there were obeervable changes in the meet- ing deeign in order to make the Employee Information Meeting more mean- ingful to Aneul pereonnel. By 1957 there had been a de-emphaeie of the mace meeting procedure and an emphaeie of the email group meeting within epecific divieione or departments. 1 At the present time. although the top management head of an area may ineiet that divinione hold meet- inge. division and department managere are almost wholly reeponeible for meetinge with their eubordinatee. Thus. the planning and procedure of the Information Meeting have paeeed to a great extent from the decieion of top management to the diecretion of divieion and department euper- vieore who are encouraged to hold meetinge whenever they feel euch meetinge would be ueeful. The de-emphneie of the mace meeting. a few yearn ago highly eig- nificant in Aneul'e communication program. hae meant that the Employee Information Meeting hee become almoet non-exietent for eome employeee. For othere. information meetinge on a email group ecale etill have impor- tance no communication channele. Under there circumctancee. different opinione may ariee about the eignificance of the Employee Information Meeting. The meetinge themeelvee have changed radically; the employeee' oxpoeure to meetinge hae differed. The effecte of ouch changee and dif- lDivieione are made up of departmente and work groupe. Aleo. there are come ooparate departmente. outeide of divieione. made up of work groupe. forencee in a communication program are of importance to thie etudy. Limitatione Impoeei Thie etudy will be limited to the time period between the fall of 1953 and Auguet. 1959. In the fall of 1953 top management at Aneul Chem- ical Company met and rot forth eight Operating principlee. one of which wee ”management muet communicate. " To make thie principle an active one. plane were made for better communicating pact. preeent. and future operatione of the company to all employeee. From that time forward. Employee Information Meetinge involving everyone in the company became increaeingly important. I The queetionnaire eurvey will include only thoee employeee of An- eul Chemical Company located in the home plant at Marinette. Wieconein. J notification of Study Today'e induetrial leadere are becoming increaeingly conecioue of the neceeoity for and the value of good internal communication within com- paniee no a meane of improving human underetanding between management and employeee. . He [the executive-:7 taken into account the facte: (1) that communication in incomplete unleee it ie a joint proceee. (2) that the quality of commu- nication upjhe ling to largely determined by the timing, tone. and amount of communication that goee down the line , and (3) that two-way communication not only linke top management with the work level. but ehould aleo he deeigned to allow for verification of the immediateare- eponee at each intermediary level. Only if free communication in in- vited from every level within the enterpriee, ae well no from the union. can there be expreeeion of meaning no a whole by all who are in a 4 position to contribute to organizational efficiency. 2 Robert Hood. the president of Ansul Chemical Company. has been concerned with the place of communication in furthering better human relations in the company. In 1949. a philosophy of ”participative management" was phrased. a philosophy which. to be effected. must in- volve extensive communication. Mr. Hood defines participative manage- ment as "a way of managing an enterprise aimed at unleashing the full creative power of people through participation. ”3 In recent years "participation" or"involvement" have become such common terms to businessmen that they have had their share of editor- ialining. including criticism. "The word ’participation'. " Charles Redfield writes. "has come to have an unpleasant connotation with a caricature of the boss pointing an accusing finger at the cowering conferee and order- ing him to 'participate I "'4 Nonetheless. more and more businesses are becoming aware of the tremendous importance of participation within the work environment. Chris Argyris. after compiling data on a number of industrial research studies. states: The employee must be provided more "power" over his own work environment and therefore he must be given responsibility. author-- zPaul Pigors. Effective Communication in Industry (New York: National Association of Manufacturers of the United States of America. 1949). pe 3o 3Ansul Chemical Company. Setting and Managing Objectives in A Business Enterprise. A Report Prepared by Ansul Chemical Company. (Marinette. Wisconsin. 1956). p. 3. 4Charles E. Redfield. Communication in Management (2d ed. rev. .8 Chicago. Illinois: The University of Chicago Press. 1958). p. 271. 5 ity. and increased control over the decision-making that affects his immediate work environment. He must become self— responsible. 5 In 1953. Employee Information Meetings-mm get and to give in- formationr-became a part of Ansul’s communication program. Because Ansul’s philosophy of communication has evolved from its philosophy of participative management. it may be assumed that these two philosoPhies are inseperable and that changes in one will effect the other. This study will be concerned with many aspects of the philosophy of participative management because of its relationship to the general communication system and the specific Employee Information Meetings. .To show justi- fication for this study. it is assumed that these meetings have been a useful addition to the company's communication program and that changes in meeting emphasis have been purposeful. Likewise. it is assumed that a systematic record of these meetings and an attitude analysis of those persons involved with the meetings will be of value to the general field of communication. to Ansul Chemical Company. and to other companies con- cerned with problems of management-employee communication. pistinctiveness of StudL The object of this study provides its distinctiveness. In these days of the ultra-large corporation. this small company has attained considerable 56hr“ Argyris. Personality and Organization (New York: Harper and Brothers. 1957). p. 181. 6 recognition6 for its organizational system of "participative manage- ment. " Also. as a company interested in research. it has given sup- 1 to various research projects concerning human relations in in- port dustry. Because Ansul is a small company. its communication methods can more easily be studied than those of a larger corporation. Infor- mation gained from such a study may be of interest to teachers of Communication and professional communicators and of use to other small companies and larger corporations interested in research on the interchange of communication between management and employees. Mateiials and Sources Background information was derived from company records and 6Books. booklets. and magazine articles that have featured Ansul Chemical Company's programs are: Argyris. 0.2 cit .pp. 196-197. Business Relations Department. Chamber of Commerce of the United States. Effective Employee and Community Relations. A Report 93 Algal Chemical Company (Washington. D. C. . 1956). Scott M. Cutlip and Allen H. Center. Effective Public Relations. 2d ed. (New Jersey: Prentice-Hall. Inc. . 1958). pp. 215-217. Robert C. Hood. "Group Management-~The Ansul Plan. " The Development of Executive Talent; A Handbook of Management Develop- ment TechiqueLand Case Studies . ed. M. Joseph Dooher. Assoc. ed. Vivienne Marquis (New York: American Management Association. Inc. . 1952). pp. 122-131. Perrin Stryker. ”How Participative Can A Company Get? ". Fortune. 1. No.3 (September. 1956). pp. 134-136. 217-220. 7Ansul Chemical Company contributes to the Foundation for Re- search on Human Behavior. Ann Arbor, Michigan. The company has cooperated with studies carried out at Ansul Chemical Company by re- searchers from the University of Wisconsin (1949). the University of Michigan (1958). and Michigan State University (1959). 7 reports and interviews with company personnel. Classifications and analyses were made from questionnaires circulated in August. 1959. Samples of questionnaires. survey questions. newsletters. and other materials used by Ansul in conjunction with the Employee Information Meeting are included in the appendixes. Plan of Organization Chapter I is the introduction to this study and includes the data of the foregoing pages. Chapter II considers Ansul. the Company--its size. location. products. company organizational structure. philosophy of manage- ment. general communication program. and employee training and development. Questions considered include: What is the company's historical background? How is its internal structure organised? What factors make up its philosophy of Participative Management? How is its philosophy significant in its communication system? The conclusion considers the foregoing material in light ef present opinions of Ansul managers and current changes within the company. Chapter III is concerned with the Employee Information Meet- ing designs 1953 to 1959. This chapter considers the meeting designs chronologically and is especially concerned with the changes that have come about in preparation. procedure. and in the questionnaires used in conjunction with the meetings. Questions considered are: How have the meeting designs changed from year to year? What have been the reasons for these changes 7 What type of questionnaires have been 8 used? How has management answered the questions of employees ? The conclusion to this chapter reviews the changes that have occured in tin Employee Information Meeting in light of further analyses and interviews with management. Chapter IV contains an explanation of the research design and copies of the questionnaires submitted to management personnel and employees at Ansul Chemical Company in August. 1959. Classifications and analyses of the data are included. Several questions are considered through use of the foregoing data. Of what importance are physical conditions-~age. sex. education. work group affiliation. job level. and number of years with the company-~11: determining the attitudes of Ansul employees toward its communication program? What differ- ences in attitudes are there between different divisions in the company? What do employees think about their place in the "participative manage- ment'.’ program? What are managers' opinions concerning Ansul's com- munication and "participative management" programs ? Qapter V summarizes the conclusions of the previous chap- ters. Descriptive data concerning the Employee Information Meeting. opinions of Aneul employees and management. and statistical results of the survey are interrelated to form a conclusion to the study. n. ANSUL. THE COMPANY In considering Ansul. tin Company. the following information1 will be considered: (1) Size. Location. and Products; (2) Philosophy of Participative Management;2 (3) OrganisationalAStructure; and (4) Em- ployee Training and Development. The conclusion of this chapter will consider current changes within the company and their influence upon the foregoing materials. Sise. Location. and Products Ansul Chemical Company is one of the major industries in 1General information in this chapter was taken from the follow- ing sources: Ansul Chemical Company. Ansul Annual Report for the Year Endinggctober 31. 1956 and Ansul Annual Report for the Year Ending_ October 31. 1957 i Ansul Chemical Company. SettinLand Managing Ob- Lectives in a Business Enterprise. A Report Prepared by Ansul Chemi- cal Company (Marinette. Wisconsin. 1956); Business Relations Depart- ment. Chamber of Commerce of the United States of America. Effective Employee and Community Relations: A Report on Ansul Chemical Com- m (Washington. D.C. . 1956); Robert C. Hood. "Some Aspects of An- sul's Participative Management. " A Report given at Management Con- ference. Cornell Business School. April 5-6. 1957; Robert C. Hood. "Why Communicate?" Address made before the National Machine Accountants Association. Northwestern Wisconsin Chapter. Marinette. Wisconsin. April 18. 1956. ' 2The study is concerned with many aspects of the philosophy of participative management because of its relationship to the ganeral com- munication system and the specific Employee Information Meetings. One of the operating principles which evolved from a 1954 management meet- ing was: "Communication is the basic function of management because upon it all other management activities depend. " 10 Marinette. Wisconsin. a community of 15. 000 peeple in the north- eastern corner of the state. Across the river from Marinette is its twin city. Menominee. Michigan. from which come some of An- sul's employees. The main plant at Marinette occupies a forty-eight acre site along the river. part of which includes deep-water dock facilities. In recent years the company has acquired additional acre- age in two locations outside the city to provide for future expansion. Founded in 1915. the company had a staff of seven persons. two ramshackle buildings. and manufactured sulfur dioxide as a refrig- erant. Today the company has over 5003 employees. fifteen buildings at its Marinette location. and manufactures mechanical- chemical re- frigeration products. industrial chemicals. and dry chemical fire equipment. All chemical and mechanical manufacturing activities are centered in Marinette. with the single exception of an assembly plant located at Caracas. Venezuela. operated by a subsidiary company. An- sul of Venezuela. In the United States. regional offices are located in. six large cities. with sales offices in twenty- seven other cities. Ware- houses are operated at five major geographical locations. Ansul dealers and distributors. agents and wholesalers can be found not only in every major city in the United States but also in some sixty foreign countries around the world. A new part of the company organization. Ansul Inter- national. handles foreign exports. .___..‘ _.._ M4.— _—_‘ __—_.‘ 3Company figure in May. l959--516 employees. Quoted from a letter from Ray Twining. Personnel Manager. ll It is significant to note that. in the field of fire extinguishing equipment. Ansul pioneered the manufacture of dry chemical units and now provides a complete line ranging from small hand portable units to automatic piped systems and mobile jeeps and fire trucks. A Fire Test Station. with a twenty- acre test field and fire test houses. permits the simulation of a wide variety of fire hazards. Customers for the fire extinguishing products are trained in actual fire-fighting techniques. Research facilities are available to stimulate the development of new and better extinguishing equipment and chemicals. . . . an] Ansul Service Plan. . . provides customers. along with their equipment. such essential services as plant hasard surveys. training and visual aids for their plant fire brigades. and ad- vanced training for their key safety people at the Ansul Fire School in Marinette. 4 During 1958 the company made licensing arrangements for dis- tributing fire equipment in Brazil and Argentina. and the company has been considering the possibility of manufacturing in Canada and Europe. In the company's last annual report. Robert Hood. president of the company. red-emphasised the need for manufacturing in foreign countries in order to compete successfully with other companies. More and more American companies are locating around the world. These companies are good customers of ours in the United States. They should be a major market for us overseas as well. So for this reason. . . we need manufacturing beyond our own country. 5 4Ansul Chemical Company. Annual Report. 1957. p. 6. 5mm. 1953. p. e. 12 Mr. Hood also commented that. because of the company's loca- tion at the juncture of the Menominee River and Lake Michigan. its ex- port business may benefit from the St. Lawrence Seaway by importing more raw materials and exporting more finished goods through Great Lakes shipping. Bhiloeophy of Participating! Management Robert Hood became the President of Ansul Chemical Company. a company his father founded. in 1949. The company is family con- trolled but has about 500 stockholders of whom approximately one quar- ter are employees. There is no union. but a Labor Committee made up of representatives of hourly workers has been significant as an inter- mediary between management and hourly employees. To realise what communication changes occurred during the first years of Mr. Hood's office. this quotation from his 1954 report is significant. Six years ago I became president and in trying to determine a "plus" that I could bring to the company's progress. I felt that the improving of the company communication program would aid every operation. As I delved further into this study. I began to realise the real aid that social science was giving industry in this area. What I Was hearing from them and reading made a great deal of sense to me. From this we developed into this phi- losophy of management which we now call "participative manage- ment". Defined as "a way of managing an enterprise aimed at unleashing 6Robert (3. Hood. Concern for Cost. A Report of Ansul Chemical Company (Marinette. Wisconsin, 1954). p. 3. 13 the full creative power of peeple through their participation. " 7 par- ticipative management. by its very nature. is directly concerned with effective communication. Mr. Hood added: It is important to show conclusively to people that the skills and abilities that you are using as a communicator will be guided by principles and objectives which have meaning for them. If this is not done. your confidence ratio is undermined by the thought of manipulation. When it is done over a period of time. it tends to develop confidence and understanding which leads to effective communication. 8 To clarify this communication philosophy. the company adopted n9 two maxims. "People support what they help create. and "People. not products. are the competitive difference between companies. "10 In a report on Ansul Chemical Company compiled by the Busi- ness Relations Department of the Chamber of Commerce. Mr. Hood explained participative management in the following way: Our experience indicated that the more people participated. the more they would develop. People. at all levels. were given the opportunity to contribute their thinking to policy matters that affected them. And. consequently. their sense of belonging and identity was aroused. The fund of human energy that vitalises our company was increased. A person is primarily one single human being. not part of a mass. and as such wants to express what's inside him and take part in what's going on. He likes to feel that he's contributing. as an individual and as a member of a work group. and also that ____ A___ 7Ansul Chemical Company. Settingcand Managing Objectives In A Business Enterprise . A Report Prepared by Ansul Chemical Company (Marinette. Wisconsin. 1956). p. 3. 31bid.. p. 15. 9Hood. ”Concern for Cost. loc. cit. . p.14. ”ma. p. is. 14 his own contributions and those of his work group are making a significant difference. If we could help our people achieve this psychological satisfaction. we believed we could reap the reward of greater and more intelligent human effort. 11 Five areas that were particularly effected by participative man- agement became involved in changes. These were: decision- making. resources. goal- setting. flexible groupings. and communication. 12 The ideal use of these different areas in participative management is explained below. The first of these involves employee decision-making. It is the feeling of this company that in many instances more effective decision- making can be done at a lower level than is generally accepted. Therefore. one of the principles in partic- ipative management is to make the decision as low as possible within the hierarchy. which is consistent with the best interest of the company. Decision-making at a lower level does. in most instances. take longer. the worth. however. stems from its immediate implementation because those who have helped to make the decision are involved in it and are ready to see how it is going to work. Additional explanations of its implementation are unnecessary. llBusiness Relations Department. Chamber of Commerce of the United States of America. Effective Emplgyee and Community Re- lations: A Report on Ansul Chemical Company (Washington. D. C. . 1956) . p. 4- 5. lemployees’ opinions on these principles are shown in their questionnaire answers in Chapter IV. 13Ansul Chemical Company. Setting and Managing Objectives In A Business Enterprise. loc. cit.. p. s. 15 A simple graphuto illustrate the question. "How much time is involved from the identification of the problem to effective imple- mentation of the decision? " was included in the Ansul report. (1) Problem Decision Implementation 0 t t # (Authoritative Proce s s) (2) Problem Decision Implementation 0 I O ....__- (Participative Process) The time involved may be the same in both (1) and (2) but the distrib- ution of time is different. The second area Ansul felt should be involved in participative management was resources: human resources from both inside and outside the company. The company management conceded that formal organisation usually'tends to restrict its personnel. to impair their creativity. Thus they were concerned with human resources. Their report states the following: > People must continually be reminded that everyone can be a re- source in one form or another to someone else. People must be constantly encouraged to get information and help in arriving at their decisions. It is a challenge to management to find ways and means to effectively bring to bear resources. regardless of the hierarchal structure. on problem solution. 15 “ma. . p. 10. 15mm. , p. 11. 16 In addition to using resources within their own departments. the company has developed an association with a number of outside consultants who are called upon when specific information is needed. The third area considered of major importance is goal- setting. involving (1) corporate objectives and (2) "How Am I Doing?" sessions. Robert Hood has explained how the corporate objectives became part of goal- setting. I started in outlining about six or seven corporate objectives that I felt we should be looking forward to during the year. These I branded quite emphatically as tentative. The objectives were then passed to our Executive Committee and they reviewed them as to how realistic they were. After changes and modifications. we began to get agreement from this group. Then in concentric cir- cles this went down in the organisation requiring each tolook at its objectives and how it could accomplish the total corporate objectives. and whether these corporate objectives were realistic. This found its way down to the foreman and his work group where they began to look at where we are going for the year. 15 In this company goal-setting. not only management but also every employee was to go on record as saying. "This is what we plan to do. " Ideally everyone was to be involved. everyone having primar- f ily the same objective. The following diagram shows how the company and individual goals may be correlated. ____ ___.._ l6Rolrnert C. Hood. "Some Aspects of Ansul's Participative Management. " Report given at Management Conference. Cornell Business School. April 5-6. 1957. p. 5. 17 Goal- Setting l7 Goals Relate To Company Quality Area Cost Division Effectiveness Department Budget Work Group "Waste Individual Profit Personal The column on our right indicates some of the areas that goals can be related to in the total process. In the participative man- agement concept. people are involved in helping set not only their individual goals. but their work group. division. depart- ment. company. etc. goals in keeping with "People support what they help create ". 13 Another concern in goal- setting is "How Am I Doing? " self- appraising sessions which are particularly pertinent to the individual. An employee has an opportunity to go to his supervisor and set his ewn job objectives for the coming year. Quarterly meetings are the usual procedure. initiated by the subordinate to ask his supervisor either "How am I doing ? " or ”I'm not doing as well as I'd like. What do you think I can do to improve? " Ansul calls these ”target- setting" sessions and considers them. along with corporate objectives. as influencial 17Ansul Chemical Company. Setting and Managing Objectives In A Busings EnterprisJeJ loc. cit. . p. 13. lalbid. l8 factors in successful goal- setting. The fourth area of importance is flexible groupings. With the participative management program it was hoped that more creative- ness would be shown by Ansul's people. In investigating its organiza- tional structure. Ansul management realised the following factors. This formal organisational hierarchal structure is represented in a typical organisation chart with a series of men reporting to one man. he being superior in control and authority. These men in turn had men reporting to them and in the second sequence they replaced their superiors as top men. forming a series of inter- locking. hierarchally- structured family work groups. Ansul had an Opportunity to observe that homogeneous. family work groups like the above tended to be less‘creative than heterogeneous groups with varied experiences and on a peer relationship. We have develoPed what we call Product Investigating Teams. There is a roster of all the people in the company who can bear on all the various aspects of a particular new product. . . These Product Investigating Teams as we call them. not committees be- cause they are dissolved immediately after the task they have been assigned has been completed. offer to the Policy Committee suggestions and three or four alternative solutions to the problem we have assigned them. Here is another way we have gone about in getting people involved. getting to the point where people support what they help create. As an example. when these men are over in this committee. or team as we call it. and have evolved alternative solutions to a new product. they then. you see. change their hat and go back into their action jobs and the communication problem is kept to a bare minimum because they already know the ins and outs of what’s going on. 20 ”me. p. 17. 20mm" pp. 9-10. 19 This approach to organization not only draws upon an indiv- ual's creative energy but does so while he is company-oriented. work- ing on problems that involve a wider problem range than that of his own work group. The last area to consider is communication. an important factor ' in participative management. First. Ansul began communicating infor- mation on the company itself. The Employee Information Meeting 21 has been the primary channel for this. a flexible means of communication which has changed nearly every six months to meet different needs. Robert Hood's viewpoint on management-employee communica- tion is shown in this exerpt from a speech made in 1956. Every skill that a manager uses is judged on how well he can communicate. It is obvious that a manager does not "do". he has to "do" through other people. Nothing happens until he com- municates. His effectiveness depends upon how efficient he is as a communicator. therefore. it becomes a mighty important thing to every other thing one is doing as a manager. He goes on to mention that effective communication depends upon confidence. with which every manager must be vitally concerned. Two ways of building confidence are:(l) a clarification of a philosophy of operation. and (2) the improvement of individual skills as a commu- nicator. 21See Chapter III for extensive information on these meetings. 22Robert C. Hood. "Why Communicate?" Address made before the National Machine Accountants Association. Northwestern Wisconsin Chapter. Marinette. Wisconsin. April 18. 1956. p. 2. (Mimeographed.) 20 Now in the area of communication and many other factors of human realtions these days. there is a great deal of emphasis on skill. How do we improve our skills in these things? We are beginning to find ways and means of doing this. But skills. in my estimation. aren't worth a tinker's darn if we don't have a basic philosophy. SO I feel the developmext Of a philosOphy is a very important thing--the philosOphy of Operation. Organisational Structure At the present time there are seven specific area heads be- sides the office of the president that make up top management at An- sul Chemical Company. These seven managers and the president are 2‘ The president can communicate calledthe Operations Committee. orally with all of the managers. and they with him. whenever the need arises,. He works with‘ each of these people in turn concerning the area for which they are responsible and accountable. In this manner. this group as a communication group covers all the main Operating and functional areas of the company. Each of these members has a management staff with which he meets in regular staff meetings or in special meetings. There are occasions when the president asks that a given area head or all area heads call their staffs together to communicate some particular infor— mation. Employee Training and DeveIOpment One of the basic tenets Of participative management is "PeOple. 23m1d. . Po 4s 24See Appendix for organisational chart Of the company. 21 not products. are the competitive difference between companies. ”25 To meet this challenge. employee training has been of great importance. Two aspects of this training will be considered: (1) Formal training methods. and (Z) Foreman selection. The first of these. formal training. is concerned with conference seminars. executive development courses and management institutes. The company has stressed internal training through courses held at the plant itself. The following graph will indicate how many employees at all levels attended these external and internal training sessions in a peak year. 1955. 1955 CHART or TRAINING AND DEVELOPMENT 2" Number of Work Position Training Emplpyees TOP MANAGEMENT External: National Training 2 Laboratory. Bethel. Maine American Management Association. 6 New York Northwestern University. I Evanston. Illinois Internal: Meeting Clinics 17 Executive Seminars 8 MIDDLE External: Marquette University 3 MANAGEMENT Milwaukee. Wisconsin And STAFF 2"F'Hood. Concern for Cost. Ioc. cit. . p. 15. z(’Business Relations Department. loc. cit. . p. 21. 22 MIDDLE Industrial Management Institute 24 MANAGEMENT U. of Wisc. . Madison. Wisc. And ‘ STAFF Society for Advancement of 2 (Continued) Management International Executive Con - l ference. Strong. Narovec 8: Company Midwestern Society for Statis- Z tical Quality Control. Milwaukee. "Wisconsin Transportation Association of 1 America. Chicago. Illinois National Conference Board. 1 New York Milwaukee Vocational 8: Adult 1 Schools Engineering Institutes. Madison 6 U. of Wisconsin Extension Center 19 American Management Associa- 19 tion. Seminars. New York Correspondence 2 Alexander 2 Hamilton Course LaSalle School of Law. Chicago 1 Internal: Meeting Clinics 31 FOREMEN External: Industrial Manage- l7 ment Institutes. Madison Plant Layout Technical WorkshOp l Oakmont. Pa. Internal : Foreman Training 17 Conference 23 EMPLOYEES External Correspondence: 1 University of Nebraska International Correspondence 35 Schools. Scranton. Pa. Vocational School. Marinette 24 Hayes School of Combustion. 6 Chicago Technician Training. U.of 4 Wisconsin Extension Center Henry Stubenvoll Public Speak- 2 ing Course Secondly. employees have had Opportunities to help select their supervisory foremen. This plan became significant in 1953 when a divisional manager was preparing to name a few new foremen. This gave Ansul a chance to put another of its participative management principles to work; namely. "better problem-solv- ing is obtained when every possible human resource is brought to bear on the problem. " An obvious human resource which always had been over- looked in foremen selection was the employee to be supervised. . . Ansul found validation for this approach from the University of Michigan's Survey Research Center. The center had made some studies confirming wartime findings of the Armed Forces con- cerning teamwork among air crews. The idea was to give the people who have to deal with the crew leader. £50m above or below the same level. a part in selecting him. Relating this research to the Ansul program. management de- cided to take the employees into consideration as much as possible. They began by pointing out what qualifications management thought 2113351: . p. 16. Z4 important for a foreman. These included past performance. seniority. With. and intelligence. The second step involved the work groups themselves. Meetings of 20 to 30 hourly workers and groups of supervisors were held. Purpose: members were asked to submit their ideas as to the duties and qualities of a supervisor. These suggestions were consolidated into a composite chart of requirements for the job. 28 . There seemed to be considerable agreement between management and employees on foreman qualifications. The next was the nominating step in which employees had an opportunity to nominate. by secret ballot. five employees whom they felt best fitted the composite description of a supervisor. First-line supervisors and managers also made nominations. The last step belonged to management. After carefully weighing all the datao-employees. supervisory. and managerial nominations. personnel records. tests and inter- 30 viewsumanagement named two new foremen and five lead men. 29 Ansul estimated the cost of this first foreman selection. in- cluding wages paid while employees attended meetings. to be approxi- mately $1000. 31 The company management. through observation of em- ployees and inquiries of supervisors. felt the investment was a sound one because the employee seemed: (l) to have a better idea of what attributes 231m. . pp. 16-17. zglbefinition of "lead men" --Hourly- paid. functional leaders within a work group. 3oBusiness Relations Department. loc. cit.. p. 17. 31Quoted from Ray Twining. Personnel Manager. 25 a supervisor must have and thus showed greater respect for the super- visor’s job; (2) to appreciate being consulted about possible changes; and (3) to approve of the new foremen who were selected. In addition. management found that some suggestions made by employees revealed potential supervisors management had not considered previously. Conclusion In Chapter I. under Justification of Study. mention is made of the philosophy of participative management which was partially re- sponsible for Ansul's desire for a good communication system. The ideal use of. this philosophy has been detailed in the foregoing material in Chapter II. Additional comments32 based upon interviews with middle and top management will be made in this conclusion to point out some of the problems and implications of this participative management philoeoo phy. Perrin Stryker's article in Fortune . "How Participative CenA Company Get? " . studied Aneul Chemical Company as an organisation - where a number of management theories were given their first practical application and where new concepts of communication in human rela- tions were utilised. Both positive and negative results of the six years of participative management were considered. Since this philosophy of management aims at changing attitudes. both Robert Hood and Perrin 33 These are based on interviews with middle and top management that took place in August. 1959. 26 stryker seemed to be in agreement that specific results are difficult to determine. Mr. Stryker made some remarks about the executive at Ansul that are related to attitudes observed through interviews with manage- ment people. He wrote: I 4’ After nearly seven years of trying to recast the thinking and emo- tions of his subordinates at Ansul. Hood is having to use some operating methods very similar to those found in companies totu unaware of "participative management". 33 In fact. Mr. Stryker points out. Mr. Hood has reduced the number of committee meetings and conferences from several a week to twice a month and sees his top five executives individually only once a week. However. this has not discouraged Hood because he feels that "tighten- ing up by more orthodox formal management methods shows that. after managers have made efforts at working with people. they have gained a new appreciation of the old fact that the prime job of a man- ager is to get things 593 through people. "3‘ in the article. Mr. Stryker Quotes Mr. Hood as saying that the process of participative management has produced three kinds of man- agers: "Some who seem to have developed better judgment for making decisions ,on their own. others who have only learned more about the company. and still others who have gained no more than a facility with such terms as 'agenda building'. "35 Mr. Hood stated: 3iii-"err“ Stryker. "How Participative Can A Company Get? ". Fortune. 1. No.3 (September. 1956). p. 220. 3 35 ‘lbid. . ma. 27 Usually people don't want to become involved. so you test and test new ways and ideas to win them over. We believe in the principles of feedback. i. e. getting people to discuss and crit- icise policies and ideas. because it is one of the most effective means of changing people that we know of. . .the reason for the mixed results is that participative management "involves chang- ing people's values from the viewpoint of depending on authori- tative management. " 36 This article. written in the fall of 1955. pointed out the move to more orthodox management methods that had already begun to take place at Ansul. i. e. the reduction in number of committee meetings and conferences. Production problems by late 1956 necessitated a further do. emphasis upon group meetings and group decision-making. 37 In spite of these changes. the president did not hesitate to maintain that group cooperation was the primary factor in making 1957 more profitable. He had this to say to a stockholder who asked some of the reasons why 1957 turned out so well. One primary reason is that we worked together more effectively. For many years we 've been trying to get our people to realise more of their potential and to work more usefully and effectively with one another. A good share of these efforts seemed to come together in 1957. Although this is difficult to measure precisely. our results are a strong indication that this is true. Two other reasons for our good year are our improved planning and imo proved execution of our plans. Product planning. budget plan. nlng. sales estimating-wall were accomplished with more coor- dination this past year. 33 ' A 37 This de-emphasis and other changes will be enumerated further in Chapter III. 38Ansul Annual Report. 1957. p. 12. 28 The following year. 1958. there was a decline nationally in capital spending. This necessitated drastic changes for Ansul because. when capital spending declines. Ansul's fire equipment sales are affected. Profit wise. it was not a good year. Sales were down 18% and profits went sharply down to only 21% of 1957's record high. How- ever. in the 1958 annual report. Robert Hood pointed out that. although profits and sales were off. the balance sheeta-assets to liabilities ratio-6had strengthened almost 100%. With new products for 1959. management hoped that profits would increase. Other changes in 1958 were the following: (1) some employees went on a 32-hour week schedule: (2) there was a layoff of some hourly people; and (3) there was an elimination of some salaried jobs. Mr. Hood. in the 1959 annual report. explained that these changes were necessary to prepare for higher costs in 1959. We found that some functions could be eliminated. others could be postponed and that both these actions could help us achieve our broad objectives. We reduced our personnel from 557 to 502. but only after very careful deliberation about the best way to keep our company strong-"for the benefit of our customers. our employees. and our stockholders. 39 The difficulties of 1958 did not mean a change in philoec;.:11y. Mr. Hood emphasized. He said: One of the fundamental things about participative management. or any method of organization. is that it undergoes change. We have to acknowledge that. anticipate it. and modify our methods accordingly. But generally speaking. we're heartened by the results of participative management. We've made mistakes. 39Ansul Annual Report. 1958. p. 15. 29 certainly. But we believe this ”approach to working" has made us stronger--more able to cope with 1959 and the years beyond. Our advertising campaign in 1958 featured some of our man- agement thinking. "Pe0ple support what they help create" and "Peeple are the real competitive difference between companies. " We don't pay mere lip service to these ideas; we live by them. And we think they've helped us weather a difficult year and will help us grow and develop in the better years ahead. Our job with participative management is. and always has been. to apply its principles effectively to our business. Change is inevitable. but some of the principles we operate under seem to give us greater flexibility and understanding as we attempt to meet changed conditions. 40 In late 1958 and early 1959. [organizational changes took place at Ansul. These were management changes to improve perfor- mance and to provide greater flexibility for growth and. as such. they were a move away from what Ansul called a ”functional"type of organi- ‘ nation toward an organizational structure oriented toward production and markets. Management's optimism about profits and sales did not ring true until the second quarter of 1959 when profits allowed a small em- ployee dividend. But Ansul's economic situation still necessitated an emphasis on production. and there was less time spent on time-con- suming plans for Employee Information Meetings and other outlets for the participative management philos0phy. Such changes in emphasis are pertinent to this conclusion because they may influence attitudes. Many of the managers interviewed tended to point out the negative features of participative management. It is 40mm. 30 important that any evaluation take the variables of organizational change. employee layoffs. and reduced work force into consideration. The problems of participative management pointed out by var- ious Ansul managers can be better understood by first recalling com- ments made by Perrin Stryker and Robert Hood. in one of the quotations from Fortune used earlier in this chap- ter. Perrin Stryker spoke of the "abstractions of human relations. " Robert Hood. as quoted earlier in this chapter. said: I began to realise the real aid that social science was giving industry in this area [of communication] What I was hearing from them and reading made a great deal of sense to me. From this we developed into this philosophy of management which we - now call "participative management". Among the members of middle management who were inter- viewed‘.z there was a consensus of opinion that the "theory" of par- ticipative management was sound and backed up by social science re- search. but that its "application" was not successful. Mention was made that "time" involved in testing such a theory is a problem in a small company which has an economic need to produce efficiently. When there is feedback-defined by Mr. Hood as "getting people to discuss and criticise policies and ideas"43--greater under- 41Hood. "Concern for Cost. " p. 3. ‘zThree members of top management: the President and two members of the Operations Committee; and ten members of middle management were interviewed in August. 1959. 438ee Page 27 . 3 l standing is expected to result. A few managers. however. expressed the opinion that there was excessive feedback or over-communication at Ansul.that people tended informally to discuss and criticise policies and ideas without a definite objective in mind. Thus. communication was non- structured and. as such. they felt. not useful to the company. Several managers commented that the implementation of a social science theory into an industrial situation may be problematical be- cause there is a tendency to be more concerned with "means" than with "results". Usually a management executive is used to dealing in results rather than M to results. Therefore. at this point may be a place where communication breaks down within the management framework. when managers used to dealing in specific results are called upon to pay attention to more abstract means to results. There is evidence of misunderstanding of the term "participa- tive management" among managers. As mentioned earlier in this chapter. Robert Hood’s definition of participative management is 'h way of managing an enterprise aimed at unleashing the full creative power of people through their participation. " In an interview with Mr. Hood. the following question was raised: "Mr. Hood. a few of your managers say that the Ansul worker feels he should participate but when it comes to making a decision-- even to making up his mind where his machine should be moved. for example-v-the employee backs off. saying. That's not my job. 2:92 make the decision. ' Do you. therefore. feel that participative manage- 32 ment has been successful?" Mr. Hood pointed out that participative management and decision- making must not be used as synonomous terms. By participative man- agement is meant ”participationfl management" with himself as a cen- tral core and his different managers in concentric circles around him. Mr. Hood explains decision-making. as expressed by the industrial psychologist. Douglas McGregor. as a continuum. Complete Participation N o Participation s t c o a . On this continuum. Ansul's system would fall fairly close to Complete Participation. Mr. Hood declared. Sometimes. when a decision is made by the Board of Directors. the president himself may have no part in it. "But. whenever possible. " Mr. Hood declared: . . . even when the decision has been made. it is participation when the Executive Committee. or Operations Committee as it is now called. can sit down and talk about the implementa: tion of that decision. W hen this is carried to a lower level. it is participation when the participants talk of the implemen- tation of a decision. I or example. if the decision has been made to place a machine in a particular location. the partici- pants may discuss the changes in assembly procedure. better use of light. 2.3.5..” and what differences these changes will make to them. Evidence that employees may not be clear on the term "partic- ipative management" was provided by one manager who said that the average worker. defining the term to suit himself. thinks he should participate in such things as wage administration and policy formation. 33 This is not. of course . practically feasible. but is. according to this manager. often theoretically expected. With such misunderstanding of a person's place in participative management. there is a tendency to challenge decisions after they are made. "This is something of a power struggle. " said another manager. "a questioning of others' rights to make decisions. " Also. because of past emphasis on communication. managers stressed that workers now have an “insatiable appetite" for and an expectation of. more and more communication. If they do not receive all the information they feel they are entitled to. they become unduly disturbed. Some of the managers felt that. although they are not communi- cating as 25333; with employees as previously. what they are communi- cating is more meaningful. With the tie—emphasis of mass informa- tion meetings and group decisionC-‘making. there is less contact with subordinates through goal- setting sessions and Product Investigating Teams. However. one manager commented: . . . but there is better day-to-day communication with my men. This may not be considered by some as a communication channel . but to me it's the best one. Participative management is defined as "a way of unleashing the full creative power of peOple through their participation." Asked about the problems of attempting to arouse creativeness in peeple. Mr. Hood pointed out the difficulty within a culture such as ours of teaching people to be creative. "Too often. decisions are made for children by their parents. then by their teachers. When they step into 34 jobs. the problems of making decisions are magnified because. to some extent, they have had very little opportunity to make decisions. " Mr. Hood concedes that few Ansul people have turned out to be "creative" and that he has been somewhat surprised that there have not been more. Mr. Stryker concludes his article by saying: Many. like Hood. have wanted to believe that if you attend to moti- ;vating people. such matters as products and profits will take care of themselves. They do not. Managers have a limited amount of time to run a business. The more they become preoccupied with "peeple-centered" management and the abstractions of human re- lations. the less energy they have to expend on the hard necessities of operations. It is perhaps unfortunate that these "necessities of Operations" required the changes at Ansul so that definite effects of the philosophy of partic- ipative management can not be more effectively measured. To the question. "Do employees. such as assembly-line workers. want information that isn't pertinent to their own work situation? ". eighty- eight percent of the seventeen managers surveyed believe that employees d2 want such information. 45 Robert Hood feels that the em-‘ ployees must have such information to help them realize the importance of their jobs. He maintains that. unless we want a country of "mechan- ical workers" who have to have "material compensation for lack of in- terest in their jobs? was must attempt to help the worker feel his Job is meaningful to himself and to his employer. “Stryker. loc. cit.. p. 220. 45 ‘ See questionnaire results in Chapter IV. 35 A number of Ansul managers feel that participative manage- ment. as they understand it. is not functioning any longer at Ansul. The president. Mr. Hood. does not feel that participative management is at a standstill but that the training period is over and that managers are utilising much of what they have learned without being conscious of using it. He concludes that, even without continued emphasis on participative management. this philesOphy can still be of value to managers in their "approach to working. ” III. THE EMPLOYEE INFORMATION MEETING The following information on the Employee Information Meeting. 1953-1959. is concerned with meeting preparation and procedure. ques- tionnaire design. questions asked by employees. and responses given by management. A chronological order is used to facilitate comparisons and to consider the changing concepts and reasons for these changes. The conclusion of this chapter considers some of the implications of the use of the Employee Information Meeting. the current importance of these meetings. and the different substitutes for this type of meeting that are in use at the present time. I. 1953 A. Employee Meetings Until 1953 Ansul Chemical Company. like many other family- ‘ owned corporations. had not made financial information available to its employees. That year. however. company management decided that such information would be communicated to employees through group meetings. The employees were informed by letter from the Ex- ecutive Committee that they could ask any questions they wished on any subject. financial information included. Management would answer their questions in Employee Information Meetings. 36 37 This letter1 to the employees. dated April 15. 1953. read: Dear Employee: You. as an employee. are naturally interested in Ansul-oits past. present. and future. Therefore. management wishes to make this information available to you. Through the cooperation of your de- partment manager. a series of small group meetings have been planned to discuss the Ansul “goings on". Undoubtedly. from time to time you've heard other peeple ask. "What is Ansul's Financial picture? "-o "Why do we make certain purchases ? "--"What plans do we have for the future? " Perhapsbyou have questions along these or similar lines. if so. will you please let us know about them to help us prepare for these meetings. Simply jot down your questions on the attached sheet of paper. seal it in the provided envelope. and return it to your department manager. It is not necessary to sign these sheets. Your department manager will turn these envelopes over to us. We will attempt to answer your questions during the course of the meetings. We look forward to hearing from you and talking with you in the very near future. Yours truly. EXECUTIVE COMMITTEE Thenattached sheet of paper" mentioned in the foregoing letter differed slightly for salaried and hourly workers.‘ The salaried em- ployees were asked to comment and ask questions on company and divisional operations while the hourly workers asked questions on these same things plus departmental operations. 1This letter. other correspondence. meeting notes. designs and schedules included in this chapter are taken from Ansul files and records. When this type of material is quoted in this chapter. no footnotes will be used. 38 These "questionnaires"2 were simple. including only a word or two to induce questions. words which referred to divisions. i. e. Finance. Research and Development. Sales. Manufacturing. and Others. Such a deluge of questions resulted from Management's offer that answering these questions at Employee Information Meetings would have been an impossibility. Although some questions were retained for the group meetings. most of them were answered in a series of mimeo- graphed answer sheets distributed before the meetings so that the. em- ployees would be prepared for discussions. More than thirty mimeo- graphed pages on legal-sized 8 1/2 x 13 paper were required to answer all of the questions submitted. Questions from employees covered the following broad range: Employee Benefits. Employee Compensation. Employee Seniority. Facilities and Equipment for Employees. CompanLPersonnel. Train- gland Development. Production Operations. Construction and Eagpan- sion. Future of Products. Management Operations. Company Finance. Poligz. Ansul's Economic Future. and Miscellaneous. The answers to questions were often informative. F or example: Question: What plans does Ansul have in case of a deflation or do- pression? Answer: The primary job of top management is. and probably will remain. the survival of the business. At Ansul. we believe empha - sising survival of the business will benefit more peeple than any other effort we can put forth. Any steps we take during a deflation or depression will be based on what will best promote this survival 2See Appendix. Questionnaires l and 2. 39 and therefore serve more people. We will use all of our ingenuity to provide as much steady employment and as much incentive to as many persons as possible. A New York firm. "Econometrics". helps us in our overall economic planning. This firm regularly sends us its predictions and the reasons why it makes these predictions. Every three months one of the firm'o economists comes to Marinotte to dis- cuss such problems as our short. medium. and loag- range planning. "Econometrics" brings together all its available data plus predic- tions from other well—known economic sources. This informa- tion helps our management got the fool of what's ahead and helps us plan accordingly. At a recent meeting with an "Econometrics" representative. we adopted a broad 11-point program to meet any nation-wide decline in business. You might call this 12-point pro- gram aa "Anti-Depression Plan"."| We are intensively studying this entire program and have already started work on several of its points. The best economic information available tells us busi- ness will decline between new and 1956. After l9“. aa upturn is expected. And so we are working hard to be prepared. The group working on this program includes the Executive Committee. man- agers of divisions and key departments. ‘The 11-point program is attached. Answers were often concise. to-the-poiat. For example: Question: The company is peony-wise and pound-foolish. Why let our contracts (and pay more) when there are men is the company who can do it cheaper? Answer: We try to do all the work we can with our own people. We do occasionally have work done by outsiders. but only on these conditions: 1. We do not have the necessary equipmeu . 1. We can have it done cheaper because of specialised equip- ment of the outside firm. I. W o cannot get the work done in time ourselves. lometimes there was an attempt to clear up misconceptions. For example: Question: Why does Aasul hire people (who charge a large amount for their services) for help on such a problem as furnishing the lobby of the sales office? Is a company of this sise Justified in having a designer like Raymond Loowy determine color of drap- eries and wdls and the type of furniture ‘P Don't we have people at Ansul whose choices would be Just as good. and who would save us money besides 7 40 Answer: When we furnished the sales offices we believed it was important to make them both attractive and comfortable. Attractive because of our many visitors. (These visitors are mostly important customers). Comfortable so that work efficiency could be at the ' highest possible level. We recognised that color and furnishings influence customers and influence our own employees' ability to produce. So we asked the Raymond Loewy people for some broad advice. We did so because we felt the Loewy organisation was better qual- ified to give advice than anyone in our own company. Actual selections of drapes. furniture. color of walls. o____tc_1 . were made by Ansul employees guided by the Loewy suggestions. Dy following-these suggestions. we were able to furnish the office for less money and do it attractively. Also. the sales office has a great deal of versatility and can be used in many different ways. This. too. is a benefit of the Loewy advice. Comparisons were made for clarification. For example: ‘ There were many cuestions asked about the number of engineers and technical people at Ansul. . . and Just what their jobs were. Answer: To summarise. our engineers and chemists are held responsible for the following functions and operations: [This " answer included a list of how many and what kind of engineers and technical persons were included in Production. Research and Development. and Maintenance. ' in addition. the answer attempted to show why these men were needed. :7 The need for engineers and chemists to provide the company with new and improved products and methods. as well as to keep quality of product and procedure at the highest level. is obvious. Any product has a limited sales lifeucompotition takes care of that-moo it must be improved and eventually replaced with some- thing else if the business is to go successfully. Additional 92...! products and new uses are required to provide a suitable growth rate for a business. So. technically trained personnel are need- ed to take care of product obsolescence and to provide the tools - with which to grow. . References were made to other sources. For example; Question 1 Explain more about our special insurance benefit for which we do not have to pay any premium. i understand that we receive a certain part of our wages for lost time accidents or sickness up to a certain period of time. The lost time accident mentioned is ' being incurred outside of work as an auto injury or anything similar. What are the benefits of this insurance ? ‘ 41 Answer: Tho best answer to this question is contained in a booklet which covers our sickness and non-work accident insurance plan. which can be obtained from the Personnel Department. In brief. the plan does this! the company will pay 50 per cent of your regular earnings starting on the first day in case of an ac- cident--on the fourth day in case of sickness. and the pay will continue for a period of 26 weeks. Three pages were used to illustrate the problems of developing a specific Ansul product. Part of this follows: Question: What is the complete story on the drier difficulties? Answer: When a company brings out a new product it is hoped there'll be no trouble in making it or in its use by the customer. Especially in its use by the customer. This is a typical procedure for bringing out a new product. Usually models of the product are made up and laboratory-tested. Then. depending on the product. a field test is usually made which tests the product under actual customer conditions. At the same time production processes are planned. manufacturing equipment is obtained and special tools are made. if necessary. The next step is a pilot production run. In this run sufficient quantities are produced to find out if the manufacturing processes and con- trols are adoquato to produce a uniform product. maintaining the quality desired. Finally the product is ready to be shipped to the customer. As we 've mentioned. it's hoped there'll be no trouble during this procedure. This is rarely the case. however. Frequently. despite careful planning and testing. trouble pops up in production or in the products' use by the customer. For example. one of the oldest and largest automobile manu- facturers is having serious trouble with the engines of their latest care after they are driven about 2. 000 miles. Another automobile manufacturer is having trouble with his fender dies. The fenders pplit open when they are made and must be welded together (and the weld ground off) in order to stay in production. A large elec- trical company is having serious trouble with its new hearing aid. The company has learned that after the hearing aids are worn for a few months the moisture of the wearer's body ruins the unit. We have similar experiences with new products we 've brought out in the past. . . One question asking for an explanation of the large cost of the company pension plan invoked an answer that was two pages long and very detailed. 42 The explanation was made clear through the use of cost figure samples. In addition to such extensive printed matter. ten separate meet- ings were held for salaried and hourly workers. with approximately forty members in each group. The procedure. the same for both salaried and hourly meetings. was as follows: Members of the Executive Committee made a brief presentation concerning their own 'areas and then answered questions from the floor. These Executives were the President. Treasurer.- Vice President for Sales. Vice President for Research and Develop- ment. and the Vice President for Manufacturing. During these meetings questions were encouraged verbally or on blank cards. The meetings were about 40 to 50 minutes in duration. It was discovered through follow-up flaking supervisors what their sub- ordinates' reactions were] that employees felt management "had nothing to hide" and was definitely trying to give peOple straight information about the company. Employees also said that all the answers were not as complete as they would have liked. butthat management was willing to face and answer any question. 3 For additional information. a report "How Did We Do In ‘53? " was used in the December. 1953 issue of the company magasino. Salee figures. product plans. and company policies were discussed. B. Mment Meeting! In December. 1953. plane were under way for an early 1954 managerial meeting. Members of management were asked to fill out questionnaires‘ so that their thinking could be incorporated into meet- ing plans . 3Ansul Chemical Company. Communication HistorL. A Report of Ansul Chemical Company (Marinette. Wisconsin. 1958). pp. 3-4. 45.. Appendix. Questionnaire 3. 43 II. 1954 A. Management Meeting: In January. eighty-seven members of management. including foremen. attended two meetings at a local country club. The president began the opening discusssion followed by the Finance Chairman's statement and various reports on major events and accomplishments by members of management. Following dinner. different supervisors asked questions of the top management group. It was felt that such meetings would be advantageous to the supervisors in acquiring more information for use in the Employee Information Meetings. As follow-up. a short post-meeting que stionnaire5 was distrib- uted to the people who had attended the management meetings. An ex- tensive mimeographed report was prepared from the answers. Multi- ple-choice question responses were classified; percentages of responses from different areas were noted; and the two open-end questions invoked responses that were recorded on twelve pages. It was felt that. by using this meeting data. management was in a better position to impart infor- mation to subordinates. B. Employee Meeting!- Top management peeple were the communicators again this year. They included the President. the Vice Presidents for Sales. Research and Development. Manufacturing. and the Treasurer. 5See Appendix. Questionnaire 4. 44 Their material primarily covered the broad company Operations. Prior to the separate group meetings for hourly and salaried people. a printed excerpt about the past year's operations was taken from our company magazine and distributed to all as prep- aration for the meetings. [This was the company magazine story. "How Did We Do In '53" mentioned earlierJ In the hourly group meetings employees were encouraged to submit questions on cards or ask them from the floor as was done in the first group meetings There were not many questions. usually no more than eight or ten per meeting. The assumption by management was that this was due to the extensive answering of questions the previous year. that the great back- log of unanswered questions had been taken care of in the 1953 mimeo- graphed information. Thus. no attempt was made in 1954 to mimeo- graph anddistribute answers to questions. Another change this year was the decision to have a summer meeting in June. This was a short meeting of only one hour and was held out-of-doors. The salaried people and the hourly people met to- gether in three groups. This was a "geographical” breakdown by buildings rather than a divisional or departmental breakdown. Each of the five members of the Executive Committee gave a short presenta- tion concerning their area of responsibility. Questions from the em- ployees were encouraged but there were fewer questions than in the February meeting. _a 6Ansul Chemical Company. Communication History . lo‘c. cit.. p. 4. , 45 C. Management Meeting: 7 In December the president called an Executive Committee Meet- ing to consider the Year End Employee Information Meeting. A sum- mary of suggestions and tentative design on the coming meeting was given out to the committee members prior to the meeting. A change ' in approach to the meeting design was indicated. The reason for this change was that. after the 1954 meetings. employees expressed the opinion that the general information from top management did not satisfy some of their questions. Thus. a new meeting plan can be noted in the summary which follows: The tentative plans for the year and meeting as it now stands are so constructed that each worker will get the Ansul Story ranging from the general to the specific. The thinking which prompted this design is based on several phints: 1. If just given the general pitch. as in the past. there is often a lack of interest or understanding. 2. For some time we have wanted to involve Division and lower level management in the reports. 3. We do not have adequate place to assemble the total work force. 4. We want as little down time as possible and still have an effective meeting. It is felt that the tentative design satisfies all four of the points. It is: Place-Division Areas-Each division or natural work unit will meet as a body at a designated spot in their division's area. . . Resources Place Topic Time R. C. Hood Division Area Greetings- Program 10 min. outline-Roped for outcomes. 7It may be noted that management meetings are considered quite extensively in this chapter. The reasons for this are: (1) they are. to some extent... Employee Information Meetings because managers in- volved are employees of the company. and (2) they point out the elaborate plans for the regular Employee Information Meetings during the early stages of their development in Ansul's communication system. 46 ' Resources Place Topic Time One Exec. Division Area Sales. profits. fin- 5 min. Committee ‘ ‘ ancing. Capital Member improvements. labor ' picture. summarise 1953-54. project 1954-55. Division Division Area Production. budget 40 min. realisation. manpower. new products. equip- ment. purchase or re- pair. summarize 1953- 54. project 1954-55. Depart- Work area Production. budget 30 min. mental ' realization. manpower. Foremen new products. equipment. (Hourly workers) purchase or repair. sum- Department marine 1953-54. project Heads " 1954- 55. (On departmental (Salaried workers) basis) Total Time.......... 100 min. Plans were made so that higher management people would leave the scene ef the meetings after taking their designated time on the pro- gram. 1 Additional planning was done so that the final outline that was worked out for the 1956 Employee Information Meeting was not only an outline but also a management briefing session. After Executive Com- mittee members had discussed it. the outline was given to divisional managers and they. in turn. passed it on to department supervisors. Thus did explicit information on meeting design move down communica- tion channels to those who would be newly involved in the meetings. The December issue of the company magazine. Fuse Plug . 47 carried "Let's Take A Look at 1954". For the first time in Ansul's history. an annual report was distributed to all employees. Employee Meeting: . The schedule prepared in late 1954 was carried out in February Employment Information Meetings. Department managers received the following requests prior to the meetings. requests which placed some responsibility-on them and their foremen. Enclosed are copies of the Year End Meeting schedules. Prior to the meeting time for your areas. you are requested to: l. inform all of the people in your general areas as to the time and place of your meeting. 2. Make any necessary arrangements for visuals. chairs. :55. in plenty of tithe before the meeting. 3. See that all of the people in your general area receive a copy of the program on the eve of your meeting. 4. Hold a final briefing session with your foremen so that they are entirely familiar with the plan and schedule. As planned in the schedule. prepared in late 1954. there was approximately a fifteen minute overview of the company operations for the past year and the outlook for the new year by the president. He was followed by a Division Manager. in each division. who conducted about a thirty minute portion of the meeting. As a foremost resource on divisional operations. he [the division manager] was in a position to interpret them to his men and re- late them ts bread company operations. Budgets. production records. improvements made. manpower needs. :33. are examples of topics discussed by division managers. .Ansul Chemical Company. Communication History . loc. cit.. 48 The final and most important'change in the procedure for this year was the thirty minute meetings of the foremen and departmental heads with work groups. There are many things about a worker's job and the depart- mental operations which the division managers do not know or wholly understand. Therefore. the foreman or departmental su- pervisor was called upon to interpret the departmental operations. plans. and progress to his group of employees and relate them to the over-all division situation. The attempt here was to bring the total company picture down to understandable terms as it directly affected the worker on the job in a situation most familiar to him. 9 Following these meetings. approximately twenty-five persons were polled1° to determine their reactions to the change in design. As was stated earlier. the reason for this change was so that employ- ees. who claimed they were hearing only from tap management.would be satisfied. The meetings were still large ones made up of complete divisions but. after the president and division head spoke. the meeting broke down into small department or work groups. Thus. the poll was an attempt to get the reactions from a cross section of the people. both as to divisions and the types of jobs they held. From these reactions. company management deduced that: Hourly workers- are anxious to hear about their own departments and what is in store for them as to employment. promotions. re- numerations. They are interested in the "bread and butter" ac- tivities. Salaried Technical workers- are most concerned with the future plans of their division and the company operations (especially the activities of other divisions). They feel they are pretty well versed on their own departments on a day-by-day basis. 9I'bid. ‘ 10Questions asked in this polling are not available in Ansul records. 49 Salaried girls -like to hear about changes affecting their group. and the more interesting and spectacular activities in other parts of the company. In May, not long after the results of the February meeting had been tabulated. a memo was distributed to urge preparation for the next Employee Information Meeting. Conclusions drawn from the polling are evident in the last sentence of the memo. Within the next three weeks another information meeting will be held. It will be somewhat similar to our February meeting. ex- cept that less time will be devoted to the company and divisional presentations and instead more time given to our department. This change was based on your suggestions which followed our (last meeting. Along with this memo. which was given to all employees. went an extensive printed report which began with a comment by Robert Hood. This report from your Executive Committee will highlight what has happened at Ansul during the first half of 1955. You'll read how Sales is doing and why. . .how Manufacturing is holding the line on costs. . .how Research and Development is unearthing new products. . .what Finance has to report on our financial position. As an employee of the company you probably have a good idea about what's going on in your department and section. This report at- tempts to give you that same familiarity with the operations of the entire company. Read it. study it. ask questions. The better informed you are. the more effective you can be in your job. This is in your own best interests. You can make the company more successful in the future. just as you have made it more successful in the past year. Six mimeographed pages followed this introduction and included infor- mation from Sales. Manufacturing. Research and Development. and Finance. In June separate meetings were held for (l) hourly employees. (2) male salaried employees. and (3) female salaried employees. 50 Different approaches to these three audiences were noticeable. based on the polls taken after the last meeting. in the hourly employees' meetings there was a general ”greeting" by Robert Hood and an Executive Committee member. Both division heads and department supervisors then gave general information about the company. The department head used some of his time to get infor- mation in the form of suggestions and complaints from the workers. With salaried male employees. the Executive Committee mem- ber gave information on the company ending with the following words: These are our general interpretations as we see it on a company basis. To make sound interpretations we need your opinions based on your experiences and knowledge. We want to ask you: - Are there any ways in which your department efficiency can be improved ? What is your thought on the salaried turnover? Do you have any ideas which you feel could help the company picture ? What are your thoughts on the salary evaluation? How do you think reorganisation has affected your area? So that you are talking with the people who are best able to under- stand your answers. we want you to now discuss these questions with your division heads. The meeting was then turned over for discussion between the division heads and the people working under them. With female salaried workers. simple questionnaires11 were issued asking forqainions on specific things important to women office workers. i.e. typing pools. promotions. general morale. and efficiency suggestions. A written analysis of this questicnnaire was studied by the 11This questionnaire is not available in Ansul records. 51 Executive Committee. followed by a meeting of the committee with the female workers and their office managers. 12 were distributed to all workers who in July. questionnaires had attended the three types of meetings. There were six questions. all open-end. again aimed at getting people's opinions on the last meet- ings. From eighteen pages of categorised responses (categorized according to hourly and salaried workers. sex. division) a brief an- alysis was extracted. It stated that the general reaction to the new procedure was good on the part of hourly-paid people because they liked talking to supervisors close to their jobs and their problems. General reaction on the part of salaried people was mixed. Some of : them sought more reassurance about'the future of Ansul. and some expressed opinions about the need for more new products at a faster pace. Also. the analysis said: "There is some evidence that communi- cation with salaried peeple in some areas is good enough to make them feel a less acute need for communication like the mid-year meetings than in former years. " Both hourly md salaried peOple liked receiv- ing the written report before the meeting. and most employees felt they had enough opportunity to got questions in before the meetings. The analysis ended with the following suggestions for future meetings: More time between a written report and the deadline for sub- leee Appendix. Questionnaire 5. 52 mitting written questions was suggested by hourly- paid people. Suggestions from salaried people included breaks. and im- proved rooms for meetings: more questions from the floor. The December. 195! company magasine carried the story. "Let's Take A Look At '5! and '56. “ The 1955 annual report was sent to all employees. IV. 1956 A. Moment Meeting; ‘ in January briefing sessions were held fer foremen and other 13 “It management people to talk over the results of a questionnaire to employees along with a 19“ year end report of the company. The foremen had an opportunity to suhit problems that they had had cem- municatiag to employees through the previous year. A few of the ques- tions foremen asked were: 1. How can we bring out more questions from our employees _b_e_o fore the meetings? , 2. How can we bring out more questions on other departments for employees‘ thinking on departmental and not company basis: 3. How can we deal with too many questions at the meetings? Such questions were discussed between foremen and management with an attempt to arrive at useful answers. For example. one of the answers to the last question (J-above) was the idea that answering of questions and giving information should be on a continuing basis. Foremen should meet with their employees on a periodic basis to perform the same func- tion as they perform during the year and meetings. “This questionnaire is not available in Ansul files. 53 B . Employee Meeting; The January Employee Information Meeting was carried out in similar fashion to those of 1955 except that cost figures and facts were de-emphasised because of lack of interest in previous years. Manage- ment. although satisfied with the semi-annual meeting formula. was con- cerned about the percentage of return of employee questionnaires. Of the total number of questionnaires14 given out to employees after the January year and meeting. only 13% were returned. This meant that there was an insufficient number on which to base solid conclusions. Also. there was widespread feeling among the employees that very general answers were being given to their specific questions. Thus. in the June meeting. a change occurred. Foremen or department heads called their work groups together and asked them to appoint a recorder who could take down personal and group questions in small group meetings. The supervisor then left the group. The groups were allowed thirty to forty-five minutes for this purpose. The questions the recorder jetted down were placed in an envelope which could be sealed and relayed by the supervisor to the Pusonnel Department where they would be broken down by categories. At the beginning of the meetings. the employees were told that this procedure would be followed and that complete anonymity was desired. 15 The questions recorded were sent to the Personnel Department and tabulated. Upon completion of tabulating. different work group “See Appendix. Questionnaire 6. l‘I'Uinsul Chemical Company. Commgnication History. loc. cit. . 54 heads were assigned specific questions to answer. Based on the January analysis. the Executive Committee answered only general questions and left the rest to the department managers or foremen who were "closer to" the problems and thus; more capable of an- swering them. Another change in design was the opportunity for division and department heads to call in any resource in the company. including the Executive Committee. to explain questions more extensively if needed. According to a yearly report on meeting procedure. "The mid-year meet-ing. compared to past meetings.was vastly improved and provided better training methods through the foreman level. "16 V. 1957 Employee Meetings In his meeting with all employees at the beginning of the cal- ender year. the president (1) gave an overview of the previous year. and (2) looked ahead at the coming year. at such things as objectives. expenditures. new products. manpower planning. The same design used in mid-year 1956 was continued in this January meeting. This design consisted of brief talks by Management to the people followed by family-group breakdowns where specific answers were fed back to the people asking them. A great deal more emphasis this year was placed on putting across information which Manage- ment felt was important and not necessarily relating it to ques-- tions which were asked by the people. lfiAnsul Chemical Company. "Employee Mid-Year Meeting An- alysis. "1956. pp. 1- 2. (Mimeographed.) 55 Since the divisional and departmental meetings were left to the discretion of the division managers. again it was suggested to work groups that the President. the Executive Committee members. and others. be available to the divisions as resource persons. In 1957. two divisions . Chemical Manufacturing and Maintenance. used the suggested resources more than the other divisions did. Maintenance was particularly involved in communicating information on the company through resources. Observation 17 on company morale indicated that foremen in these divisions seemed more! progressive and other employ- see more satisfied. Besides the regular method of calling in resources. data from the president's January report were distributed for use in group meetings. Following theJanuary meetings. survey results were analysed and certain observations made by the Personnel Department. These were: 1. The value of the general meetings is being questioned by an increasing number of employees. 2. There was an expression of general satisfaction toward the small. departmental meeting. 3. The need for more visuals and written data both proceeding and following the general meetings was voiced. 4. The need for seeing and hearing more from the Division Man'— agers was expressed. In November plans were made for an extensive Employee Infor- mation Meeting. An illustrated booklet. "A Report to Employees. " re- L 17The Maintenance Division Head and other mentors of th. Exec- utive Committee made this observation. 56 viewing operations for 1957 and looking ahead to 1958. was sent to each employee at his home. After this. employee group discussion "Ques- tion-Development Sessions. " the same as in 1956. were held to get questions which were categorized by the Personnel office and fed back to divisions and area heads later in the month. During the-week of December 2nd. foremen met with their work groups and answered these questions. A panel discussion was utilized in the Finance area instead of a regular question-answering session. It was made up of the three department heads in the Finance Division whose purpose it was to explain different company matters to their per- sonnel and to stimulate questions from them. 18 were distributed on a selected area Follow-up questionnaires sample basis so as to cover approximately one-third of the employees. The similarity to questions asked the previous two years is noticeable. but this questionnaire was much more extensive. Employees were asked. among other things. what parts of the year4end meetings were most in- teresting and meaningful. whether or not the ”Year End Report" sent to their homes was clear and helpful. and whether or not the group ques- tion gathering method was giving them ample opportunity to report questions. In addition. they were again asked what suggestions they had for changing or improving future meetings. At the end of the ques- tions was an adjective check list designed to be an objective measure of attitudes toward the Employee Information Meetings. 18See Appendix. Questionnaire 7. 57 Two extensive analyses. one qualitative. one quantitative. were made up after the November meetings. The qualitative report listed the following purposes for the analysis: (1) to throw some light on em- ployees' feelings about the meetings; (2) to point out areas of misunder- standing and concern: (3) to examine relationships between certain vari- ables and employees' attitudes toward the meetings; and (4) to suggest ways to improve future meetings. Certain deductions about the communication factors in the meet- ings included: 1. Where communication within the work group is good. the value of the meetings is questioned. 2. When questions were answered satisfactorily. the meetings were seen as a success and valuable. 3. When talks were directed to the specific group involved. they were well- received. in addition. this analysis included separate summaries of answers re- ceived in the six different divisions. The quantitative analysis contained raw follow-up questionnaire data with the different questions and comments broken down into sep- arate departments. Some of the recommendations suggested from this analysis were: 1. Continue the same general approach to Year End Meetings. 2. Encourage employees to use their supervisors to answer questions when they arise. 3. Management should be more conscious of time during meetings. Don't let them drag out. Consider using more outside sources and visuals during meetings. Consider making attendance at Year End Meetings optional. Supervisors should point out purposes of Year End Meetings. Concerning questions: a. Point out that questions aren‘t mandatory. b. Allow people to sign their names to their questions if they de- sire. O 0 ~30?‘ 58 VI. 1958 A. Management Meeting It will be noted that this year. following some of the above rec- ommendations. Ansul management de-emphasized the planned Employ- ee Information Meeting and left it up to supervisors to communicate as necessary to their subordinates. Manufacturing. the largest area at Ansul. handled mid-year communication in the following way; After a Board of Directors' meet- ing. Manufacturing management met to determine ways and means of A using the data developed by the Board for mid-year objectives. This was followed by an elaboration of specific plans in each area. The Chemical Division met as a group in June. followed by further meetings held at the foremen's discretion. using resources from outside the division. The Mechanical Division broke up into small groups and panel discussions composed of managers and fore- men were used instead of outside resources. The Maintenance Di- vision started out with foremen meeting with their departments. then with division managers. followed by a total division meeting with out- side resources. B . Employee Me eting_s_ The Manufacturing Vice President reported that the meetings. as mentioned above. averaged about two hours per division. His was the only division reporting meetings. Other areas. if they held meet- ings. did not report them. Meeting plans were left up completely to 59 to division and department heads. Top management did not ask for records of meetings because they felt the responsibility should be left up to employees and their supervisors who had been made conscious of communication channels through previous Employee Information Meet- ings. In December Robert Hood spoke to all employees (450) for about fifteen minutes. about 1958 and plans for 1959. He talked about new product plans and their market possibilities. Because some personnel were laid off in 1958. he mentioned this change. Work-force wise. you might be interested to know that a year ago we had 557 peeple and now we have approximately 493. We tight- ened our belts. we eliminated some functions and we modified others. This. as I said in my letter. will be a continual job we will have to do to meet the problems ahead. We feel we are effic- iently organised to do the job. 19 He indicated that the outlook for 1959 was a positive one. that business seemed to be improving slightly. He spoke of the new Ansul International at this meeting. Another area that you will be hearing a little more about as the year goes on is the new corporation that we're going to form called Ansul International. This is another effort on our part to do a job in the foreign market which is changing very rapidly. More and more companies from the United States are building plants all around the world. It is toward these markets that we are primarily aiming our efforts. Ansul International will handle all our expert operations. will do our billing and handle all the sales effort outside the United States. We want to take our present products and see if we can get more payoff for them by selling them in markets abroad. We think this may be a good 1"Robert C. Hood. Speech before Ansul employees. Year End Meeting. December 19. 1958. p. Z. (Mimeographed.) 60 Opportunity to increase the total growth of the company. 20 Mr. Hood's speech was the extent of the Information Meeting that December. There were no opportunities for discussion or ques- tions from the floor. VIII. 3231 Again Employee Information Meetings were left up to the de- cision of division and department heads. Ansul's records hold no in- formation on such meetings. 21 As was pointed out in Chapter 11.22 one reason for the de-em- phasis of extensive planning for Employee Information Meetings in 1958 and 1959 was that such planning took work time away from produc- tion efforts. Due to economy measures. because of a loss in profit and sales. managers were less involved in meetings themselves and did not call as many meetings as formally for their subordinates. In addition. although some departmental or work group meetings were held. records of these meetings were not kept. IX . Conclusion The foregoing material in Chapter III has covered the develop- ment of the Employee Information Meeting and pointed out the extensive 20mm. . p. 4. 21The conclusion of this chapter contains information about such meetings. information derived from interviews held in August. 1959. 22See Chapter II. p. 28. 6 l planning on the part of Ansul Management to make these meetings as useful as possible to its communication system. The attitude survey made in August. 1959. 23 elaborates further on pertinent information related to this type of communication. Additional analyses and evalu- ations based on records and interviews follow. A. Questions 8: The Employee Information Meeting In 1953 Ansul Management told employees they could ask any questions on any subject relating to the company. The response to this offer was overwhelming. As mentioned earlier. thirty mimeographed pages were needed to answer the questions from employees. The ex- tent of detail of some of these answers was shown earlier in this chap- ter. 2‘ 1953 was not only the beginning but also the biggest year for such answers. Management'feels the need has not appeared since to be so great. In regard to these questions. one of the managers interviewed in August. 1959. commented thatwhen employees were able to ask questions on any subject from the outset. this caused “the dams to be opened wide. " He pointed out that a company management often makes value Judgment decisions which are not readily explainable in the prac- tical. factual language the worker uses. Thus. from the beginning. there was a need for specific answers when workers wanted to know why management had made certain decisions. It was not always possi- 238» Questionnaire results. Chapter 1v. “3.. pp. 38-42. 62 ble to answer such questions in a manner which workers accepted. Thus. the employees' reactions were often that management was "beating around the bush" or was not answering at all. This attitude is shown in comments made by employees in 1957 following an Employ- eo Information Meeting. Announce publicly in advance what questions won't be answered and save us the frustration and embarassment of asking them. Most of the information given the employee by management dur- ing the year end sessions was already known by most of us or would be given without any hesitation to any person or group were they interested at any time. I have heard from several areas that the year end meeting is a waste of effort on the part of management as far as the employee is concerned. . . Many employees have asked questions pertaining to themselves and their relationship to fellow employees in like jobs. The en- swers. while honest and forthright. have been answered in a gen- eralised way. This in many cases does not satisfy the individual since management interpreted his question erroneously or was not specific in the individual's eye leaving a feeling that management evaded the issue. This employee invariably goes back to his job and discusses the question and answer with his fellow workers. all the while presenting his side of the question and failing to look at the answer as one being what management honestly thought to be the issue in question. This then leaves more than one employ- ee with the feeling that his question was not answered properly. This individual will not rise during the meeting and clarify the question! Such comments as the above point out the problems that management has faced in attempting to answer questions. Until 1957 there was a continued attempt to find out what om- ployees wanted to know and to answer accordingly. Employees' ques tions and post-meeting comments were the bases for the changes in both questionnaire design and meeting procedure. Management plans 63 seemed to be highly flexible. There was a de-emphasis on the mass meeting after two years because the employees began to favor small departmental meetings. In 1956. when employees asked for more specific information. the Executive Committee assigned specific "questions to answer" to those who could do the be st job of answering .. them. 25 Those answers were given in face-to-face discussions. B. Employee Information Meeting! When economic conditions in 1957 necessitated a stricter reg- ulation of time. management tried to utilise meeting time to best ad- vantage. A great deal more emphasis this year was placed on putting across information which management felt was important and no: necessarily relating it to questions which were asked by the peeple. 2 Throughout its history. the Employee Information Meeting has been used not only for information getting and giving but also as a * "training method" for supervisors. For example. in 1954 the follow- ing approach was used when notes on a management meeting were handed out to management personnel. These notes were compiled at our management meeting several weeks ago. The purpose of the meeting was primarily to review and discuss Ansul management philosophy and operating principles. We have attempted no neat summaries nor have we tried to draw any broad general conclusions. These notes are offered. 25See pp. 33- 54. 26Ansul Chemical Company. "Employee Year-End Meeting An- alysis." 1957. p. l. 64 more or less. as food for thought. We who write this and you who receive it 23...... management: and in reviewing the problems brought up at this meeting we are. in a sense. reviewing our individual per- formance. . . Responsibility for meetings with their subordinates in turn placed responsibility on shoulders all the way down to the foreman level. It was necessary for supervisors to be well prepared on all aspects of company Operation. Analyses of the Employee Information Meeting carried out by Personnel to determine changes were taken into consideration from meeting to meeting. For example. the following recommendations were suggested after the January. 1957 meeting evaluations. 27 Based on these observations. we would suggest that the present design be altered in the following ways: 1. Bring in the president for talks to the employees once a year at the beginning of the calender year. The following information could be disseminated to the employees: a. An overview of the preceding year covering such things as profits and goals and their attainment product plan- ning efforts. etc. b. A look ahead at the coming year covering such things as objectives. planned expenditures. new product status. etc. . Leave it to the discretion of the division managers as to how often (if at all) they wish to hold divisional and/or do- partmontal meetings. This would mean that a mid-year . meeting. as well as a year-end meeting. would be entirely up to the individual division managers. . Continue to use the president. area heads and others as re- sourcos in meeting if requested by the divisions. Follow the president's talk each January with distribution of company data which could be used in divisional meetings for discussion. To illustrate. the following diagram shows how this might work in a division which decided to hold one divisional z70ther evaluations (or observations) can be found on p. 57. 65 meeting sometime during the calender year: President's Division and] or Department meetings held Talk at discretion of Manager ‘5 I Resources used at discretion of Managers 3 W I . January January Distribution of Company Data This change in design has distinct advantages: 1. The divisions will no longer be carrying out a "project". but-rather will set up divisional and departmental meet- ings based on needs as they perceive them. 2. Communication and interaction of family groups will up- erato on an on-going basis based on needs which have long been an objective of proceeding employee meetings. 2 These recommendations were carried out in the late 1957 and the 1958 meetings. As mentioned earlier. different work groups held separate meetings in late 1957 according to their needs. In Do- comber. 1958. Robert Hood spoke to the entire company in a mass meeting. but small departmental meetings met at the discretion of supervisors. C. Substitutes for the Employee Information Meeting A few years ago there were several extensively planned Employ- ee Information Meetings a year. What has taken the place of these? Several answers to this que stioniare: (l) a yearly objectives meeting. i. e. the December. 1958. meeting when President Robert Hood spoke to all employees assembled together. (2) Information Newsletters (see 28Ansul Chemical Company. "Employee Year-End Meeting An- alysis. " 1957. loc. cit. . pp. 7-8. 66 below). and (3) smaller departmental and divisional meetings (see below). Newsletters of 1959 included {1) those sent out by the President along with employee dividend checks to all Ansul employees. and (2) those sent out by the Vice President of Manufacturing to employees of the Mechanical and Chemical Manufacturing Divisions. The former reviewed developments of different products and pointed out some of the problems involved in the "profit picture" for I959. The latter were primarily information letters for production people. giving up-to-dato information on various products. The first letter sent out by the Vice President in February. I959. included the following introduction. For some time now I have felt a need to tell you more specifically, about the events and happenings which affect our company. and in particular those things which will have a direct bearing on those of us in the Manufacturing Area. This. then. will probably be the first of many letters which I will try to write to you at fairly regular intervals. The intent in send- ing it to the home is to provide you with information which you can discuss directly as a family. since these things affect not only our company. but the families that are concerned with Ansul. At this point. I might say that the information in this letter. while not confidential. should be treated the same way you treat per- sonal information about your own family. that is. you don't dis- cuss it too much with outsiders. While basically these letters will deal primarily with the problems of Manufacturing. there are many other things about the total oper- ation which will be of interest to you. Here are some of the types of general subjects I would like to cover: sales. change in organi- sation. general business conditions. new designs and developments. community relations. Of course. I can not always know the whole picture. and the viewpoint I will be giving you will be the one as I understand it. Reports on smaller divisional and departmental meetings were 67 obtained from managers interviewed in August. 1959. It was found that information meetings are held more often imdivisions which are made up of hourly workers than in divisions made up of salaried em- pbyees. One of the reasons for this is that there is a greater fluctua- tion in job duties among the hourly workers and a greater need to com- municate information on those changes. One other reason for this in a division such as Finance is that many employees are young women.- and the employee turnover is considerable. It is difficult to get the girls interested in meetings. one Finance manager said. and this is one reason why the meetings are held only once a year at the present time. One manager mentioned that the Employee Information Meeting is not so important in Finance because there is a closer relationship between members. and questions are discussed daily. Also. since much new information is related to Finance. the girls know about it through typing letters or making out new orders. However. another manager in this division feels that the large annual meeting is impor- tant to Finance because it gives his people other departments' views and an important tie-in with other areas. In the divisions concerned with production. several managers told of different types of smaller meetings that are taking the place of the mass meeting. One manager said that staff meetings are held eight to ten times a year in his office. Whenever there is a change of policy or new and useful information . he calls a meeting of his staff. There are seldom any questions: he is the major communicator. This manager 68 believes the bulletin boards serve as a good source of information for the greater percentage of employees. Another manager said his foremen hold meetings in the plant once a month. This meeting takes a half-hour to an hour and is a question-answer session. The foremen do not allow the discussion to get out of hand so that the meeting is an excuse for getting out of work. If the discussion does go ”off on a tangent”. he said. the meet- ing ends and any answers to questions are given later. One manager feels that hourly workers at Ansul often do not know what they want. Many of the company's hourly employees came out of World War II and directly to work in the plant. Because of the small turnover. not many employees in these divisions have worked elsewhere and have no other system with which to compare Ansul. Because their frame of reference is so shallow. he commented. they may not realise any advantages to such a democratic system as Par- ticipative Management and thus tend to be overly critical. Also. this manager stressed. informality of small meetings may be a negative rather than a positive factor. In his department's meetings no report is written up or put on the bulletin board. "And. if this were done. " he added. "possibly the meetings'data would be more useful to the workers. They would have a chance to re-read their discussions. Of course. this might also lead to loss of spontaneity at the meetings and therefore to less successful discussion. " There was a consensus among managers that small department 69 meetings could successfully be held more often. They stressed. how- ever. that time was a factor at present. Although not as much infor- mation is communicated in smaller meetings as in the large Employee Information Meeting. the managers feel the information is more mean- ingful in the smaller meetings. There is a budget allotment in the Personnel Budget for Employ- ee Information Meetings in all divisions. One manager said that he had not used much of his 1959 allotment. He holds staff meetings with his foremen each week but does not make demands upon them to do like- wise. "In 1957-58. " he said. "four foremen held meetings of one to one and a half hours each per month. Now. one foreman has been holding a halfahour meeting once a month and the others do not hold any. " How- ever. this manager felt that the communication process between worker and foreman was good. He questions the value of the mass Employee In- formation Meeting because he feels workers are uneasy about asking questions. and there are always a few who will ask questions Just to em- barass management. One member of tOp management is of the opinion that department and division heads do not hold enough meetings with their employees. "The goal of the Employee information Meeting planning between 1953- 1957 was to set a climate for smaller departmental or work group meet- ings. " he said. "Without pressure to do so. most supervisors do not hold meetings. " The fore The foregoing has pointed out some of the .i mplications of changes 70 that have come about in the Employee Information Meeting specifically. in Ansul's communication system generally. The question with which we will be concerned in the next chapter is: What do Ansul employees feel about. the changes. the present program. and their place in that program 7 IV. THE RESEARCH DESIGN The Purpose The dual purpose of this study is (l) to describe and evaluate a specific method of communication-~the Employee Information Meet- ing-mat Ansul Chemical Company. and (2) to survey the attitudes of employees and managers toward the Employee Information Meeting and the company's general communication program. Previous chap- ters havedealt with qualitative materials: a description of the meet- ings and an evaluation based on interviews with Ansul managers. This chapter classifies and analyses quantitative data acquired fromques- tionnaires answered by Ansul personnel. From a study of Ansul records. meeting reports. magasine excerpts. newsletters. and speeches. the following general hypothesis was derived: . Physical conditions-eage. sex. education. years of experience with the company. and work group affiliationuare significant factors in determining the attitudes of Ansul employees. The separate parts of this hypothesis suggest several attitude assumptions. They are: l. The older the Ansul employee. the more favorable is his attitude toward the Employee Information Meeting and Ansul's general com- munication program and the more positive is his belief in his part in influencing decision-making within the company. 71 72 2. Male employees are more favorable in attitude toward the Employee Information Meeting and Ansul's general communication program and more positive in belief in their part in influencing decision-making within the company than are female employees. 3. Employees in supervisory positions are more favorable in attitude toward the Employee Information Meeting and Ansul's general communication program and more positive in belief in their part in influencing decision-making within the company than are non- supervisory employees. 4. The longer an employee works at Ansul. the more favorable is his attitude toward the Employee Information Meeting and Ansul's general communication program and tin more positive is his be- lief in his part in influencing decision-making within the company. 5. The more education an employee has. the more favorable is his attitude toward the Employee Information Meeting and Ansul's general communication program and the more positive is his be- lief in his part in influencing decision-making within the company. 6. Hourly workers are more favorable in attitude toward the Em- ployee Information Meeting and Ansul's general communication program and more positive in belief in their part in influencing decision-making within the company than are salaried employees. The Procedure In August. 1959. the researcher spent three days at Ansul Chem- ical Company in Marinette. Wisconsin. in order to distribute question- naires to Ansul employees and to interview Ansul management. Prior to her arrival. company management placed a memo. explaining her presence at the company. on bulletin boards through- out Ansul buildings. On the first morning after her arrival. an addi- tional memo was sent to all employees: TO ANSUL EMPLOYEES : Within a few days you will receive a questionnaire entitled 73 "Communication Survey Questionnaire. " This is a survey which I am doing as part of my graduate study at Michigan State Uni- versity. I hope to find out about your attitudes on the Employee Information Meeting and other methods of communication in your Ansul program. This questionnaire will not ask you to sign your name. but it will ask for your age. length of service with the company. job title. etc. This information is necessary because Iwill be classi- fying opinions according to age. sex. education. work position. nusnber of years with the company. and work group affiliation. Such personal information will be treated as confidential material and will be used only for statistical classification. Since I probably will not have a chance to talk to all of you personally. I want to take this opportunity to tell you that I will greatly appreciate your help. GLADYS STRAHL . During the first day at Ansul. the researcher circulated around the company buildings and talked to a number of employees. Arrange- ments were made with division and department managers to distribute questionnaires to their subordinates at convenient times the following day. A schedule for interviews to take place during the three days was also set up at this time. Since most managers had asked to receive questionnaires for their subordinates before working hours began. and since Ansul's sum- mer working day begins at 7 a. m. . most questionnaires were distributed by 6:45 a. m. the following morning. Exact conditions under which em- ployees filled out questionnaires are not known by the researcher. Plans were that employees would be given questionnaires by their supervisors to fill out before the working day began. Some questionnaires were re- turned personally by individual respondents to the researcher who was located in the Personnel office; others were collected in large quantities 74 and brought to the Personnel office by a manager or other employee. Promptness was such that most questionnaires were returned in the morning and very few remained out overnight. 1 were used. One was distributed to em- Two questionnaires ployees and supervisors 1. e. foremen. lead men and department man- agers. The other was designed for middle management and differed slightly in question wording. The questionnaire distributed to employees included three sec- tions: (1) Personal data. (2) Opinions about Ansul's Employee Informa- tion Meeting and other methods of communication. and (3) Opinions about decision-making. The eighteen questions included in (2) and (3) were of three types: Two-way. Multiple-choice. and Rank Order. From her study of Ansul. the researcher believed that Ansul employees would have well-formed opinionson the communication system and on decision-making. In order to have definite opinions expressed in the answers. few ”neutral positions" were included. No "no Opinion" answers were used. Questionnaires to middle management also asked for personal data and included eight questions of the same three types as used in employee questionnaires. Out of 385 questionnaires distributed. 297 were returned. Of these 297. twenty-one were rejected by the researcher because per- 1See Appendix for cepies of these questionnaires. Questionnaires 8 and 9. 75 sonal data necessary for classification was not included. Questionnaire Data The McBee Key Sort was used to process statistical data. Questionnaire answers as well as independent variables (age. sex. work level. number of years with the company. education. area or work group affiliation) were coded and this information punched on Keysort notched cards. It was then possible to correlate each answer to the independent variables in order to show their relationship. Each of the resulting tables contains all the answers to a particular question. and most tables are inclusive on one page. facilitating comparisons. Each column is numbered (1 to 24) to allow reference from the Inter- pretation of Data which follows the tables. The table containing data from managers’ questionnaires is found on the last two pages of the table. The statistical measurement used throughout the tables is a per- contage score which shows how the various independent variables are distributed with respect to frequency of response to questions. Each table is broken down into two cells or parts. i. e. the individual variable "age" includes the two parts "younger" and "older". The tables are checked for verification by indicating whether or not there is more than a ten per cent difference in frequency of response between these two parts.2 2The researcher is aware that more extensive measurement of this data. rather than the 10% criterion. could have been made. Advice was sought and the conclusion reached that the 10% criterion would be ‘dequate for the purposes of the study. 76 In the Interpretation 2i Data which follows the tables. this ten per- cent difference is considered. the results are checked against the hypothesis. and the observation "Hypothesis verified- Yes" or'Hy- pothesis verified ~No" is made. Responses which do not verify the hypothesis are noted as having "No significant difference. " The Interpretation pf Data should be referred to in reading the tables . QUESTION I TABLE I DO YOU GET ENOUGH INFORMATION ABOUT THE COMPANY? A e Sex Level Super- Non Younger Older Male Female visory 3335}; i5) (‘2) i7) (8) 25 or 26-35 36-45 46+ 1&3' (2) (3) (4) N...... 54 71 78 56 196 63 27 232 r... . . . .. 54% 51% 70% 61% 59% 60% 81% ' 57% No. . . . . . . 41 45 26 36 37 35 15 39 N.A. ‘. . . . s 4 4 3 4 5 4 4 Total. . . 100% 100% 100% 100% 100% 100% 100 % 100% Number of Years with Company Educational Level Shorter Longer Lower Higher 4 yrs. 5-9 10-14 15+ Non H. S. fiime College or has H.S. Grad Collqe Grad i9) (10) (11) (12) (13) (14) (121 (16) N. . . . . . 89 72 55 43 78 123 33 25 Yes. . . . . . 65% 54% 60% 56% 60% 55% 52% 88% No. . . . . . . 30 42 38 37 35 42 39 12 N.A. . . . . . 5 4 2 7 5 3 9 . . . Total. . . 100% 100% 100% 100% 100% 100% 100% 100% ‘No Answer. This abbreviation will be used in all tables. 77 TABLE I oContinued Areah 1.1.14. noon Chem. Prod. c.s. rm. pap? Sales Dept.... C.M. RhD Mint. 117) (131 {19) (20) (211 (27-1 (231 13‘) N.......109 19 25 11 34 27 s 2: 1m. . . . . . 61% so? 60% 59% 53% 37% was 70% No....... 3! 31 40 35 44 u 11 N.A...... 4 s 6 3 1 9 Total. . . 1007. 100a 1007. 100% 1007. 1007. 1007. 1001i ‘Abbreviations‘ of areas are as follows: M. M. (Mechanical Manufacturing). MDhD (Mechanical Design & Develocp ment). Chem. Prod. (Chemical Products). C.B. (Corporate Services). Fin. (Finance). PhPP (Personnel 1. Plant Protection). C.M. (Chemical Manufacturing). RnD (Research In Development). and Maint. (Maintenance). TABLE 2 QUESTION 1 FROM WHAT SOURCE DO YOU RECEIVE MOST OF YOUR. INFORMATION ABOUT THE COMPANY? Please Rank 14.3.4.5 in order of impor- tance to you. (1- Most important to 5- Least important) Department abbreviations are: Super- sNon Younger Older Male Female visory “2‘3? 14 (5) i6) (1) {Q1 2! Or 26-35 36-45 46+ ‘11! EL (3) «L N. . . . . . . u 7 1 1s 5L 196 63 21 its Annual 121M) . Rank 1. . . 4% 13% 15% 11% 13% 11% 11% 13% 2.. . 9 7 5 10 9 9 15 9 3. . . 9 14 19 13 l6 13 22 15 4. . 1 15 14 22 14 1. 13 26 16 5. .1 52 31 21 12 24 41 19 29 ' N.A. . 11 16 p 18 27 20 13 7 l. "i‘oui. . . . 100% 1001. 1005 100?. 100% 10015" 100'; ' " ”1'00? 7O raséu: 2 ~Coatinued Work A e Sea: Level 4 Super- Non Younger Older Male lbmaleivisory 'u”; (s) (6) m ”111‘ .zri&::4 26-35 35-465 46+ 12) (3) (4) n....... 54 11 1s 56 196 63 21 232 3811' , .. ar 0 11.1.1.1. 49. 4% 3% 6% 59. 1 191 5% 2... 24 1s 19 11 1s 1 19 1191 19 3... 24 23 ; 21 12 20 ‘ 21 22 20 4... 31 26 g 14 32 21 I 31 19 2! s... 6 14 g 25 i 12 16 9 41 13 14.11... 11 16 1 1a 421 20 13 1 1s 131.1... 10091 10091 f10091 j10091 100%;100T‘1009. 1"00' 3 SIM with T ' 7 supervisor , . ' 11.1.1.1... 191 2991 i 299. 329. £2991 139. 5291 221. 2... 30 24 26 9 20 g 29 19 23 :1... 19 g 14 13 16 14 I 19 11 16 4... 22 6 e s 1 1 1s 11 s... 11 11 6 11 10 ' 11 11 ,10 - 11.11... 11 . 16 10 121 20 L13 1 £10 r.1.1.... 1007. 10091 1001. 1 1009. 1009. [1009. 1009. 1100i Other T F 3 Meyees ' ‘1 11.1.1 1... 63% 2291 119. 1491 229. 4191 19. 309. 2... 4 11 11 11 12 6 30 9 3... 11 11 11 4 11 11 1 12 4... 4 14 20 14 16 s 26 13 s... 1 20 11 30 19 11 23 1s 11...... 11 16 1s 21 20 13 1 1s 1.1.1.... 10091 10091 1009. 10091 10051 1009. 1009. 100i Enqloyee ' L‘tersf ‘ Managemen 11.11111... 1191 109. 1111 1311 1131 119. 199. 121. z... 22 24 15 25 21 24 19 22 s... 26 11 1s 23 19 24 29 20 4... 11 25 18 1 1s 14 22 11 - s... 13 s 14 s 11 s 4 11 11.11... 11 16 18 21 20 13 1 10 no.1. .... 10091 1009. 10091 10091 10091 1009. 1009. 10091 79 TABLE 2 oContinuod Number 0! Years with Comm! lducetionel L‘”1 9 Shorter Lonjgr Lower Hillier fl 4yro. 5-9 10- 14 15+ Nag H. 3. Some College £11033 81:“; 013.11 Collqe and (9) (10) (l 1) 112) (13} (141 1151 (161 #1]. . . . . . 09 72 55 43 70 123 33 25 M I: Roth 1. 10% 17‘]. 20% 2% 20$ 11$ 12% . . . 2. . . 10 5 13 9 I 11 1! 4% 3. . . 14 17 16 11' 13 17 13- 16 4. . . 11 1! 10 20 l3 17 13 20 5. . . 39 20 22 14 17 33 20 44 N.A. . . 16 10 11 30 32 11 15 I Total. . . . 100$ 100$ 10074 10974 100$ 100$ 100$ lflfi 3.11.11. 3 ‘ ‘ I Boerde Rank 1... 2% 4% 5% 7% 4% 7% 2. . . 19 17 22 14 10 2 1 15% 0% 3. . . 22 21 24 9 1? 20 2 1 20 4. . . 32 19 24 21 15 31 20 20 5. . . 9 21 14 19 14 10 21 36 N.A. . . 16 10 9 11 30 342' 11 I! L I. 9 ‘93:.1. . . . 1009. 1009. 1009. 10091 100 10091 1001‘ 100% Em 1.111. uperieor Rank 1. . . 14% 31% 24% 40% 21% 20% 34% 52% 2. . . 20 2! 20 9 21 24 1! 32 3. . . 16 13 20 12 15 17 15 4 4. . . 15 5 9 7 6 12 12 4 5. . . 11 0 16 2 5 16 9 . . . ILA. . . 16 10 11 30 33- 11 1! j “Tog. . . . . 100% 10094 100% 10074 100% 100$ 100$ 100% Other Employeee Rent 1. . . 40% 22% 24% 14% 14% 34% 34% 20% 2. . . 1 13 16 12 9 10 12 24 3. . . 11 13 11 9 5 l6 . . . 20 4. . . 9 19 16 12 19 11 15 12 I. . . 17 15 22 23 21 18 24 0 11.11. . . 16 14 11_ 20 32 11 15 0 161.1. . . .. 1009. 1009; 10091 1001. 10091 100? 100% 1001 80 TABLE 2 -Cont1med Number of Yeare with (human; Educulonel Level Shorter Lon er Lower I Hijher , 4 yre. 5-9 10- 14 15+ Non H. 8. Some College §s- Cred Colleg Grad 19) 1101 (In 1121 1 1“ 1141 1151 1161 N. . ..... 89 72 53 43 78 123 . 33 ' 23 Emyloyoe Lettere- from 21...”...111, null 'l. . . 17% 8% 16% 7‘79 970 1716 69. 12% ~ 2. . . 20 22 18 26 15 23 28 24 3. . . 2-1 20 18 23 18 18 33 24 4. .-. 18 22 22 2 14 18 18 28 3. . -. 8 10 15 12 12 13 3 4 A N.A. . . l6 18 ll 30 32 ll 13 8 - 161.1. . . .. 1009. 10091 1009. 1009. 1009. 1009. 10091 100i": Aree M. M. MD&D Chem. Prod. C. 5. Flu. PkPP Selee Dept. . . . . C. M. RkD 1.4.1.1 117) 118) (19) (20) (211 ”(22) 123) 114) N. . . . . . . 109 19 23 17 34 27 5 23 *4 Annuel Em Real: 11. . 18% 11% 12% 69. 994 8% 40% . . . 2. .. 12 5 12 12 3 . 20 131- 3. . . 23 . . . 12 6 6 11 20 22 4. . . 10 32 16 29 18 22 . . 22 5. . . 18 42 32 41 23 32 20 33 N.A. .. 19 10 16 6 41 . 7 8 Total ..... 100% 100% 1009? 100% 100% 10091 100% 100; Bulletin ' Boerde Run): 1. . . 3% 117. 8% 12% 3% 4% . . . . 2.. 16 ll 20 29 21 37 4‘5 3. . 20 26 12 29 20 15 20% 22 4. 29 16 40 12 3 22 40 35 5. . 13 26 4 12 12 13 40 31 N.A... 19 10 16 6 41 7 8 Tofi . . . . 100% 100% 1009. 100% 100% 1009. 100‘]. 100% 81 TABLE 2 «Continued Aree M. M MDkD Chem. Prod. C. 3. F111. PkPP Selee Dept. . . . . c. M. nun M1101 1m 1m 1191 120) 1ng 132) 2:1 124) #N. . . . . . . 109 19 23 17 3'4 27 3 3.3 SIM with Supervieor . . Real: 1. . . 19% 42% 36% 63% 27% . . . 40% 26% 2. . . 23 27 24 17 10 1970 . L . 39 3... 14 11 24 9 26 . 40 13 4. . . 6 3 . . . 12 10 37 20 3 3. . . 17 3 . . . . . . 3 11 . 9 N.A. . . 19 10 16 6 41 7 . . . 8 Total. . . . . 100% 100% 100% 100% 100% 100% 100% 100i 631...- Employee- Renk 1. . . 27% 26% 20% 18% 12% 63% 20% 30% 2. . . 7 27 8 18 9 13 . . 18 3. . . 6 27 12 29 9 11 . . . 13 4. . . 17 3 8 18 17 . .-‘. 40 18 3. . . 24 3 1 36 11 12 4 40 18 FLA... 19 10 16 6 41 7 8 Totel. . . . 100% 100% 100% 100% 100% 100% 100% 100% Employee Letter- {rad Mmemnt Rm 1... 141. 0% 9% 19% 35% 2. . . 22 21% 20 17% 18 22 80% 18 3. . . 17 26 24 24 13 30 20 22 4. . . 18 32 20 24 11 11 . 13 3... 10 11 12 29 6 11 '4 N.A. . . 19 10 16 6 41 7 . . . 8 Tom. . .. 100% 100% 1009.— 1' 0' '0'? 100% 100% 1007. 1001'"— 82. TABLE 3 QUESTION 3 IF YOU HAVE SOMETHING TO COMPLAIN ABOUT. WHOM DO YOU MOST OFTEN COMPLAIN TO? (Mark only one) '1: Work A o # Sex Level Male Ferml Super- 8N3. Younger Older visory ‘ r- 15) 16) 11) 31°" fir 2‘63 3 5 3‘6; 45 :6;- ' 2 3 4 N. . . . . .. ‘ s4 71 70 56 “196 63 27 32 Employees in Wk.Q'oup 39% 18% 14% 3% 13% 37% 11% 20% Your Super- vicar. . . . 37 78 82 89 84 37 89 76 1km. above supervisor . . . 1 4 1 1 Emloyees outside Wk. Group 2 . . . 1 . . 1 1 1 N .A. . . . . . 2 3 3 2 1 3 . . . 2 Total. . . . 100% 100% 100% 100% 100% 100% 100% 100% Number of Y.&r. with Comfony Educational Lowl Shorter Longer Lower Hillier 4 yrs. 3-9 10- 14 13+ Non H. 8. Some ICollege .. br less Grief; Grad Pollen Grad 19) (101 (11) L121 (131 (14) (151 1161 N. . . . . . . 89 72 33 43 78 123 33 23 Employees in Win. GnupH 29% 21% 7% 7% 12% 22% 13% 28% Your Super- visor. . . 63 78 87 88 83 74 79 72 Mgm. above Supervisor. . . . 1 3 1 1 . . . Employees outside Elk. Group 1 2 1 1 3 . N.A....... 3 4 ... 3 2 3 Total ..... 100% 100% 100% 100 100% 100% 100% 100% 83 TABLE 3 ~Continued Area M. M. MDhD Chem. Prod. C. S. Fin. Pk PP Sales . Dept. . . . . C. M. RkD Maint (1D (18) (19) (201 (21) (221 (23) (24) N....... 109 19 23 17 34 27 3 23 Employees in Wk. Gr 3% 21% 8% 33% 12% 33% 20% 3% Your SuperJ visor. . . . 91 79 92 63 82 43 80 87 ’ Wm. above supervisor. .. .. . . .. 6 .. 4 Employees outside Wk.Grcup 1 . . ... .. 4 Total. . . . 100% 100% 100% 100% 100% 100% 100% 100% TABLE 4 QUESTION 4 WHICH EMPLOYEE INFORMATION MEETING DO YOU MOST FAVOR? (Mark only 339) A8. Sex Work Level Super- Non- Youngor Older Male Fernalo visory ”3;; 151 161 171 101 215 or 26-33 36-45 46+ 4 '11! 121 130 141 N ....... 34 71 78 56 196 63 27 232 Meting with Division. 1 22% 21% 8% 23% 17% 17% 30% 17% Mass ' Mseting. . 4 10 6 9 7 6 8 Media; witq Wk. Group ksupervisor 68 68 86 68 74 72 70 73 N.A ....... 6 l . . . . . . 2 5 . . . 2 Total. . . . 100% 100% 100% 100% 100% 100% 100% 100% 84 TABLE 4 oContinuod Number of Years with Company ‘ Educational Level Shorter Logger Lower Hillier 4 yrs. 3-9 10- 14 13+ Non H. 8. Some Collep or 1e sJ H' Ea Grad Collqe Grad 191 1101 110 1121 11311 1141 u) (16) N ....... 89 72 33 43 78 123 33 23 Meeting with Divsion. . 16% 20% 20% 16% 14% 19% 13% 28% Mass Meeting. . 10 4 3 9 12 6 6 4 Meeting with Wk. Group a: 'supervisor 71 J 73 73 73 74 73 78 68 01.11 ...... 3 1 . . . . . . . . . 2 1 . . . Total. 100% 100% 100% 100% 100% 100% 100% 100% Area M. M. MD&D Chem. Prod. C. S. Fin. PhPP Sales Dept ..... C. M. R&D Maint . (17) (18) (19) (7-0) (21) (22) (23) 124) N ........ , 109 19 23 17 34 27 3 23 Meeting ‘ with Divhsion . 12% 21% 16% 18% 12% 30% 40% 33% Mass Meeting . . 7 12 6 9 11 4 Meoting with Wk. Group 8: | supervisor 81 74 68 76 79 32 60 61 N.A....... .. 3 4 7 Total. . . . 100% 100% 100% 100% 100% 100% 100% 100% TABLE 3 QUESTION 3 IF YOU WERE TO ASK QUESTIONS AT YOUR EMPLOYEE INFORMATION MEETING-oEITHER THE ANNUAL MASS MEETING OF YOUR WORK GROUP MEETING-"WHAT PERCENTAGE OF YOUR QUES- TIONS WOULD BE ANSWERED? Age Sex Work Level Super- Non- Younger Older Male Female visory v‘P r1; ‘ (s) (6) 17) La) Fgr 26-35 36-45 46+ 71} (2) LB) (41 N. ..... 54 71 78 56 196 +563 27 232 All, 100%. . 24% 29% 18% 27% 26% E 19% 22% 24% 759. ...... 29 34 4o 31 35 f 32 4s 32 30% ...... 13 20 27 23 2'1" 3 24 30 21 23% ..... 15 13 11 14 14 9 13 None ..... . . . 1 l . . . . . . 3 1 N.A..... 17 3 3 3 4 13 7 Total. . . 100% 100% 100% 100% 100% 100% 100% 100% Number of ' 1.“, with Cempny Educational Level Shorter LonLer Lower linker 4yrs. - _ Non H. 8. Some College or ml ’ 9 no 14 1“ $.3- (Grad Con... Grad 19) (101 (ll) (12) 131 (l4) 15) 161 N. . . . . . . 89 72 33 43 78 123 33 23 A11. 100%. . 27% 17% 29% 28% 23% 21% 21% 44% 73%. . . . . . 32 40 34 28 27 32 32 44 30%. . . . . . 17 18 31 19 28 23 9 8 23%. . . . . . 11 22 4 18 13 14 12. 4 Nene..... 2 1 l, N.A...... 11 3 2 7 4 9. 6 Total. . . 100% — 100% 100% 100% 100% 100% 100% 100% 86 TABLE 3 oContinned ‘ Area . M. MT MD&D Chem. Prod. c. s. Fin. P&PP Sales mp1. . . . . c. M. R&D Maint (171 (18) (19) (20) (21) (22) (23) (24) N... . . . . 109 19 25 17 34 27 5 23 All. 100%.. 21% 16% 16% 35% 29% _ 30% .. . 397i" 757. . . . . . . 29 47 36 41 29 10 100% 52 5096...... 25 16 32 12 18 30 9 2576...... In 11 16 6 12 ' 11 . None..... 2 ... ... ... ... N.A....” 5 10 6 12 11 * Total. . . 100% 100% 100% 100% 100% 100% 100% 100% TABLE6 QUESTION 6 DO YOU FEEL THE COMPANY'S MANAGEMENT ANSWERS YOUR QUESTIONS AS BEST THEY CAN? Sex Work Level Super- Non- Younger Older Male Female visory ‘91:; - ' 1 (5) (6) (71 1 * 2 or 26- 33 36-43 46+ 1711' (21 (31 2 4) N. . . . . . . 34 71 78 56 196 63 27 232 Yen. . . . e . 61% 60% 71% 80% 68% 68% 89% 66% NO . . . . . . 26 34 28 18 30 19 11 ' 29 N.A..... 13 6 1 2 Z 13 .... 3 TON. . . 100% 100% 100% 100% 10096 100% 1007s 100% Number 6! Years with (Sammy 534398119331 14'“ Shorter Longer Lower 111111.: » O 71.. ,.9 10‘ 1‘ 15+ Non H. 5. Some C011.” or less H. 3;! Grad Colle’ Grad 191 no) 111) (:21 8’51 (14) as) 1161 N. . . . . . . 89 72 ‘ 35 43 78 123 33 23 Yes . . . . . . 68% 62% 69% 77% 71% 64% 67% 84% No ...“... 23 35 29 21 27 28 33 12 N.A...... 10 3 Z Z Z 8 ... 4 T0281. .4 100% 100% 100% 100?. 100% 100% 100% 100% 87 TABLE 6 -Contlnued Area M. M. MDkD Chem. Pros. C. S. Fin. Pk PP Sales Dept. . . . C. M. RkD Maint (17) (18) (19) (20) (21) (22) (23) (24) N. . . . . . . 109 19 23 17 34 27 3 23 Yes. . . . . . 68% 33% 76% 76% 68% 32% 80% 82% No . . . . . . 29 47 24 24 29 22 20 9 NOAOOOOO 3 080 00. .88 3 26 IO. 9 Total. . . 100% 100% 100% 100% 100% 100% 190% 100% TABLE 7 QUESTION 7 ' WHAT KINDS OF INFORMATION HAVE YOU RECEIVED FROM EMPLOYEE INFORMATION MEETINGS? a. Information about the over-all company program? Age Sex Work Level uper- Non- Younger Older Male Femaledvisory 31“"? (5) (5) L71 131 mm 26-35 36-45 46+ “113" (2) 13) (41 N ....... 34 71 78 56 196 63 27 32 Yes ...... 89% 99% 94% 91% 94% 90% 100% 93% No ...... 4 1 3 Z 3 Z . . . 2 N.A ...... 7 . . . 3 7 3 8 . . . 5 Total 100% 100% 100%; 100% 100% 100% 100% 106% IE “W's.” 2 of Educational Level Shorter H her Lower ‘ Hillier 4 yrs . Nog H . 3. Some ICollege 1o: lsss13-9 10-14 13 + Hr ‘ Grad College Grad 19) (101 111 112) 831‘ 114) (m 16) N. . ...... 89 72 33 43 78 123 33 23 Yes ..... .. 907- 997. 97% 88% 069- 96% 97% 96%, No . . . . . 3 1 . . . 3 4 l 3 4 N.A...... 7 ... 3 7 8 3 ... 4 Total. . . 100% 100% 100% 100% 100% 100% 1007s 100% TABLE 7 ~Continued Area M.M. MD&D Chem. Prod. C.S. Fin. PhPP Sales Dept. . . . . C. M. RkD Maint (17) (18) (19) (20) (21) (22) (23L (24L J........109 19 23 17 34 27 3 23 Yes. . . . . . . 94% 95% 88% 88% 94% 44% 100% 100% No....... 3 4 6 30 N.A ...... 3 3 8 6 6 22 . . . . . . ' Total. . . 100% 100% 100% 100% 100% 100% 100% 100% 13. Information about your own job? Age Sex Work Level s... 66.. Younger Older Male l‘ernalJ visory (5) (6) (7) m 33:33. 26-35 36-43 46+ (1) (2) (3) 14) N....... 34 71 78 36 196 63 27 232 Yes. . . . . .. 24% 34% 47% 37% 39% 30% 3372 37% Ne 32 44 32 26 26 43 37 38 N.A. ..... 24 22 21 37 33 23 ”...... 23 Total. . . 100% 100% 100% 100% 100% 100% 100% 100% Number of 7 17.31.. with Commy Educational LAYOI Shorter Logger Lower - Higher 4yrs T 5_9 10-14 15+ fiog 11.8. Some College or less Grad Grad College Grad (9) (101 (ll) (12) (131 (14) Q5) (16) N ....... 89 72 33 43 78 123 33 23 Yes ...... 38% 36% 36% 33% 41% 33% 39% 36% No ....... 43 40 40 21 18 47 4O 36 N .A ...... 19 24 24 44 41 20 2 l 8 Total. . . 100% 100% 100% 100% 100% 100% 100% 100% 89 TABLE 7 - Continued Ares M. M. 34131.13 Chem. Prod. c. s. rm. 2?ka 3314- Dept. . . . . C. M. RhD Mnint (17) L") (191 (29) (21) 132) (23) (24) 111.. . . . . . 109 19 23 17 34 27 3 L 23 Yes. . . . . 33$ 47$ 44% 33$ 33$ 26$ 00$ 33? No 37 37 23 33 30 43 20 43 31.11 ..... . 23 16 20 12 33 26 .. . 17 Totol. . . 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ c. Informstion shoot the work of other divisions 7 A e Sex Work Level 33975-1133:- Youngor Older Msle Femalq vi.°ry ”3:; 2T (5) (6) (7) (8) 01' 26-33 36-43 46+ 011“" 12) 13) 14) N ....... 34 71 73 36 196 63 27 232 Yes ...... 69% 62% 63% 54% 61% 68% 63% 62% No ...... 13 20 12 3 13 11 7 13 N.A ...... 13 10 23 43 26 21 30 23 Tom. 100$ 100% 1007. 100$ 100$ 100% 100$ 1009. W W “ICC‘W LO'V'I Shorter Longer Lower Hi her ‘Yl‘l. 3-9 10‘ 1‘ 15+ (BE 6"; an G J. m 14.. 8m; 1' "239' 1‘ Mam—.1111... 1 N.......+F%L 33 43 70 %%% 1'44. . . . .. 64f 67$ 67$ 47$ 49$ 7:3 64$ 60% 144...... 10 11 7 9 6 11 10 23 N.A. . . . . . 1s 22 26 44 43 17 13 12 Totsl. . . 199$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ Area 14. M. 1.4mm Chem. Prod. c 3. tin. PkPP 3.14- D.”o e e e d C. M. RhD M81223 (1?) (18) (19) I 0 (21) (22) (23) (24) N. . . . . . . 109 19 23 17 34 27 3 23 Yes. . . . . . . 62$ 79$ 64?— 395.r 33$ 43% 100$ 70$ 144...... 10 11 4 10 12 30 13 N.A....... 20 10 32 23; 33 22 9 76:41. .. 1003 100$ 100$ 100$ 100$ 100T 100$ 100$ 90 TAB LE 8 QUESTION 8 D0228 YOUR SUPERVISOR CALL AN EMPLOYEE INFORMATION MEETING OFTEN ENOUGH? A30 Sex Work Lovel Msle finale Snper- Non- Younger Older visory 32:13; __ (s1 (6) m m ”13:. 26-33 36-43 46+ 11L____12L__._(2L__,_(11__ N ........ 54 71 78 56 196 63 27 232 Yes . .. 30$ 46$ 30$ 34$ 47$ 37$ 67$ 47$ No. . . ..... 37 48 47 46 48 37 33 47 N.A. ..... 13 6 3 . . . 3 6 . . . 6 Total. . 100% 100% 100']. 100% 100% 10053 100% 10014 Number of Yesrs with Comm “national 1""! Shorter Longer Lover ngher i 4yrs. o H. 8. fiorne Collo’ a loss 5’, 1°. 14 1“ (EB Grsd Cons Grsd m ILJALJLJHL—JML—lm—Jm. N. . . . . . . 89 73 83 43 78 123 33 23 Yes. . . . . . . 34$ 31% 42% 4974 4974 4774 49% 64% No........ 37 43 38 49 47 47 48 28 NeAsoeeeos ’ 6 ... 2 4 L 3 8 Totsl. . . . 10073 100$ 100; 1009. 10096 100$ 1005 10014 Ares. M. M. MDkD Chem. Prod. c. 3. ma. 191.1913" 3.1.- Dept .... c. M. thD Msint 1171 (13) U9) (20L L2 1) (22) 1231 24) N. . . . . . 109 19 23 17 34 27 3 23 Yes. . . 43$ 63$ 43$ 39$ 39$ 44$ 40$ 61$ No........ 49 32 32 41 41 48 60 35 N.A....... 8 5 .... 8 4 Totol. . . . 10070 100% 100% 100% 100‘ 1007. 100% 10074 91 TABLE 9 QUEITION 9 HOW MUCH run: DO YOU THINK YOU 311001.13 39mm 111 EMPLOYEE INFORMATION MEETINOM (Msrk on1y_o_r_1_e) A29 Sex Work Level Younger Oldsr We “”17 3:30.35; {Sift}; L 6 m (9) 7&3: 26-33 36-43 46+ PU (LL (ILL (3L 411 N ........ 34 ' 71 78 36 196 63 27 232 Moro thsn ' ms dot-ow. 4 3474 41% 4074 39% 41% 32% 19% 41% 82mm... 31 48 37 36 32 37 73 31 Less. . . . . . 6 10 3 3 3 6 3 6 N.A....... 9 l ... 2 3 3 3 Total. . . .‘ 100% 100% 100% 100% 100% 100% 100% 100% yarfxifik‘éoféflny Educationsl Level Shorts: Lon or #wor Hi her 4 rs. on H. 3. Some Cor. 0:10. 5:9 10' 1‘ 15+ 3.15 Cred collogo Grsd.‘ (9) (12) III) II“ 1 I 1!! I16] N. . . . . . . . 89 72 55 43 78 123 33 35 More ..... 33% 43% 44% 37% 4176 40% 43% 16% 53mm... 57 49 47 61 55 51 46 76 Less. . . . . 4 1 9 2 3 6 6 4 N.A.”... 6 l ... ... ... 3 3 4 Tot“. . . 100% 100% 100} 100% 100% 100‘ 100% 100* é Ares , 1.1.13. Mow thrn. Prod. 0.3. Fin. pi??? 3.14- 134»... can. 11613 Msint 517) (“L (191 (20) 21) (22) (23) (24) 31...... 109 19 23 17 34 27 3 23 .uoro. . . . . 42$ 32$ 36$ 29$ 41$ 41$ 60$ 26$ Suns. . . . . 31 3s 60 39 36 43 40 37 Less..... 3 3 4 12 ' 3 7 ... 13 N.A....” 2 3 Totsl. . . 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 92 TABLE 10 QUESTION 10 WHO BENEFIT! MOST FROM THE EMPLOYEE INFORMATION MEETING? an): in ordsr s! unpertmcs 1-1-1-4-3. (1 one" hapsrust ts I -Lssst important) __. 1 ._; “I Is: Work sts1 Cupsr- Non- Ysss'sr 0141s: 1131. NJ visory “F13; ‘ ,_ I31 (61 I717 13* 7 . 23-33 33-43 46+ L441...— 3. . . . . . . 34 71 7| [6 196 63 I! ”Q Ishrisd W w 7 "rh’.3 s M 1. . . 4% 6% If . . . 3* If 4% 3* 1. . . 17 13 6 7 12 14 11 13 3. . . 17 14 16 20 17 17 1. 17 4. . . 30 1. 16 11 16 16 4 13 I. . . 13 34 14 23 33 13 33 1° N.A. 1- 27 36 3‘72 39 37 37 36 39 7.1.1. .. mi 1335 muffin WW “7651 "' 1 Dspsrmsnt - ' ' ' mags" _ _ lull. .. 2 13$ ~ ’ 1'6 773 93 ~ 73 14$ 4'3 93 1. . . 11 34 37 16 33 11 16 23 3... 11 I1 14 11 16 ‘ 11 32 14 4. . . 33 21 19 33 24 12 16 33 .3 a 3 ‘ 1 1 3 o o 3 ' g p . ’ FLA. . . I] l! 33 3.9 27 37 I, 1 Ind. . . 1671i 1333. 103?“ 1"331“ "'1"o"'o"i"""31 33"1‘1'33 1 Ts, 133.11- 7 ' ' ‘ spasm ' 114-11 1. . . 241. 2414 t 233 2335 2611 197. 221. . w 241: I. . . 10 6 7 7 I 4 7 7 3. . . 11 6 9 7 9 8 11 7 4. . . I 6 17 3 6 I 6 I 6 - 3. . . 13 I! 7 23 1. 33 24 ll 13 1 .41. . . I7 I. 3 37 37 )0 1' 43441. . . 1Wf1fl“%?1 mini? ToTo ' "133'" 5 " 1 "17h ' ' 93 TABLE 10 ~Gontinus4 A's Ssx Work st01 “pot-1 Non- Youngsr O1ds11 Msls hauls vlssry “1"" 13) (61 171 1171" 23 or 11... 134 71 72 56 ' 196 63 27 232 11.111137 wsrksrs ' 11.11111. .. 30% 4191 g 2391 2111 3291 239. 379. 3191 ' 2... 6 7 7 11 a 3 3 3 3... 2 7 z 7 6 1 4 4... 13 0 3 4 6 14 13 7 3. . . 22 17 23 13 21 13 13 21 11.11. .. 27 20 32 39 27 37 30 29 Tom. . . 10031 1009? 10011 1007. 10031 1003. 100']. 10011 Isrsmsn 11.11111... 391 391 7'3 311 431 3% 2... 217: 24 23 20 22 21% 23 , 22 3... 33 31 _ 23 11 26 27 22 27 4... 11 17 1 12 16 14 12 13 13 3... 3 3 7 2 6 3 6 # 11.11... 27 20 32 39 27 37 30 29 “1.141... 1001. 10011 110011 1003. 10011 10091 1001.- 1005 Numbsr of jssrs with Compsny A “333th“ “'31 S rtsr Lou‘s: Laws: Hilhsr’ - 4371-3. . Non H. 8. Sons Cellsgs lor1s- 5” ”'1‘ 1" 113- Grsd on... and 12) no) 1m 02) fl}: 1141 1131 L161 11......” 39 72 334 43 73 123 1 33 23 3.142144 works" Rsnkl... 211 43. 331 71. 39. 311 47. 2... 13 13 11 12 39. 12 13 23 3... 13 19 14 21 13 17 23 14 4... 21 13 22 11 20 21 9 20 3... 17 21 24 9 22 17 13 20 _____11..4. . . 34 23 24 33 40 23 24 12 131.1... 1001. 11004 1009. 10011 10011 11007." 1003 "1' 110i.T TABLE 10 43033th 94 Number of y.‘" with Comy Edncntiontl Laval T Shem: Log‘or Lower 3131302 4 yr3. 98 H. 8. Some (3011333 or 1333 5'9 10- 1‘ I” “'8‘ 0234! Congo 03341 7191 m1 1111 1121 CB?“ (141 1131 jlbL ‘ 11....... 39 72 33 43 73 123 33 23 Damm- 3333.35.23 R311): 1. . . 1214 "a 3% 7% "a 1013 313 874 2. .. 22 27 13' 23 24 22 . 24 20 3.. . 14 14 24 7 10 . 19 13 12 4. . . 13 22 27 23 13 19 24 33 3... 3 4 3 2 2 9 12 11.31... 34 * 23 24 33 4o 23 24 12 23131. .. 41003. 100$ 100$ 100$ 100$ 100$ 10031 100$ To) H33- fi ' 3.3333322 , m1... 24$ 2431 2331 23$ 22$ 2331 30$ ' 24$ 2... : 3 3 s 9 7 3 3 12 3 3... 10 7 z 13 3 13 3 3 12 4... 1. 9 11 3 3 9 7 9 3 3... 17 23 24 23 11 23 19 33 11.3.... 34 23 24 33 40 23 24 12___ T301311. .. 300$ 100$ 100$ 1003. 100$ 100$ 100$ 100$ Hourly ‘1 3 "than i i 11.33111... 527$ 33$ ‘ 33$ 23$ 23$ 30$ 34$ 32$ 2... 3 11 ‘ 7 9 3 7 9 4 3... 3 4 g 4 7 3 4 3 4... 1o 7 . 7 7 1 12 9 3 3... 21 13 i 22 19 22 19 24 13 11.11... -34 23 L 24 33 40 23 24 12 "'1";'."13"3'."."."'T070 10031 [ 169$ 100% 10031 10031 100F‘1‘0‘1E" " Faun-13 1 :V 3.33111... 3$ 331 73. 331 11. 331 2. . . 2231 20 31 13 13 23 12 24$ 3... 23 31 22 23 17 27 31 44 4... 12 13 14 9 12 13 21 13 3... 7 3 4 7 3 3 9 4 14.11.... 34 23 24 33 40 23 24 12 __ 13331. . .. 100$ .100$ 100$ 100$ 100$ 10031 100$ 100$ ’5 run: 10 063.313“ 100$ A233 34.31. 111331) cum. Prod. c.3. rm. P3P? 33133 nap: ..... can. 121.13 1431;: U?) (It) (19) 120) (111 (22) 1231 1241 (11...-.....139 19 23 17 34 27 3 24 03132333 "run 113-111.. 10$ 39. 391 7'3 20$ 3'3 2.. 1131 11 12$ 13 1 11 40 22 3.. 10 37 33 12 20 13 ... 22 4.. 24 21 13 29 9 13 40 13 3.. 21 . . 12 1 13 22 13 11.3. .. 29 21 2:1; 29 47 30 .. . 22 231.1. 100$r 100$ 100$ 100$ 106$ 100$ 103$ 100$ h’u'umnt l 1 3331231323 11331: 1. . 10$ 1 191 391 1$ 3$ 11$ . 13$ 2.. 23 13 11 23 29 23 ... 13 3.. 13 3 20 12 1 13 40$ 4 4.. 13 47 32 13 13 13 40 31 3.. 2 12 . . 20 17 11.11. . 29 21 24 29 47 30 . . . 22 23:31. . . 1003. 10031 100$ 100$ 100$ 100$ 130$ 133$ T3, 13333- 3333313333 31311111.. 23$ 13$ 20$ 29$ 29$ 33$ . . 13$ 2.. 1 11 3 3 3 13 «9. 17 3.. 12 3 3 3 4 20 4... 11 4 12 1 7 20 4 3... 17 47 31 24 12 11 20 44 11.11. . . 2 21 24 29 47 33 . .. 22 . 311131. . . 100$—”1003‘To'fi ."7‘1'0‘0T 100$ 100$ 100$—7W3 " 1333311 nth" 113-11 1. . . 31$ 42$ 32$ 12$ 13$ 13$ 100$ 44$ 2.. 1 11 12 12 1 11 . 4 3.. 4 . . 3 13 3 7 .. 9 4... 3 . . 3 1 13 . 17 3... 22 21 11 29 23 22 4 11.11. .. 29 21 24 29 47A 30 . . . 22 21331. . . 130$ 100$ 100$ 130$ 100$ 100$ 133$ 96 TABLE 10 4333121111334 A233. M. M. MD&D Chum. Prod. 6.8. Fin. PkPP 83133 Dept ..... C. M. 11311) M31212 117) (13) (1‘!) (2°) (21) 22) (23) (14) N. . . . . . . 109 19 25 17 34 27 5 24 Foromon M1... 4% . 16$ 373 2. . 25 32 2| 12 9 11 20 35 3. . . 27 32 4 47 10 30 40 3O 4. . . 11 10 16 12 20 10 40 9 5. . . 4 5 12 . . . 3 11 4 N.A. . . 29 21 24 29 47 30 . . . 22 T3331. . . 10071 100% 4 100% 100% 100% 100% 1001. 100% ’ TABLE 11 QUESTION 11 DO YOU DELEVE YOU SHOULD TAKE PART IN THE DECISION- MAKING IN YOUR DEPARTMENT 7 ”T...‘ A‘. 831 Work 14.7.1 mm? You" 0141: 1.313 nwuu-ory #33:; 1!) L6) (7) (II 13 {3'31 ' c 33« 26- 3! “-4! 46+ JL-LJJJ—Jfl— . N........ M 71 7’ 56 1“ 4‘3 27 331 1711. . . . . . . 19$ 37$ 74’9.r 73$ 31771 13$ 93$ 713" NO........ 23$ H 21* 20 16 26 7 19 11.2”...” 9 2 3 2 3 1 ..._fi_ 3 TON. . . . 1005 100$ 100$ 100$ 100$ 100$ 100$ 100$ Numbor of ‘1‘“, . with (3022123131 Educntloul Laval 811021132 Lo 32' anor H1 Mr .131. s-o m-u 15+ 1‘3. ‘33; 553:..18333' 191 119} Ill} 1 £11) ”a! [IQ] N ........ .9 72 '55 43 78 123 33 25 YOU. ...... 7173 70% 30% 88% 79% 75% 70% 96% No ........ Z3 19 15 12 l7 19 27 4 N.A. . . 6 3 5 . . . 4 6 3 . . . Total. 100% 100% 100% 100% 100% 100% 100% 10073 97 TABLE 1.1 43331112313311 1 A333 . 1.1.13. 311 cnmffind. c.3. 3111. Pap? 311.. D3pt..... c.u. 11311 343131 (17) 113) (191 120) 121) 122) (23) (241 12.......109 19 3L... 17 34 27 3 23 Y33. . . . . . . 69% 60$ 08% 35% I“ 09‘ 100$ 91* 713........ 21 21 3 33 9 7 9 1211...... 3 11 4 3 4 23:31. . . 100$ 100$ 100$ 100$ 100$ 100$ 100$ 100$ 21131.3: 12 01132321037 12 HOW OFTEN DO YOU HAVE AN OPPORTUNITY TO MAKE SUGGESTIONS? A33 8332 Work L3V31 Supra Non- “37221332 013131- M313 hmlqvuory ”£3.33; (5) (6) (7) L.) 7°“th 23. 33 31-43 43+ ._i£1'__.121.__.131___141___ - N ....... 54 71 7. 56 196 63 27 232 V32-y 32333. 24% 19* 16% 1673 18% 2273 33$ 17% 021322 ..... 43 4. 55 57 52 46 59 50 531310332. . . 24 31 24 25 2. 22 5 29 N3V31’.... 2 1 ... ... l 2 . l N.A ...... 7 l 3 2 l 8 . . . 3 T0231. . . 100% 10073 V 100% 100$ 100% 100% 100$ 100$ Y33r3nmb€6§fmy 31112333132131 L3v31 833223: L3 32' 1333732 W 11111332- :yfii'. 3-9 10—14 13+ 1133, 533° 33:4 031,13 (91 1101 m1 (121 851‘ 041 1m 161 N. . . ..... 59 72 55 43 7. 123 33 25 V3ry 323321. 2 111 20% 1371 2 111 13% 1.71 21% 40% Oh. I! ..... M 51 58 53 58 65 52 56 SOHO!!! 25 25 27 26 2. 30 27 4 N3v3r 1 1 . . . . . . 1 N.A ...... 6 3 2 . . . l 6 . . . . . . T0131. 100i 10073 10073 100% 100% 100% 10013 L 100% 98 TABLE 12 4331311311134 A233 14.31. 3mm 6133331. Prod c. 3. F131. PhPP 3414- D.”. O O O I C. “I RhD W I ‘ 1111 1131 (191 an 12 1) 1221 ‘ 12:1 1241 31... . . . . . '109 19 23 ' 11 34 21 3 " 23 Vuy on“. 114% ‘ 119. 1216 29% 21% 227. 209. 441. 011331”... '44 6| 6. ‘39 30 4| 40 33 34144.... 31 16 20 12 26 19 . . . 11 1131133.... 1 ... ... ... 4 20 ... N3A333332 3*“ . 3'33 '3’! 3+7 7 2° ‘ Tom. . . . 1305 10011 1091. 1.005 10011 101m 1001. 1001. mm 13 011111331031 13 HOW OFTEN DO YOU MAKE SUGGESTIONS ABOUT YOUR OWN JOI? A33 8332 Work L3v31 Snpr- N313 Young-r 01.1.1- M313 13:13th v13ory‘ 31‘" "’ - (5) (5) (71 1') 13.3: 26-33 36-43 46+ 11} (11 (3) 14) N ....... 54 7 I 73 36 196 63 27 Z32 V3ry 311321. 773 24% 10% 11% 13% 9‘79 19% 13% 011313. ...... 47 47 52 41 49 40 70 44 80140131. .. . 30 23 33 46 34 33 II 33 N3v32... . . 7 1 . . . 2 1 5 2 N.A....A... 9 ... 3 .... l 3 .-. 3 T3231. .. 100% 100% 10073 10073 100% 100$ 100$ 10% N Y33r3 3K1.“ (foggy Ed“‘ft“ul 1"“ 8hort3r 32' 1.33131- 11111333- 21. 5-9 1:1- 14 13+ $3! 331 c4116.”. 8313' N. . . . ... . . . I9 73 33 43 73 123 33 33 V327 313331. 1474 18% 11% 14% 13$ 10% 6i 45%" 01103...” 39 46 34 49 41 43 61 40 “Idem. . . 37 34 33 33 43 33 30 20 N3V32. . . . 4 1 . . . 2 1 3 3 . . N.A.. ..... 6 1 2 6 .. Total. . . 10073 100% 100% 10073 100% 10073 10073 100$ 99 TABLE 13 -Continuod Ar33 1.2 31. 3431.3 6113233. 5nd. c. 3. F13. 131sz 83133 D.”4 4 3 3 4 C. M. RkD Maint . 1171 (181 191 (20) -(2 l) (211 (ES) 1241 '11. . . ..... 109 19 23 11 34 21M 3 23¢ V337 31133. . 12‘}; 5% 8% 18% 18% 4573* . . . 39% 0153. '. . ‘. . . . 43 98 96 35 50 33 20 44 831113231. . . . 39 32 36 47 29 30 3° 13 19311331”... 4 ... ... 4 ... N.A....... 13 '5 3 7 ... 4 T3331. . . . .- 100% 1001. 100% 100% 100% 100% 100% 100% TABLE 14 QUESTION 14 DO YOU FEEL YOU CAN MAKE SUGGESTIONS ABOUT YOUR JOB AT ANY TIME? A 3 ‘ 833 Work L3v31 ‘ supr- N33- Youngu- 0143: M313 13331314 71.01”] “33:; ' ' I ' f A 1}) (61 171 (81 fr” 26- 33 36-43 46+ N. . . . . . . . i4 71 13 5? 196 63 27 232 1'33... . . I. 3913‘ 301. 391. 339. 333. 391. 100% 341i 193........11 1| 6' 9 11 11 ... 13 N.A....” .. .1 5 3 4 .. 3 14141.. . 10011 1001; 1003 100% 1001. 106? 10091 10091 19333333- 31 Y33r3 with Comm ““5"“ ”V91 __ Shamr 1.33:3: 1.131131- ] 11151131- 4yn. N313 . 8. 531313 (31113 3 or 133 3 5‘, 10’ H "+‘gg331031135JGr3d‘ J?) (10) ily (131 1141 (151 (161 19...... 89 72 5! 43 LI} )3 23 Y33. . . . . . . 8914 81% 43$ 91% 82% 86% 91% 9673 N3........ 11 1! 11 3, 13 12 9 4 N.A...... 4 4 4 l 2 T3131. . . 100% 100% 100% 100% 100% 100% 100% 100? 100 TABLE 14- 6331133341 Ar33 M. M. MDhD Ch3m. Prod. 0.8. Fin. PkPP 83133 D3pt ..... C. M. RkD M313: 1171 ( 1'1 1191 12.9) 12 11 (221 33L 241 19 ........ 109 19 23 17 34 27 3 23 Y33 ....... 3213 34$ 96% 33% “19* 8973 100% 100% N3 ........ 13 16 12 15 11 19.A ...... 3 4 6 "Total. . . . 100; 10074 100]. 100$ 100$ 100$ 100$ 100$ TABLE 13 ’ 0113311011 1! If YOU WERE TO MAKE A SUGGESTION ABOUT THE COMPANY (193' Pr343'31 1433. Chm3 13 534333133. 313.). DO YOU FEEL IT WOULD BE CONBIDERED DY COMPANY MANAGEMENT 7 A Work 1.3731 3' 33:: WT. M313 F3 - Young3r 01d3r 111313 “9°17 $91.3; 121 __L61 171 (L 75 0: 26-35 36-45 40+ ‘11 (z) (31 14) N ........ 34 71 73 56 196 63 27 232 Y33 ....... 54% 55% 50% 63% 57% 547. 32% 531. No. . ...... 31 39 39 23 34 30 11 35 19. A ....... 13 6 ll 14 9 16 7 12 T3131 ..... 100% 10074 100% 100$ 100% 100% 100% 100% Mr 3! 1332-3 with 63313331 Mk?“ “"1 Short3r WLonpr {33'31' Hilfigr 4 yr3. . . 03 H. B. 83:33 C3113. 3r 1.- ’ ’ 1° “ "1 2;}; and 04114.- and 1 (101 U 11 fl!) L131 (141 (131 L161 19...... 39 72 A 33 43__ 73 23 33_ 23 Y33. . . . . . . 36$ 5171 ' 35% 5614 3412 45% 70% 34% N3. 30 33 34 23 32 41 27 16 N.A....... 14 4 11 16 14 14 3 T0131. . . . 100% 100']. 100$ 10074 100% 100% 10014 10017 101 . TABLE 15 ~Continu3d M . Ar33 1 1.4.14. MDkD cum. Prod. c.s. F13. PkPP 5.14. 134,1...” 3.14. 111.13 Main: 511)“ (13) ML (20)? (21) 22) (23) (24) 11......“ 109 19 25 11 34 27 5 23 Y33....... 50% 531. 527. 167. 53% 551. 30% 66% 193........ 42 37 36 12 n 30 20 17 31.3.”... 3_ 10 12 12 15 15 11 1 16141. . . #1005. 10097 1007. 1009. 100% 1007. 1001. 1007. TABLE 16 (1112311011 16 DO YOU FEEL YOU HAVE A PART 119 SETTING UP YOUR . PERSONAL JOB GOALS 7 Work Lowl You": 0133: 14313 1313314 “1”" :1“ at? M (1.1...—461 111 111... 3 ” 26- 35 - 44+ 1111.11.43... “ I .. 19....... 34 71 73 I6 196 63 27 232 1‘33. . . . . . . 32% 53$ 33% 52% H 35% 73% 31% 57% 193........ 13 33 3. 41 33 21 O 37 N.A. . . . . . 3 4 10 7 7 6 11 6 A T3131. . . 100‘]. 109% 100% 100% 10096 100% 1009. 100% 19313153: of Yo3r3 with Comp: _ 123333113331 “"1 Shortn- Long3r fi 19"“, 11ng 4pm. 93 H. 8. 831113 03113, orb . L, 10- 14 ”1' (1}!ng Gr3d I(3311333 Gr3d 19) L101 111) (121 (131 1 14) (151 (161_ 19...“...139 72 33 43 73 123 33 23 1'33. . . . . . . . 73% 33% 44% 5470 31% 37% 6796 331: 193......... 21 36 47 37 41 34 30 12 N.A.”...u 6 6 9 9' . O 9 4 3 ... T3131. . . . 10036 1007. 100% 1009. 100% 100% 100% 100% TAB LE 16 4331111111133 102 Ar33 14.14. 141331) 6113121. Prod. c.s. r1... 91.111: 5414- D3pt..... (3.04. 111.11 0.4.1.1 071 118) (L9) (201 (31) 1321 B3) (141 01.......109 19 25 11 34 21 ' 5 23 1144...... 43% 533- iz'i 13% 56% 934 moi—'14; N3.......' 44 32 40 24 33 1 11 01.11...“ 3 10 3 6 9 14141... 1003 1000/. 1001. 1001. 100% 1007. 10011. 1001. 1.4an 11 QUESTION 17 WITHIN YOUR OWN WORK GROUP. ABOUT WHAT PERCENTAGE OF THE DECISIONS CONCERNING THE WORK GROUP ‘ ARE MADE DY EMPLOYEES? Ag. 83:: Work L3331 Suporo Non- Youngu- Old3r M“. hm‘fiiury $13.5; (21......ML m 151.. 1&2: 26- 35 36-43 46+ (31 (111 (4) N. . . . . . . 34 71 73 36 196 63 27 232 A11. 100%. . 9% 4% 3% . .. 4% 5% 41. 4% 7394. . . . . . . 11 1.4 22 5‘14 13 16 11 14 5074. . . . . . . 33 23 21 23 24 32 41 24 23%. ...... 24 35 33 39 33 19 41 32 19333. . . . . . 8 16 13 20 14 14 3 16 N.A. ...... 13 6 I ll 7 l4 . . . 10 T3t31. . 100% 100% 100% 10074 10016 100% 100‘]. 100i ' All. 100%. o 2% 3 a 3 103 TABLE 17 oContlnuod Numbor of Y 331° 3 with the 5°22! 2363321161131 1.37731 Shorter 1403].! Low. Higher I yro. I Non H. 8. Sum. (3133.. 5-9 10.14 15+ 11.3. or 14- ., and 023.41 C011. and m , um gm (m “m m; 1m m; 01 ......4 39 72 55 43 J 73 1 123 1 33 25 _ 4.11" .‘"1'ooi.". 91C .195 296 2% 1.. 47. 6% 1691 754......3. 1'1“ ‘13 13 ‘14 12% 13 9 34 501...”... 29 ' 24* 13 33 23 27 24 24 257...”... 31 33 ~ 42 23 36 33 37 24 "030...... 9 13 ‘ 16 16 19 12 21 11.4.. 11 6 9 1o 13‘ 11 1 3 A 16661.... 133% 100% 1037. 130440396 1007. 1037. 10016 I A233 , 11.14. 01131.13 Chan. 121-351. 0.8. Flu. p3» 3414. Dope...” 0.1.1. R613 Maint U?) 1181 09) (20) (21) (22L 1231 (24) 1~1.......~ 109 19 25 17 34 21 5 23 12% 11% 17% 737...”... 12 167. 37. 23 9% 7 637. 26 537........ 23 37 24 23 32 41 22 257...”... 33 37 44 3o 23 34 43 13 N.”.OOOQO 1‘ ‘ 13 6 2‘ 0.. 0.3 ‘ N.A. ..... 7 I 12 6 15.. 7 ... 13 T0481. L. L 100% 100% 19096 10013 100‘; 10073 100% 10073 104 TABLE I. QUESTION 12 WHO HAD THE M08? TO MY ABOUT HOV YOUR JO) WILL BE CARRIED OUT? P103” Rank 1-243. (I 01033 Inperteut 3e 3 «Lent 1.th) WW A30 Sex Wcrk 1.4441 per- Non Younger Older Mele l‘emele V1.01? 3:; L5) 15) m ('1 .. 26-35 36-45 46+ MALL. "33333333 54 L71 7. 5‘ 196 ‘3 27 ’2 You-sen 2... 17 1 24 I 33 25 27 29 15 29 3... 6o 46 ' 36 36 42 49 3o 41 01.3... 6 J 7 12 25 14 6 7 12 76141... 13396 11331. 1331. 1331. 1331. 1331. 1331. 133% Your 7 Supervieer 11.61: 1. . . 5596 5376 6396 454 5396 5696 45% 551. 2... 39 37 27 33 32 33 43 32 3... 3 1 1 1 01.11... 6 7 12 25 14 6 7 12 11.1.1. .. 1337. 13316 1337. 1331. 1331. 1339. 1339. 1335 11.6111... I227. 2336 i141. 161. g 147. E 229. 411. 151. 2... § 37 . 29 523 ' 23 23 ; 27 33 27 3...;35 '44 i“ 39 .42 145 22 46 11.11... 6 , 7 112 425 4‘14 1 6 7 12 76161... 1331. 1331. {133$ [13016 {13341133f 1334 1331. Tep Men- . , T j T '1 45-min 1 2 ~ 11.6111... 171. 2396 “41. 141. i 177. ! 164 31. 137. f 1 l 105 TABLE 10 4331331521334 Number of Yeere with Comm 21111333133131 “V“ Shorter Leger Lewefi Huger 4yr3. mg 11.8. Some flColle'e 1666 “9 1°' “ 1“ 11..; Gred 66116. and 191 1131 111 (121 1?!) 1141 1151 161 11........ 39 72 55 43 73 123 33 25 Yeenill M 1. . . 239. 179. 119. 239. 39. 159. 219. 569. 2. . . 26 23 31 26 19 33 33 24 3... 46 44 45 33 53 44 43 16 11.4.. .. 3 11 13 21 23 3 ‘ 6 4 from. .. 133T" "13'T3 T13 '1'3"fi"‘"'1"3'3'i' “'1'3"W"*"1ofi ' 13376" Top Men- ' newt ‘ 11.31311. . . 19$ 18% 1476 14$ 22$ 13$ 21$ 8* 2... 23 29 31 16 23 33 ' 21 16 3. . . 45 42 42 49 27 47 52 72 11.11... 3 11 13 21 23. 3 6 4 ...-TON. .. 13357. 133?"“""'133'i 133; 1335" ”TE—‘1 “13'3'3'1'1'33' Yetr ' “pend-er 11.6.1: 1. . . 5396 544 6296 42% 47$ 62']. 5296 32% 2... 33 32 25 37 33 29 42 56 ~ 3... 1 3 . . 1 3 N.A. . . 3 11 13 21 23 3 6 4 36161. . . 1339. 1331. 1331. 1331. 1339. 133}. 1334 1331. Aree 11.12. 0413’“. Woman. 12:44.13. 1116. WP 3616- Dept ..... C.M. RhD M31133 17 13 19 23 21 22 23 24 YeereeIl 1166111. . . 1396 59+ 496 429. 129. 3796 239. 5296 2... 23 “ 42 44 29 27 37 23 22 3... 59 43 43 29 29 19 6o 17 N.A... 11 5 12 32 7 9 16661. .. 1339. 1339. 1339. 1339. 13396 1339. 1339. 1334 106 TABLE 10 -Cont1nued Aree 1.1.1.1 M13313 Chem. Prod. c. s. n... . P1. PP 3616. Don. . . . . c. M. 1131) M616: (171 1131 (191 120) RH (221 (23) (24) N. . . . . . . 109 19 25 17 34 27 5 23 To, Men- ' 391313113 i . R661: 1. .. 259. 1196 i 239. 129. 1596 39. ... 41. 2... . 35 37 I 20 23 18 11 60 13 3. . . 29 47 g 43 65 35 g 74 43 74 N.A... II 5 j 12 32 7 9 Totel. . . 100? 100% f 100$ 100$ 100$ 100$ 100$ 100$ Yoer . ' Supervieor ! . ! 12661.1. . . g 559. ‘ 799. | 7496 479. 419. 439. 339. 359. 2. . . i 34 16 I 24 47 24 45 20 $2 3. . . . . . . . . . . 6 3 . . . 4 N.A. . . 11 5 12 32 7 . . 9 T0331. . . 100% 100? ' 100$ 100% 1 10076 100$ 100$ 100% TABLE 1’ RESULTS OF COMMUNICATION IURVEY QUESTIONNAIRE TO ANSUL MIDDLE MANAGEMENT 013031011 Aemr Score Pea-«1133 e 1. How “to: do employeee Very olten. .r'. . . «.4 24% emtomvuhqeeetloneoaee......... 6 33 or with Intern-33m. In 83143331.. . . . . . . 6 33 prelereuetethetr Never........ 0 mmemrfleorl N..A.........1 6 ‘ ToteI......... 17f 10076 2. From 131133 eeuree do Muegement 32 you get 133333 of your mr level. . . 3 29% Uemtlee en the hhordhetee. . 1 6 com? Moment ' ebove you. . . 7 41 Ore’evine. . . I 6 w N.A. . . . . . . 3 10 Totel......... 17 100$ TABLE 1’ ~Contimted 107 Queetton Antwer score Percentie 3. Whet mat of Inforc More then you netton do you feel get new. . . . . . 4 24% yon need to perform L333 then you 7013:5037 get new“... 1 6 “no no you 1911317.”... 12 70 T3331. . . . . 17 100% 4. Do your eubordlnetee ' gtve you edequete In- Yee. . . . . . . . . . 13 761. formetienehentthelr_' " 'No........... 3 II lobe? N.A.......... I 6 ‘ __ 4 ‘ Totel.‘ .4 . . 17 100% 1331113 NOIWIOB . ~ ~ ' ~ ' eceurete't. Mnye....... 7 41% 303.31“... 6 . 6 9 ' 53 “M.‘OOOCOOO- 644 666 -Never........ ... ... N.A.......... 1 6 A ‘. TOM. e 3 3 3 17 100* I. Who M33 meet Iron: - r , Icore In Menu Renting ’ the Employee Interna- , 8313311“! ~ themettngt 1313211323.... 2.4 or» 3351111 - Deprtmeet ' mgere. . . 3. 2 or Rent 3 Top mange- ment....... 3.6 or 9.3.114 Hourly workere 2.4 or Renk l Foreman...“ 2.7 or 11311112 , N.A. . . . (3) 1 6. Deyeeteelennpleyeeenw . ’ Emlormtlen thet _' Score ,- Percenm ~ ‘.3.t ”1'31”” t. m1, Y... 3 o o o e e 3 4 e ‘ 1‘ ‘ ..* 1 "11133313334921? -No........... . 2 12 _ T6161. . . . . 17 1331 'Beeenee o! the 32113113. or number of eeoree. no ettempt 13 mete to 3133' percentegee {or 31313 Rent Order motion. nether. 3 men rune; 13 need to 311317 the evere‘e were for each category. 103 TABLE 19 oContinued Queetion . - Anever . Score g Pergente‘L ‘7. Bee ”Pertloipetive More Marmot" mede independent. . . 9 33% employeee more er Leee 1e'ee independent on independent. . . 6 35 their johe? #No Chefle. .... l 11 #A V A 7 ATotel. . . . . 17 100% 3. fine 'thtclpetive ' MCmm" m. m “or. “We 3 3 13 70% employee more or 1eee Leee flexible. . . 3 12 # flame en hle jeh? # Ne, Chen‘e. . . . . 3 . A 13 A _ A 7 100$ TONOQIUIO l wmm 31 Beta Tehle 1 thh only no exee'tten. thence eree (Celene 31). enfleieee were {everehle tn their ophtene eeeoernteg blot-mun ehont the compeny. However. there 1e e retherlerge percentage e! "No" reepoeeee for e «my thet hee ettentpted (or eeverel yeere to give eet eonetderehle Mex-menu.” the eonpeny to empleyeee. All} The elder eye grenp (Cehnee 3 h 4) ere more tenable then the younger ego group (11: 2). Hypothefle verified -7ee. Leg; Ne eminent dtderenee. Hypetheeie verified -no. Work Level : lepervieere (71 ere more (evorehle then mm «per- vteore (I). - Hmtheete refitted-roe. ‘ Nut-«4 3! 1.... with Comm: Employeee who here been 3m. the com longer ere net more levorehle. Hypotheeie «rum -no. It to intereettn. to note that the dete ehewe thet thoee employeee work- 109 leg (oer yeere or 1333 (,9) ere moot levorehle. thoee working are to elee yeere (10) ere leeet ieverehle. Edecetloeel Level: The employeee wlth the moot eduoetlon ere not more favorehle. Hypetheeie eerliled one. Note here thet college gredeetee (14) ere hlghly tewerehle. the eon-high eehool gredeetee (13) reek eeeeed. £33.} The eetegery "eree" hee not been hrohee dove in the tehle into heer1y verene eelerled werhere even though the interprete- ’ The reeeee (or thie le tioeelthiedetevilleeeene thle hreehdeve. thet every one ie not ell hourly or ell eelerled hot heledee heth. Oi theee ereee. u. ht. (Meeheeleel Metering). C. u. (Cheuloel Men- eieeterleg). end Meiet. (Meieteeeeee) ere nude ep elneet empletely e! hoerly werhere. MDhD (Meeheeleel Deelgn end Develop-tee“ end Ill-D (Reeeerch end Development) leelede eheet hell heerly omeleyeee. None 3! theee ioer ereee very elgeiiioeetly in their reepeeeee to thle qeeetlen. run. (time «Selene 33). node en el eeleried workere eeeleeirely. eheve the leeet teeerehle reepeeee te thle «eetlee. het PhPP (23) end Belee (34). elee eelerled. ere highly leverehle. Hy- petheeie verified -ee. Tehle I IleoeAeeelheeettenetedte-nehethe eaelltrnpleyeelnlorne- tion hteetieg elgnllleeet ee e «Mention eheeeel. lt een he eeeened ’83. Amen: for hreehdevn on an. um hourly m eeleried vorkere. 110 thet thle enewor would he meet terorehlo o! the live. Employee lottore (rote Ilenegornont recently hero been need emong honrly worhere. Inlletln hoerde ere not empheeinod on e commonlution ohennol ee Innoh no the lottere end meetinge. A3 mentioned in oerlior eheptore. the ennoel Employee Newton Meeting hee heconno‘nmch loee impor- ' tent. Other oneploy’eee. or the "greperino". ie not ee theorehle 3. method of eommnleetlon when other ohennole o! oommnnloetlon ere evellehlo. The high incidence of "No never," in thie enoetlon many he doe to'tho reepond'ont aler'oedlng' the ‘qooetlon end Inerhlng only one never. the one he felt mot luportent, rethor then renking the (lye. 1n thoeo ' oeeee. e "No'Anoeer" reeponeo wee coded. Am Wlth the one ‘oneoptloe o! the yonngoet gronp (l) whloh renhe "Other E'sn’pleyeoe" ehove other eonrooe. the "Employee Inter- ‘ne'tlo‘e' Meeting" "hee the met teyorehle roeponoo ee top renh. The "Annel Internetlen man." an. eigellloently low a. 14-: um.‘ A! 2.3.1 75' {omelet (‘1 no): "Other Employooe" ehovo other ' eonreoo' While the melee (I) glyeflrot pleoo to "Employee “oration Meeting 3m. Super-floor. " Over-ell renhing (1.2- 3) le hlgheet {or hoth eenoo a the ”Ernployoo wot-mun Mootlng"endh"l:1nployee Nevelottere. " ’ ' Worh Level t Inporvieore (7) renh "Employee Information Meeting" hlghoet. non-enpervleore (I) renk "Other Employeoe" high- ‘Dee to the extenelvo renltleg noooeeery tn thle type of «notion. there will he no ettompt to toot tho hypothoeie on Quoetione 1. 10. or 13. ll 1 oet. ’Agein. however. both give over-Fell" top renhing to "Employee lniorn‘etien Meeting". Nnmhor oi Yoere with 0131312213 Short-term workero (9) renh “other Employoee" et the top while long-torn: ornployeoe (2) pleee ”Employee inforrnetion fleeting" liret. The "Other Employooe“ _ oetogory ‘ie retod leirly high by e11. "An-eel Employee) Mormetion mum." n ..m in»: by thoeo mu. 33:34 a a. compeny] 5m fifteen yoere (ll). - N Ednoetionel Level: The non-high echeel gredneto (13) renhe the oetogory "Other hpleyeee" lower then.) "Anuel Employee inter-4 netion Meeting” higher then. the higher odneetod gronpe. Worhore ‘ with none eolloge er eollego grednetoo (l3 1: 14) renh "Employee hiermtion Meeting" very high bnt'elee give "Other Employoee" eigo nilioent epprorel. ‘ " ‘ £5333 Fineeeo (2.2) highly invore "Other Empleyooe" ee oonrooe o1 inlet-Inna“. Other eroee give it eoneidoreblo renhing elee. "Ent- ployee Internetioe Moetinge" reel: very high with tho roeoe'rch gronpe. MDhD (it) end man (10) end mm high with 3.11 3:33: eroee except Fineneo (32). . .Teble3 The ieyoreblo reepeneo to thin qeeetion would be i'Yonr Snper- vieor" einee the empeny hee tried to improve eommunicetion ehennele between enpervieor end enhordinetee. All gronpe except Finenoe (22) ehow e ieroreblo reeponeo in thin roepoet. l 12 fill} The older the worker. the more he oompleine to hie ”Suporrieor“ end lone to "Ernployeoo in hie own Work Group". Hy- potheeie verified ~yoe. £25; Melee oomplein more to their "Snpervieore" then do feneloo. Hypothoeio verified s-Yee. 7 Work Lovell Supervieore oomplnin to "Supervieore" more often then do non-enporvieore. * Hypothoeie rerified- yon. Nemb'orof Yoere with Comm The longer e worker in with the oonpeny. the Inoroho oompleine to'hie “Bnporyieor”. ~ Hypothoeie verified oyee. - Eduetionel Level 1 The leeeer odnceted the worker. the more he oomplnine to hie "Sepervieor" rethor then to "Employooe in hie own Work Group. " Hypothooie verified ono. M Honrly werhero. oepoeielly. in tho Inennfeotering eroee. hove e olightly more fevorehle roeponoo then enleriod employooe. Agein. Fineneo eree (22) ie eignifioently different. Hypotheeie verifiedu no. t I Tnble 4 The fevorehlo roeoneoe here would he the "Mootinge with Work Group end Inpervieor". The othore ere not enfeverehlo bet eince orn- pleyooe ehewed e preference for the eniellor meetinge. thie hee been eupheeined ehovo tho othore. All grenpe do ehow e preference for the "Work Group Meeting ". their eeeond choice the "Diveionel Meeting". end their third the "Men Meeting. " .1 13 M No eignificent difference. Hypothoeie verified -no. 'M No eignifioent difference. Hypotheeie verified «no. - Work Level: No eignificent difference. Hypothoeie verified ono. Number of Yoere with the Company No eignificent difference. Hypothoeie verified ~-no.- ' Edncetionel Level: No eignifioent difference. Hypothoeiekvorifiod- - Aroez' Hourly wot-here ere more fnvorehle toward the ."Worh , Group Meeting" then the eeleriod employoee. Hypothoeie verified '-yee. Tehlo 3 . A fevorehlo reeponee ie 73% or ehove. Roenlte ehow ell gronpe ere highly fevorehle in their reopeneee to thie qneetion. .Jf' No eignificent difference. Hypotheeie verified ono. 3o___:_t_: ‘1'ho ntelee (I) ere more fevorehle then the femeloe (..6) Hypetheeie verified -yee. Work Level: lepervieore (7) ere more fevornhle then non- enporvieere (3). Hypothoele verified «yon. Number of leere with the Com: No eignificent difference. Hypothoeie verified one. Edncetionel Level: The better oduoetod poreonnel ere more fev- orehlo then loee edneathd people. Hypotheeie verified oyoe. are” With the exception of Finenco (22). eeleriod omployeoeu Solon (24). PhPP (2.3). end Rial) (am-.114. more favorable then hourly 114 worhore. Hypetheeie verified one. Tehlo 6 Since conipnny nenegeniont hee ettornptod. prirnerily through the Employee leformetion Meeting. to enewor ell wetlone. the "Yer" reopen in e fevereblo one to thin gueetien. All gronpe ehowod highly fevereble reepeneoo. A”: The older worhore (3&4) ere more fevoreblo then the younger onoe (l h 2). Hypethoeie verified oyoe. .83: There in no difference in "Toe” reepeneoo but it in inter- ooting to note thet there were fewer ”Ne” reepeneoo end rnero "No An- swer“ reepeneoo on the pert of the fenelee. (6) Hypothoeie verifiod— no. Werh Level: dupervieore (7) were more feverehlo then nee-eupo ervioore (I). Hypotheeio verified ryoe. Number of Yoere with the Coming} No eignifieent difference. Hypethoeie verified- no. Educetionel Level: The higher educeted ere not more fevereble then the lower oduceted. it ie intoreeting to note. elee. that the higheet eduoetod (16) end the lowoet educetod (l3) ere nroro fevoreblo in their reepeneoo then the other two groupe. Hypothoeie verified -no. £333 With the exception of Finenco (22). the eeleried ornployooe ere elightly more fevoreble then the hourly workere. Hypothoeie verified- no. Tehle 7 9 Thin quoetion hee three perto. The high incidence of "No Anewor" 113 roeponeee in perte 3 end 3 evidently occurod becnueo roepondonte min.- undoretood end filled in only pert _e_. There ere fevornblo reepeneoo to 3 end 5 (information ebeut the compeny progren end divieionn) end on enfevorehlo ronpoueo to 3 (in- formetion ehout their own john). Since the qnoetionneiro did not epeci- fy whet kind of Employee lnforrnetion Meeting. it one be eeeuntod thet reependente moent ell. typee. £19.. e. No eignificent difference.Hypothoeie verified ono. h. There in e more fevorehle ettitudo on the pert of older worhore (31nd). Hypothoeio verified ~yoe. c. No eignificent difference. Hypotheeie verified ono. Ln; e. No eignificent difference. Hypetheeie verified -no. )1. Ne eigeificexe difference. Hypothonie verified ono. c. No eignifieent difference. Hypothoeie verified -eo. ,Wothevol: e. Ho eignificent difference. Hypotheeie verified -no. b. No eignifieent difference. Hypothenie verified ono. c. No eignificent difference. Hypethoeie verified -no. Numpr of Yoere with the Comm: e. No eignificeet difference. Hypothoein verified ono. , h. No nignificent difference. Hypothenie verified -no. c. There in lone fevoreblo ettitudo own: the longoet-terrn worhoro (12) but thin difference eeoinn primerily to he due to the greet ember of "No Anewer" reepeneoo in thin group. Hypothenin verified -no. 116 Edncetlonnl Levelz. e. No significant difference. Hypotheie verified nnc. b. No eignificnnt difference. l-iypotheeie verified mo. ' c. The nee-high echeel grednete ‘er' ienet edneeted gronp (13) in but fevereble bet egei'n. thin eeeme primarily cine to the greet nnrnber ’of‘ ”No never" reep'cneee. Hypotheeie verified «no. Me. All erene ere very feverehle with the exception cf thence. 'Hypnthe‘eie verified «no. ‘ it. thence to lenet fevoreble. PkPP met fevcrehle. The reneieing ereee ehow little difference. Hypetheeie'verified one. c. All'eree‘e ere fevereble ‘vith little eig'nificnnt differ- ence between hourly end eeleried.‘ Hypotheeie verified -ne. Teble I: N ‘ Anenl unnegere heve been eneenreged te held We infer- netienhfeetinge whenever they feel their employees need then. Thee. the "tee” reepnee ie feverehle. : revereble ree’eneee te thie gnu—- tion ere elightiy aere freqnent then nnfeverebie reepeneee. . f A]! Ne eignifieent difference. Hyptheeie verified one. _I_e:x___x_ Fee-elee i6) ere rnere fevereble then ninlee (f). Hy’etheeie verified -ne. ’ h ‘ ~ ‘ . Werh Level: lepervieere (7) ere rnere fevereble then manner- vieere (d). Hypetbeeie verified ~yee. Nnnber ef Yeere with the Gena: lhert-tern ernpleyeu (9am) 117 ere rnore fevorehle then long-term employeee (lit: 12). Hypotheeie verified ono. Educetionel Level: The college grndnete (16) le more fevorehle then the ether three groupe. - There ie little difference between the leweet “fiend the No other higher-educated grodpe (lit: 15). Hy- potheeie verified «no. ‘ 322.221 Two hourly groupe. M.M. {17) end QM. (l9). ere leeet fevorehle. Aleo leee fevornhle ere eel‘eried employeee in Finence (12) end P8P? (23). Hypotheeie verified ono .Tehle 2 If to "etey the eeme" ie eeneidered e fevereble poeitien. with "more” er "leee" en eech eide. there ere more enpleyeee fevoring the ”etntne gee” tether then deeirene ef e ehenge. However. it ie inprtent to etreee thet e high pereentege ef employeee feel they ehenld heve Inere meetinge. , $192 No eignificent difference. Hypetheeie verified -no £I£NO eignificent difference. Hypotheeie verified ono. Work Level: Supervieore (7) ere more fevereble then non- enyer- ‘vieere (d). Hypotheeie verified eyee’. Member of Yeere with the Comm} Theee employeee whe heve been et Meal the'longeet (12) end the ehertee't tintee (9) ere mere fever— 3510 am the ethere. - ammo-unrated «o. Educetionnl Level 3; College grednetee (lb) ere more fevorehle 118 then the othere. but the non-high eeheel grednete (l3) ie more fevor- ehle then the other two grenpe. Hypetheeie verified eno. m o: eeleried werhere. Finnnce (22) end PhPP (23) ere leeet fevereble of the "etntne gen". Selee (24) ere highly fevorehle. 0f honrly worher‘e. man (if) end Chemicel Prcdncte (l9h20) ere rneet deeirene of neinteining the "etetne gee". ’Hyy‘oth’eeie verified-en. heonnee Anenl nenegernent hee ernpheeieed the Inployee in- forrnetion ‘M‘eeting for ite benefit to employeee. fevorehle reepeneoo would he thnt the workere. hourly end lenieried. benefit from the meet. loge.“ 'l‘he high ineidenee'of "lie Anewer" my he due to rniereeding. ' no in Tehle 3. end poeeihly to e reluctence to newer no to whet othere get ont'lef the meetinge. I M "Hourly work‘ere'f ere renked higheet. "enlnried werhere" * loweet by .neoet egee. "l‘eremen" do not ecele ee highin Renh l ee deee "top menngement" hut renh better then "top mnegement" in RenheZ-S-i. gm Femnlee (6) rank "depertment menegere" higher then do melee (i). Melee rank "top minim". “hourly workere". end "foremen" eignificently higher then do the femelee. 'Worh Level 3‘ Agein "hourly worhere" ere renhed higheet. W "there ie no ettern’t to prove hypotheeie on Renh Order quee- tione. ‘ ' ' ' 119 "eeleriod werhere" loweet. “pervieere renh 'honrly werhere" higher then do'nen-enpervieoret nen- enpervieore renh "to, Inenegement" higher then do enpervieere. Heather of Yeere with the Comm: Agein "hourly worhore". "eelerled worhere. " "foremen". end "to, rnenegenent" receive eirniler renhinge to theee nontionod ender a: edge: ebeve. in renhing ‘honrly werhere“. the eldeet end the yen-gent gronpe ere leee fevereble then the two grenpe hetween. Eduction“ Level: Agein le workere". "eeleried werhere". “foremen". end “to, nenngemene” receive einiiler renhinge to theee mentioned eheve. Aloe. the hotter edneeted e worher. the higher he renhe "heerly werhere. " I M' Borne henrly worhere (mu. . unto. cm.) renh them- eelvee 'feverehly ee benefiting from Employee infernaetien Meetinge while ethere (Heine-en“) renh theneelvee nnfeverebly. Agein ”eel- eried werhere“ ercnet renhed fevornhly. ‘Tcrernen" end “to, Inen-v egernent” receive einiler renhinge no there mentioned ebove. 'l'ehle ll Deanne of Anenl'e Perticipetive hienegernent yhiloeo’hy end no intereet in bringing doctrine-melting down to the leweet noeeihle level. n fevorehle reepenee to thie «onion in "Yen". All gronpe reepended feverebly. ' Al! Althengh the 16.3! ego group (2) ie more fevoreble then the i 120 2! yeere or leee group! 1). there io no eignificent difference between older end younger ego groupo. .Hypotheeio verified «no. 32: Melee ere more fevereble in their reeponoee then femeleo. Hypetheeio verified- yee. ' . .Worh Level: The oepervieoro ere more fevoreblo then non- enporvieoroy Hypothooie verified uyeo. ‘ 'flnmbor of Yeere withthe Cow .The longer on employee hee eorhed et the coupeny. the more fevereble ie hie ettitede. Hy- potheeie verified oyoo. ‘ Edncetienel Leveli’ The college grednete (16) to more fevoreble then the other three grenpo. Agein. the non-high echeel grednete (if) to more fevereble then the high oeheol grednnte (l4) end employee with cone college ‘treining (if). Hynotheoie verified ~no. M 8eleried worhero ere oornewhet more fevereble then honr- ly werhero. Two groupo of hourly werhero (Meintenence end Chomicel Mennfectnring) ere more fevoreblo then hourly worhere in Mochenicel Meeufectnring. Hypotheeie verified ono. ‘l‘nble 12 * Anonl hee mm to ineerporeto goel-oetting mm 4.... . life of empleyoee. revoreble reepeneoo to thin motion indicete thet employeeo feel they heve en opportunity to unite oeggeotieeo. "Often" end “very often” ere fevoreblo reepeneoo. Age: Older werhore (the) ere more fevoreble then younger ill verhere (in). Hypotheeie veriiied wyee. lg: Ne eignilieent diflerenoe. Hypotheeie verified -ne Work Level: Supervieore (7) ere more invorehlo then non- enporvieere (I). Hypotheeie verified «yer. Ember e1 Yeero with the 593125913 No eigniiioent difference. Hypotheeio verified y-ne. . Educational Level -The college grndnete (16) ie meet leverehle hot there ie not e eignilioent diaerenee between the other three groepe. Hypethoeie verified. Aron: ________‘l'ho oligu dilieronee in the totelo e! inverehlo reepeneoo indieete thet toe hourly groepo . 14.1141?) end hieint. all end one eel- eried gm}. Finenefln) reek leeet (evorehle. Hypetheoie verified ono. Tehle l}: .- , The provieeo oeeotioe eehed it the opportunity to mehe eoggeetione wee eveilehle. Qneetion 13 onto how often emeloyeee rnehe enggeetioee ehont their mjohe. Agein. ievorehle roeponeee ere mm." end ”Very olten". . M No oignifloent differenoe. Hypotheeie verified -no. it ie intereeting to «notice thet the oldeet (4) end youngeet (l) o! the {oer greepe ere leeet Invert”... £25: Melee (5) ere more inverehle then (omelet (6). Hypotheeie verified oyee. ‘ Work Level: lepervieore (7*) ere-more invorehlo then non- 122 eupervieore (I). Hypotheeie verified «yee. Number of Yeerg efith Comm The totel of fevorehle reepueo of long-term workore ( 118: ll) in more fevorehle then the totel of fnvor- ehle reeponeee of ehert-torln werhere (9t; 10). Hypotheeie verified oyee. Edncetional Level: The more oduceted the worker. the more feverehlo ie hie roeponee. Hypotheeie‘ verified oyee. ' £22.} ‘ The only eignificent difference in fevorehle reeponoee ie the: P&PP (23) in the leeet fevorehlo of the gronpo while Selee (24) ie the moot fevorehle. Hypothoeie verified -no Tehle id § The previone qeeetien eehed hee oftenenipleyoee Inehe enggeo- tiene. Qneotion l4 eeho if the enipleyeee feel they one Inehe enggeetieee ehoet their Johe et eny tin-o. Theo. e feverehle ree’enee venld he "Yee". All greene ere eignifleently fovorehie in their ".p.-3.; ‘ . 39; Ne eignlfieent difference. ‘ Hypotheeie verified one. - . fifle'eignifieent difference. Hypotheeie verified une. » York Level; Inpervieere i1) ere more fiverehlo‘ then non- enporvieor‘e. Hyptheeie verified, cyee. Number of Yoere'vvith the Cow No oignificent difference. Hypotheeie verified ~ne. Note thnt the Welt-term (12) end the Chort- eet-terni (9) ‘workero ere moot favorable. Bdneetionei Level; The hotter ednoeted the employee. the more fevorehle ie hie reepeneo to thie qnoetion. Hypotheeie verified ~yee. l2) Aron: The only eignifioent difference in fevoreble roeponoee ie thet PhPP (23) ie the leeot fevereble of the grenpe while Ielee (34) ie the meet fovereble. Hypetheeio verified one. Teble l! lecenee the conipeny hee nrgod employeoe to perticipete in the oernpony geele. they ohenld hove the epportnnity to mhke enggeotiene. Thee. ’iYee“ reoponee'e ere fevereble. All gronpe enevored feverehly eltheegh the difference in freqnoncy between ”Yon" end "Ne" reepeneoo ie not eignificent in oil grenpe. l'l'he high incidence of We Anever" rney indicete thet reopendonte ere not enevoring becenee they heve no definite fevereble¢nnfevereblo opinion end eoeh "e middle groend'thich ie not oepplied in the neuron. Age; Ne oignificent difference. Hypo‘eeio verified -no. “I35:- Ne eignifieent difference. Hypotheeie verified one. Werh Level: Inpervieere (7) ere more fevereblo then non- enpervieero (O). l-lypetheeie verified -yee. Ember of Yoere with the Cougar No eignificent difference. Hypetheeie verified .ne. Ednoetionel um: mug-mm mp1. (14.13. a. 16) ere euro feverohle then lever-educeted people (ll). Hypotheeie verified- yee. mm werhere. with the exception of Finenco (23) ere Inere fevereble then honrly vorhere. Hypetheeie verified ono. 124 Teble l6 Percenel job- eetting geole for every employee hee been orn- pheeined by Anenl Inenegernent. ‘l‘ho fevoreblo reeponeo ie "lee". ME}. Only the yenngeet gronp (1) ie more fevnreble then the ethore. am... verified one. Le}; l‘ernelee (6) ere rnoro fevereble to thie reeponeo then nlelee (5). Hypetheeio verified ~ne. I ' Werh Level: lepervieore i7) ere more fevereble then non- enpervieore it). Hypotheeie verified oyoe. ’ limber of Yoere with the Contest: The ehert-tortn empleyoee (’8 l0) ere more fevereble then the lagatornt onployeee (llh ll). fly- WP pothoeie verifiod- ‘ ' ‘ mm.“ use}: The out; the Mn... the non fevor- eble to the reopenee. liypetheoie verified -yee. m The celeried worhero ere uero poeitive in their reepenee then on the heerly werhore. liypotheeie verified «no. ‘l‘eble 17 With emphooio open poreonel goel-eetting. the lerger poroentege of docieione within e werh gronp ehenld be node by non- eeporvieory pereunel. A fevereble roeponee wenld be m or ever. Not ell reepeneoo to thie qneetien ere fevereble. £19.! There were more nnfovereble then feverehle reepeneoo in thie cetogory. The older the employee. the leee feveretiie ie hie ll! ettitndo. Hypetheeie verified con. 33:; There were more fevereble then enfevoreble reepeneoo in thie greep. Iomeloe hed more fevoreblo reeponeeo then ineloe. Hy- . potheeie verified «no. ' Wgrh Level: Snpervieore hed more fevorehle reepeneoo then did non-enpervieore. Hypothooie verified ~yeo. , Ember of Teen with Commhll gronpo hed more enfevoreble ~ then fevo'reblo reepeneoo.“ slight differencoe were thet leogeet (12) end ther'teet-torm. (9) enployeeo were more fevereblo then. other groepe. Hypotheeie verified -ee. ' . ‘ Eductionel Level: With the onceptien of the college grednete. there were snore nnfevoreblo thee fevereble reepeneoo. The college grndeetoo (it) were the only higher-edueted grenp which wee fevereble. ' liypetheeie verified ~ne. Aroe______t_ The benrly worhore . 14.1.4. (17). 6.“.(19). end hieint. (2 l). hed more nnfevoreble then fevereble reepeneoo. Other gronpe were fevoreble. Hypothoeic verified one. Teble l. - The progreen of job evolution end decieioe-rnehing ehenld lend to *e‘ cloeer bond between “pervioor end rebordineto. Thee. m reepeneoo woeld inclnde "lnpervieor" end ”Self" in important in do«- termining how jobo ere eerried ‘ont. Moot employooo renlted their "In- porvieor" ebove ”Self". come vdth more eignificent difference then 126 ethere. "Self" eppeered meet frequently in eeeond piece end "top menegeniont" in third. A“; The older group renhed their "Supervieer" higher then did younger employeee. The younger ornpleyeee renhed both "eelf" end "Toe manegentent" higher then did elder empleyoee. There wee net e eignifieent difference between top reehe on “eelf” end "To, unnmegernent".6 £9}; Fenteiee were more 'fnverehle in renldng their upervieere end themeolvee then were melee. There wee not e eignifieent difference hetweon top renhe en "Self" end "To, menegeuont". . Werh Levelt Nee-eupervlnery workere renhed their "Supervieere" highoet while enporvioore renhed "deli" highoet. "Teplmenngonnent" wee renhed eigflfieently low hy uprvieore. Numher of yeere with Cemm_ Long-term omeleyeee renhed "Self" higher then did ehert-ternn empleyoee. shut-term employeee rented "Supervieer" higher. There wee no eignifieent difference he. tween top renhe en "Self" end "To, nannegernent". Bdnentienel Level: Signifieent differeneoe were thet eellege grednetee renhed "Self" higher then their "Snporvieere" end non-high eoheol grednetee renhed "Te, menegornent" ever "Self. " The other two grenpe did net differ in to, renting "Belf" end 'Tep menegement. " £335}. Signifieent differeneoe were thet Beleo renhod "deli". ehove "Iupervieor" end hourly werhere (MM. MDkD. end unint) (“There ie' no ettempt to prove hypethoeie en Reel: Order queetiene. 127 renhed "Top menegornent" nhove ”8elf". Tehle i9 1. 'Mennge‘re new" thet empleyeoe come to there more often that .....m. emotion end 2.. Momma. Empleyoee. however. reeponded thet they did not eoniplein to memhere ef menegement I now their enporvieore (reel. 3). n u poeeihle.‘ einee the «neither were not eerreleted. thet employeee do go to naenegore nbove their innedieto eunorvieer with portion end for infer-motion hm not with ’eomplninte. 2. Although the'groeteet nnmhor of nannegere get infe‘r‘mntien' from mama: nhove‘thene. e rether 1a.. ‘p'ereont‘e‘ge elee netqniroe tinformetionfrem menegemeht ettheir lovol. 3. Approxim'etely three-fourth of the menegore felt infernetien wee ndoqneto in tho "otetee que ".' Approximately one-fourth preferred e thongo to there information. d. hienegore enewered feverehly thet enhordinetoe give there ' edoqnete infortnntien nhout their John but eleimed thie informetien we! more eecureto "eomotirnoe" then "elweye". I 5. himgore believe the workere. "salaried" end "hourly". honeflt Imeet from the Employee Information Meeting. Second in rnnh ere "foremen". they eleim. t. ~A. lergo poreentego of menegere feel omployooo do went infor- metion thet ie not pertinent or thet they do not need. 128 7.. Meet fevored reepenee ie thet employeee ere "more indo- pondent" heeeueo of Pertieipetive Menegement. Slightly leee then helf of the menegere. however. feel they ere "leee independent". end few epecify “no ehnnge". 0. Alma" three-feurthe of the menagere felt Pertieipetive Men- egement mode oneployeee more flexible in their jebe. Summer: The reenlte of thie queotienneire dete hove heen‘in'torpreted eeeording to the roletienehip between different independent veriehlee. lntorpretetion hee ehewn whether or not the hypotheeio wee verified hy the reepeneoo. Further interpretetion of thie meteriel will follow in Chnpter V where leorreletion will he mode between quentitetive end quelitntive rnnteriele. V. CONCLUSION Thin eenelnoien to the etudy will ehew roletienehipe between the report meter-tel morning Aneel'e eemunnieetion eyetom end pertieipetivo neeegennent pregren reviewed eerlior end the epiniono of Anenl We end nenegere then in qneetionneiree end inter- viowe. Am eeeh Iineothe eurveyqeeetienneiree werebeeedoneolieetoddete ehont Anrul'e emulation eyetone end ite pertieipetive Inenngement man no qneetiene inchede ce- entire mp. a the etudy. 1m thie rennet. there qeoetiene will he need no e butt for dieeneeien of the interrelntionehip between otetietioel detn. interview reenlte. end cent- peny roeorde end repute. Dieenuion Question 1 z 1»me tnforrnetien ehont the cereal (Anowere -Yoe or no) If Anenl'e fernel eemmunieetion eyetem wee effective in the peet or in effective oi the preeent time. the newton een be mode thet etetietieel roeulte will ehew fevereble or “yer" reepeneoo. Thie neentnption ie verified (Tobie 1). Since the queetion impliee infermntion 129 130 from enz eoeree . end eince the next qnoetien ehowe e high reting for ”Other Empleyooe” or e eouroe of informetien. it ie poeeiblo thet come of thie informetien ie received through the informel eeeoeietion of the "grepovine". However. the next qeeetion elee pointe out the ever-ell ..high rnnhing given "Employee leformetion Meeting with Supervioor” ee thet it would eppeer thet the greeter emenet of inferention corner freon thie oonroo. . motion 3: From whet oonree do you receive meet of your infer- motion ebont the «my? Mn «Annnel Emflozeo informetien £2311!!! bulletin leerde. Employee informetionjdeetig with Ingr- vieerl Other Employeee, or Employee Lottoro from new) leeenoe of recent empheeie. it wee eeoemod thet the ”Em-p ployee leformetion Meeting with lepervieor" would receive e higher renhing then the ”Annual Employee leforrnetien Meeting ’1. A Thie eeeemp- tion wee verified ‘(Teble lie. ‘ The high ronh given "Other Employeee" by ell groupo. enrveyed mey he due portly to-tho feet thet no mnttor how elnboreto e eyetom of formel eemmnnicetion. informel cheneele win elweye function to come extent. interviowe with menegore indieeted thet they felt pertieipetive mnnegement hed led to come ever-communieetien or enceoeive feed- bneh. if there in e greet deel of nonoetrnetnred diecueeien. thie could he one room why "Other Employeee" reek ee high. Prohehly eignifi- ens. elee. in the feet thet ell Employee informetion Ideetiege.even meetinge with onpervimre. hove been need leee end leee the poet two 13 i yeere. Ao mentioned enriior (Cheptor l. p. 2): The do-ompheeio of the we meeting. e few yeere ego highly oignificent in Anenl'e commnnioetion progrnrn. hee meent thet the Employee lnformetion Meeting hee hocome nlrnoot non-exietent for name ompl'oyooe. For othoro. informetion meetinge on n enroll group ocnle etili hove importnnt oommnniention vnlno. . . The meetinge themeolvoe hnve chengod redienily . the employ- eoe' eepoenre to meetingo hove differed. The ”Annnel Employee lnforrnntion Meeting" received e lower toting then "Employee lnforntntion Meeting with Snporvieor” end ”Other Employeeo". Thin in not onrprieing time the lent enunl meeting (Yeerly Objectiveohioeting. Chepter ill. pp. 59-60) wee in December. 19”. end inetod only fifteen minntoe. "Employee Lottero from Mnnegomont'? received itohighoot retingfrorn seloo. n onlnried eroe. ~ tettho Employee flowelettero of 19” were printan for pro- .dnetion people from the Vine Preoident of Mennfectnring. A "Bulletin Boerde”. received the lowoot reting of the five. Aotnnlly. only one mnneger interviewed believed Bulletin Benrde were e good eonree of informetien (Chnptor ill. pp. 67-60). Moot mnnegore interviewed indiontod the need for mm o ornell dopnrtmontel‘ or work gronp meetinge if time would nllew them (Shep- ter ill. pp. 6.49). Within the Fineneo eree. one mnneger thoeght the "Anunl Employee lofemtion Meeting" hoot for hie people heoenoo it geve thorn informetion on other divioiono end tin entire eompeny opern- tione on well. Severel other menegoro in thin nren did not think the meetinge were imporetivo. They otreoeed the difficulty of getting emo ployeee intorooted in meetinge. pertielly hlnming thie on the feet thet m meny Iineneo eron omployeoo ere young women end the employee tnrnovor in thin one ie eonoidereble. Threeghont the onrvey. how- ever. omployooo from the Finnneo eren heve reopondod leee fevorebly then eny othere'.’ For exemplo. they heve expreoood the opiniono thet M m depend on other ompleyeoo for informetion (Tobie I); (2) oom- plnln to other employooo rethor then to their onpervioor (‘l‘nble 3): end (3) ere one of three ereeo whieh hed more "no" then “yon" reepeneoo when nohod whether onperviooro celled Employee lnfernn tion Mootingo often enough. ('reble I) ' . n u eerieno to note. a». on: in the "Nnmhor of Yonro with the Compeny" entogory. the we who hove worhed the iongoot et An- oni end hove been eveilnhle for the more ontenoiveiy plenned Annnel Employee lnformntion Meeting of oovornl yeere ego. gevo the ”Annnnl Employee informntion Meeting" ite lowoot reting. Qeootion 3: ll yon hevo WWII ebont, whom do yon moot oftenfioomwf (Anowore: Employee in your own work ”33L Yonr onporvioer, Member of hienogement ehove yonr oepgrvioor. moon onto'ideyonr own worh M). i if otntiotieel reonito of thin «notion ere en edeennte indiution. e onpervioor to e highly importent eomnioetion ehennol for com- pleinte. A lerge poroentegoef roopondonte in every gronp enewered "Inporvioer" to thie geootion (Tobie 3).. The renoon w'hy "Member‘of Menngement Above your Supervieor" 133 in included on e poeoibio reoponoe ie heoenoo the preoident end top menegomont membero of the Oporetiono Committee hove been even-- ebie to groupo no rooonrooo for eovernl yeere. The poooibility thet ompioyeoo might complein to then reoonree people wee eoenmod. it wee not e veiid neenrnption. . attention dz Which employee inforrpntion greeting do you meet $9.32!.” (Anowore: Mootllxvith divioion. _ Linen-meeting with everyone in the cm, Moetgg with “amend “pagan; A ‘ The evolution of the Ernpleyoe lnformetion hieoting from no moi meoomoeting to e divioionnl meeting to o. omen ”#3 IMP . _ meeting ,oeme ehont heeeueo of the deeire for thoee ehnngee exprooood by e rnnjority of ompieyooo. -Ao elnhorntod in Chnptor Ill, Anoel finen- egement dietrihnted ("Follow—up Meeting" euoetienneiroe. onelyeed ouggootiene. end provided ehengoo in the Employee lnformetien Moot- ing no often no a... oin months. rm. the sun-mu rooulto of m- euootion ohonld ohew the preferenooe for the meeting with worhgroup end eupervioor beennoe thie io whet the employeeo eokod for. Without exception. ell gronpe ohow thie preference. (Tobie 4) Quentione 5 in 6: (I) if you were to eeh queotiono et your Ern- ployoe lnformetien Meeting-wither the Annuel hieeo Meeting or your Work Group Moog-«whet poroontnge of your __guootione would be en- owerod? (Anowere: 100%, 75%. 50%. 251., None.) (6) Do you feel the oompeny'o moment nnewore your quoetiono on boot they een? (Anoworo ~Yoo or No.1 134 All groupo nurvoyod ohowod eonointontly fevorehlo reepeneoo to quentionn I end 6 (Tehieo i end 6). However. no reported in Chop- tor ill (pp. 61-62). ompioyoeo hove oompleined in the pent booeuno men- ngoment'o eneworo were not opooifio enough. Menegoment found itoolf with none problem on... it ellowod eny gueotiono to be eohed by orn- ployoeo booeuoe not ell (onetime were ennwornble in e epooifio,onough mennor to ontinfy ell omployoeo. Then. the noonmption nony he rnndo thet. boeeune omployeen ere prooentiy further removed from roguler Employ. information Moetinge whore ontenoivo eneworo were nttomptod hy menngement, they any be more toiornnt in their ettitudeo towerd thooo eneworo. attention 7: Whet hinde of informetion from “Moe informe- tien Meeting hove you reeeived? (Annworn: e. leforunetion ebout the over-ell «worn? Yen or No. b. lnforrnntion nbout your own Lobt Yen or No. (I. informntion ebont the work of other diviniono? Yen An the Employee lnfermetion hioetieg evolved from the moon meeting formnt. informetion derived from thooe meetinge ohnngod on well. The meeting ornpheein on the work group of recent yeere hen not eliminnted eornpeny end divinionnl informetion but hee mnde ouch informetien eveilnbie meinly throng'hreoeureo people. in me only e few divieiono need ouggooted reoourooo. it wee expected thet empieyo-eo were receiving infermetion printnrily ebout their own john in their own work group meetinge. 135 Roopondento to thin quootion elnimed they received informetion ehout the oompnny end divioion progremo but not enthoir own john. (Tobie 1). There mey be eovornl reneono for ouch eneworo: (l) the y ronpondento ere uniog only the Annunl Employee lnformntion Meeting (i.e. the Ohjootiveo Meeting held in Deonmher. 1958) no n fromo of ref- oreneei- (ll the few reooureo pornono who hove been uood over the pent few yeere hevo been highly eflootivoz or (3) the euporvieoro ore om- pheeieing oompnny end divinion rether then work groupo in the few meetinge they hold. . I Quentionn d i: 9: (3) Done your nuporvieor eoll en 12mm lnformntion Meetinlpften enough? (Anoweroz Yen or ring (Ll-1:1 much time do you think you mould” in Emu lnformotion Montage? (Anowero «More then we do now. demo on wo’do now! been then we do w. ) Currey rooultn ohow only o olightiy more frequent renponoo to ”yon" then to "no" in Quention O (Tobie d). heoeuoo oo mony reoponded ("no "- -thet their ouporviooro do not enll Employee huormetien Meetingo ' often may...“ in evident thet e oonoidoreblo number of omployoeo idooire more Employee lnfermntien Moetingn. in quootion 9. e olightly greeter pereontego of employoen prefer to keep. rethor then to ehengo. the "otetuo duo” (Tobie 9). It in impor- tent to notice. however. thet o eoneidereble number of employooo {nit they ohould hove more meetinge. Since oome deportmentn preeentiy hold meetinge only one o yeer. oometimeo leee. it in not ourprioing 136 thet employeeo. who become highly rneeting-cenooione o low yenro ego. preeently indicate n deeire for more meetinge. Dneotion 10: Who honelito moot iron! the Eugloyee Inter-motion Meeting ? (Anowero: Selnried worhero. Deportment Healer-e, Top Moment. Hourly workero. Foremen.) ‘ In 19” oevernl diflerent meeting nppronoheo were ntilined {or three endienceo: (l) honrly employeee. (3) mole oelnried employeee. end (3) fontnle onlnried employeee. (Chnpter 111. PP. 49-51) Meetingo were eyecii‘icnlly deeigned {or diflerent needo eo that the grenteet henoiit to end: grenp could he oehleved. Todny. when there in on Employee lnlermntien Meeting. there ie individnol nttentien tor diller'ent grenpo (rent the onperviooro who ehonld he oleoeot to the grenp'o problem. Thne. thie qnootion. it on. ‘ owered invorohly. ohonld ohow thet won-hero ere receiving amiderohle henefito. Monngere‘ qneotionnoiree (Tnhle 19) ehewod thet rnenngoro (elt thnt "hourly workero" end "onlnried worhero” received more henelit iron meetinge then onyene elee. In meet onoeo. however. employeeo reted ’henrly werhero" highoot hnt "onleriod werhere" loweot (Tehle 10). It to poooihle thet thie ie dne to the (not thet more Employee Infer- notion Meetinge ere held ornong honrly thon unong onlnried employeeo. x: u intereeting to note thet. while other hourly werhero rote ’ themeiveo' no benefiting Invornhly from the meetinge. the hinintennnoe Divioion deee not. However. «cording to e 1951 report (Chnpter III. p. ll): 137 Mnintenenee wee pnrticnlerly involved in connonicnting inter- netion on the company through reoenrceo. Oboervntion on con- peny nernlo indicntod thet Iorenen in thie divieion oeened nore pregreeoive end other enpleyeeo nere ontiolied. Evidently neny werhoro do not feel they peroonnlly benefit tron Enployee lniornetion Meetingo no nnch no top nenngenent. (deportnent nnnngoro. end torenen. Althongh top nenegenent hee been perticnlerly nnxiono to nehe the whole connnnicetion pregrnn. ‘ eopecinlly the Employee Internntien Meeting. nonningfnl to the non- . enpervieory werhere. one entegory o! non- onpervieory worker-othe «mm «my...» to reted low by Anni peroennel. ‘ ’ Qoeotien ll: Do you believe yon ehenld tnhe port in the decieion- flirt your dopertnent? (Anowere: fee or No.) Anonl reiero to ite pnrticipntive nonegenent pregrnn on e neene by which ite workero hove en epportnnity to nil in decioien-nehing he- cenoe decieiene ere brought down to the leweet peeoible level. How- ever. it in well to recoil thet there to none evidence thet enpleyoee ere net eleer on theterno ”pnrticipetive nenegenent" end "decioton- nehing". (Chnptor ll. pp. 1243.) Ao recerdedln l9“. nenegero were (ottenpting to define properly the terne e! their new phileeephy o1 non- ngenent. in n nineegrnphed copy e! neteo on n nenegonont neeting held in April. 19“. the tellewing connent wno node: "Loweet' level-- word 'leweot' io ill conceived. Renlly neeno decioieno nre reopenolb- ility o! pereono with the probleno. " And. nccerding to Robert Hood. thoJletlrentetion o! e deoioien. not 2925 n decioion. in the core o! the pnrticipetive nnnngenent phllooophy (Chepter ll. p. 32). 13. Although nnnngero no well no enployooo nny not be completely eloer on whet ie expected oi then in decioion-nnhing. the etetieticnl roonlto oi Qneotion ll point out the onpleyoeo' deeire to telte port in mum...“ in their deportnente. moi. n. p. 97. )' ' Quotieno il. l3. end 14: (12) How. olton do yon hove en '12? unity to nehe eel. g‘eotiono? (Anowore: Very Often. Often. Seldom1 end m). (lflgiew ottondoyennnhe eenootiononbontyonr owniebJ gum... (Very often. on... ' Oelden, end Never.) (id) an... 15.1 ton on nehe motion ebontyenr «glob nt nny tine? (Anewore: Yee or No.) I ‘ Reoponooo to then three goeotiono concerning opportnnity. ire- m ... iroodon to nnhe ....'..u... ere «mm. (Tnhleo. u. 13. end it. )' an. ......m. .....a.. mi an." ... been e ...... mm peoitien in (Mention it end i) (i. e. l'oenetinee') the ”often" reeponoee night hove been tower in nnnber. The (not thet the grootor peroentnge u m...“ ...... ”often" rether then ”eelden“ it ceneiderod oigniiieent. however. end on indientien thet the reopen-lento. with few exceptiene. feel they on pnrtieipnte in pereennl geek-netting. ' ‘ Oneotion ll: liyonweretenehen mentionebenttho new. (Now an... a... than in Frodnction. ....) do you ...: u wonid be ooneidered by conpnny nenegenentt (Anowero: Yeo or No) l N V Anenl hee etreoeed thet Lil. poroonnel ere "reeonrcoo" beconoe eech hoe individnnl internntion no one eloe m. m: "it u n chellenge to nenngenent to (ind wnyo end none to eiiectively bring to beer re- 139 oonrceo . rognrdleoo oi the hiornrchel otrnctnre on problem oolotion. " (Chnpter ll. p. 15) Thor it in neonned thet on employee con nnhe n onggeotion nbont the conpnny end expect to hove it conoiderod by con- pony nenegonont. The reoponooo to thie queotion by oil gronpe ore pooitive (teble ll). ! (attention 16 only”: Do yen feel you hove n port in oettinm 1o__n_r nreonnl lob genie? (Anowere: Yeo or No) ‘ (l7) Withlnyonr own worh g mp nbont whet arcenglool the decioione concerninLLhe worh 1...—l ore node by enzlozoeo? (Aneweroi All. 100%.151” 50%. 251.. none. _______) Geol- eetting woo one oi the oreno Anonl expected to be eflected by the philooopby o! ”pnrticipntive nnnogenent” . Althoogh there hoe ' been looo onpheoie the poet low yeere on prodect inventignting tonne end nntnnl eeehing of cornpnny goele (Chnpter ill. pp. 1647). employ- oeo evidently feel they hove n definite piece in eetting their peroonel gonlo end reopond invornbly to Qnootion 16. With Oneetion 17. how- ever. elder enployeeo with. longer experience in the conpnny were on- invoroble concerning the number oi decieione within the work gronp node by onployoeo (Tobie 17). Moo. hourly worhero ohowed n dicot- ioinctien with thie oituotion even though. no nontioned eerlier. nore Employee lntornetien Moetingo. whore decioiono night be node. ore hold for bonrly worhoro thon for oeloriod. } poeetion ll: Who hee the? met to ooy nbont how your Ml be cerried ent? (Anowero: Yonroeli. Top Mnnwnlennnt. Your Song- 140 vioor. ) it ie, noounod thet n oonnunicntion progrern ouch no Anonl’o ohonld lend to o clooer bond between oupervi’oor end oubordinote. Reoponooo to thie queetion verifythie noonnption. Moot onployeon rnnhod “ouporvieor” highoet. in noot c‘oooe. "eelf" wno renhod oecond. “top nonegenent" third. , on indicntion. perhnpo. thet ornployeee do ' feel their roeponoibility to their own jobo. A I The foregoing conclueion hee need the o'urvoy queotiono no o ‘ bneio for diocueoion of curvey reonlto. interview dntn. end Aneul recorde end reporte. Although thie peper hee not been eooontinlly n reoenrch etudy. it hoe included oucetionnnire dntn which would be ueeful to the conpony. it in. therefore. relevont to include o ohort ounnory of the onrvey dnto. The following concluoiono con be node: x l. The queotionnnire reeulto ore believed to be veiid by thie rooonrcher beceuee. through Aneul'e policieo of feedbnck end employee ourveyo. Anoul peroennol hove hed onplo opportunity to become fnnilio nrined with queotionnoireo. Aloo. through the oncourngenent of the I pnrticipetive nonegenent philooophy. enployeee hove hed on oppor- hnity to expreoe their poroonnl opiniono. ‘vorbnlly end through quee- tionnoire ourveyo. Therefore. doto gnthered by quootionnniroo ohould occuretely enpreeo the opinione of the reopendonto. ‘ 2. A genernl hypotheoio eignificont to the ourvoy woe fornuleted 141 nfter the rooonroher hed otodied niocollnneooe recorde. reperte. nod other hnohgrooed nnterinle nt Anon! Chonionl Conpnny. Thin hy- potheoio wno: Phyoionl oooditiono-u-nge. oer. odoontion. job level. yeere of ex- perience with the oonpnny. work group nffilintiony- nro eignifionnt fnotoro in d eterninieg the nttitodoo of Anool enployeee. The following tnhle ehowo the totnlo of Yoe nod Ne rooponeoe no to whether or not the hypotheeio io verified by etetiotionl dntn. Theoe reepeneoo were firet lieted in the lntoryrotntion of DntnL u Chnpter xv. TABLE 29 TESTING OF HYPOTHESIS “ A Doeetion lodoponiont Vnrinhloe Work No. of Edmon- A]? Sex Loirel Yenre tion Aron l. . . . . . fee No Yoe No No No 3. . . . . . Yoe Tee Tee Yee No No 4. . . . . . No No . No V - No No ‘ Tee 5. . . . . . Ne Yeo Yoo ‘No Yeo No 6. . . . . . Yeo No Yoo . No No No 1. . . . . . Tee (1) No“) No“) No“) No“) No (3) No (2) O. . . . . . No No ‘ Yee No No No 9. . . . . . g No No Yee No No No ll. .‘. . . . Ne Yeo Tee Tee No No . ll. . . . . . Yee No Yee No No No 13. . . . . . No Tee Tee Tee Yoe No M. . . . . . Ne ‘ _ No Yeo No Yee No 1!. . . . . . No No Yoo No Yee Ne ‘16. . . . . . No No Yee ' No Yee No 17. . . . . . No No Yoo No No No Totnle. . l3 No 13 No l! Yoe l4 No 12 No 16 No 5 Tee 4 Too 4 No 3 Too 5 Too 1 Too The only port of thie hypotheoio thnt nppenre to be verified io thet of in level. thet eeperviooro tend to he more fnvornhle thnn noo- 142 eopervioero. The genernl hypothooio io rejected. however. hocnoee there to not enffiotent ooonrenoe of Ten reepeneoo for vorifiontion. Thee. nooordieg to theee findingo. thooe phyoionl conditione do not npponr to he oignifionnt fnotoro in determining nttitndeo of Anon! en- eleyooe. 3. Over-nil otntietienl roeelto ehew thnt onployoee tend to ho fnvornhle tewerd Anetl'e oomeeiention oyoten. Beonnoe of work oonditione nt Anal during lflta-lnyoflo of oene henrly onpleyeoo. n ”cheer worh eohodnle for «no werhero. elininntion of none oelnried Jehe. nod nonegerinl orgnniontiennl ohoogee--omrnl nonhoro of An- eel'e top nenngenent indieetod thet wotionnire reenlte nighte‘how on- fevernhle oyinione tewerd the oonpnny’e oonnnniontien oyoten. How- ever. theegh the eorvey onggeote thnt oortnin inprovononto comm. node-chm nore deportnentnl or work group neotingof-reeponooo nro eenoiotently fnvernhlo tewerd the connoniention oyoten. 1‘. Itntietionl roenlte ehew thet. gonernlly openking. enpleyeoo nro poeitivo in their nttiudoo tewerd their pnrt in the pnrtioipntive unnngenent pregrnn. in epito of the nedifiontiono nod ehengee which hove rodnoed neotiog tine end enphnoio on "pnrtioipntien". employooe roepond thet they hove opportunitieo nnd freedom to nnhe ooggoetioeo nod to tnhe pox-tin letting their poroonnl Job gonle. . A neither of nonngere feel thet there to nioenderetnnding on the port of the onployooe no to their definite role in "pnrtioipntive nnnngenent". The queotioneeire onrvey wno not expected to indionto enoh n mien-der- 143 otnnding on thin nntter. An fnr no the ntntietionl roenlte ehew. there in no nnch implicntien . 9. The otntieticnl reenltn of the norvoy of middle nnnngonent point not oovornl ponitive nttitnden thet were not oboerved in the inter: view nitnntion. The pooitivo roenlte of the philooophy of 'nrticipetivo nonogenent were qoeotioned hy noot nnnngoro interviewed in Angnot. l9”. .Qneotiennnire reenltn ohow thet nnnngere definitely hove, epiniono on how pnrtieipntivo nonngonent hnn effected employeeo. While 35$ felt pnrticipntivo \nnnngenent node onpleyeeo leee independent. ”‘5 felt it nedethen more independent. Seventy per cent of the nonngoro concluded thet perticipntivo nnnngornont node enployeoo more flexible in their john. The reeenrchor nonnnee thnt flexihility end independence in nont joh eitnntionn cnnhe enid to he pooitive nttriheton end thet. fliereforo. none of tho nnnngore nre poeitivoly inclined townrd theno porticulnr roonltn of the progrnn. The foregoing five pointn hnve .ennnnrined the roonltn of the nnrvey of the nttitndoo of employeee nnd nonngonont tewnrd the con-- pnny'n genornl connnnicntion oyoton end the porticipntive nnnngonont pregnant. The pnrpooe of thin etudy wne, not only to onrvey theno nttitndoe hot nloo to doncriho nnd ovelnnto n opocific nethod of con- mnnicntion nt Anenl Chemicnl Conpnny. the Employee lnfornntien Meeting. Iron thin hnchgronnd otndy of the Employee lnfornntion hieet~ ing. n few onmnnry pointo nro onggeoted. 1. One of the nont oignificnnt inctoro to rocnll in thnt of the l“ extoneive nodificntione thnt cnno nhont in the Employee lnfornntion hieetingo between 1953 nnd l9“. the yeere covered in thin otndy. Theoo involved not only chnngen in meeting procoduro. from extonoively- plnnned. neon meetinge to nnnll-ecnle work group meetinge. but nloo chnngon in rooponeibillty for the meetinge. from top mnnngonent to do- pnrtnent enporvioorn nnd foremen. Employee Infornntion Meetingn hove conned to he conpnleory for nnporvieore end hove been hood looo end leee dnring the poet few yenro. ‘Menegoro hnvo indicnted. throngh in~ - terviewn. thet they ehonld tnlte tine for more ennll deportnentnl or work group meetinge. Employeee nloo hove indicntod n deoiro for more of thono meetinge. Evidently onbetituten hove not token the niece of the lnployeo lnfornntion Moetinge. it in the opinion of the rooonrcher. therefore. thet the Employee information Meeting ehonld he onphnnined. nnd encourngod to n grontcr extent nt Anonl Chonicnl Conpnny. 2. Another eignificnnt fnctor concerning the Employee lnfor- ‘ notion Meeting in that nelnriod worker: indicnto thet they do not benefit from ouch meetinge. Thin viewpoint hnn been ehown oinco the meetinge hognn nnd won one reneon why, nevornl yeere ego. Anenl Mnnngonent dietrihuted different quootionnniree to nnlnried employeon end hold nopornto meetinge for then in ordor to inoight odditionnl intoroet. ln- terviewn with nonngoro in Anguot. 1959. indicnted thet. nt the pronent tine. infornntion neetinge nro held more often inadivinione end «- pnrtnentn which ere node up of hourly workere then in thone node up of onlnried workero. it in the opinion of the renenrcher thet onlnried 145 employeoo nhonld hove on opportunity for more Employee lnfernntion Meetingn in order thnt they nny tend to renliee grenter hennfito from then. ‘ In conelneien. it in the opinion of the reoonrchor thet Anenl’n conmnicntion oyotetn dnring the poet nix yenro. interrolnted with ite philooophy of . yerticipetiyo nenngenent. hee produed enployooe who ere highly interontod in their conpnny. An Annnl nenngenent hno ronlined. thin intoreot cnn often lend to ench negotivo conditieno no excoonivo criticion end onteoolton opinione from poroonnel. if. by exproooing intoroet. oven criticnl intoroet. the worker in indicnting thnt hie ioh in neeningfnl to hinoelf no well no to hie engloyor. enn theoo nogntivo nooeoto. in the long run. he ndvnntngeonn t it will he the plnoo of Annel nnnngonent to rooolye thie qneotion. A’PENDXX or... , a nnée 3 _ Exxon. guano .533 mo ago .zQacfizcono 146 147 QUESTIONNAIRE 1 l9” Queetionnnire torn for Snlnried Worhoro QUESTIONS AND COMMENTS ON COMPANY OPERATIONS :l‘innnce R k D Solon . Ninnnfnctnring Othere -QUESTIONS AND COMMENT! ON DIVISION OPERATIONS Production Ordero Budget hfornlo Expnneion Mnnpower Othero l“ QUESTIONNAIRE 2 1953 Quelnthnenire Porn for Hourly Workere (l) QUESTIONS AND COMMENTS ON COMPANY OPERATIONS Finnnce RhD Solon Othero QUESTION’ AND COMMENTS ON DIVISION OPERATIONS Production Ordero Bedget Mornle Menpower Other. 149 QUESTIONNAIRE 2 (Conth) QUESTIONS AND COMMENTS ON DEPARTMENTAL OPERATIONS Production Mnnpower Ceeto in Budget J eh Evnlnntion Joh'Oppor'tnnitioe Mornle improvement Expenditnren New Prodnotn Othere 150 QUESTIONNAIRE 3 l9” Quentionnniro Form for Mungere Deconher ll. l9!) PIKE—MANAGEMENT MEETING QUESTIONNAIRE At our nnnunl nonngement neoting lnte thie month the pnot fincnl yenr'o oporntiouo will he diocuened nnd future plnno outlined. You ovnlunted lnot yenr'o meeting inn pooh-meeting ovnluntien queetien— nnlre. With thie n o n guide we hnvo drnwn up tin following queotione. Aneworn to theoe queotione will help the Executive Committee plnn the nooting to meet your requentn end needn. 1. You nnid lnot yonr thet your underotnnding of Aneul operntione were incroneod. Thin yonr Boh Heed will give (n) no oven-ell picture of 19” notivitioo end there will he (h) n finnncini report. In whet other nrenn would you like informntion? l. hieot of you felt lnot yonr thet you did not hnve ndequnte propnrno tion for your pnrtioipntion in the nonngonent meeting. Whnt hindn of propnrntion would you like to hove 7 (n) More ndvnnco notice of the meeting? A (h) More infornntion no to how the meeting will run? in) More reoource people to newer queotiono renulting from thin queotionnnire or from the floor during the neeting? 151 QUESTIONNAIRE 3 (Continued) .1. A 3. You enld lnot yonr thnt in future meetinge you wnnted to one priority he given to n diocueeion of new producto nnd the) “......x mm. 7 1 3. Whnt would you like to know nhout new productn 7‘ b. How do you went the infornntion preeented ? ' strnight infornntionnl prenontntion hwy Reeenrch end Dower-nu A 1....; . Dioouooion led hy Renenrch end Development pnnol Quention end nnewor period only Other nuggentionn: _.m +——-—- '—_——v ‘_ _, ..., W’hnt would you like to know nhout finnncee? How do you wnnt the infornntion preeented ? Strnight infornntiennl preeentntion by tho Tronourer Dincuneien led by finnnce group pnnel Quentionnnd Anowor period only. Other euggo etiono: 152 QUESTIONNAIRE 3 (CONTINUED) .3. 4. Top epornting nnnngenent hno been meeting periodicnlly no you know. to! help hotter develop our mnnegemont. It hnn heon communicntnd to you thet work hno been done in nronn ouch no cont connervntion. trnining and development. :55; Following in n lint of none of there. Check thooo which you would like to knownbout. . (n) Coot conoervntion w (bl‘Tr'ninlng and Development .. (Laurel Movement) # (c) Oempnny ergnnientiont“ (d) Inlnry edninietrntion !. At your euggootion, monotings were held for employees lnot Spring. How do you feel nhout thene meetinge 7 (n) We nhould omit them _ (h) We nhould hove them ngnin ‘ Whnt ouggeotiene do you hnvo for ouch meetinge ? 153 QUESTIONNAIRE 4! 19M Queetiooueire Form for “more POST MANAGEMENT MEETING APPRAIEAL We will oppreoiete your reepeneoo to the following question. May we hove thie hiormotiou by Wedmedey. J emery 20 . 1. out: the menu; you otteuded. 2o 3. 4. Fridey Mooduy ‘ Both 1: whet area. do you work? Ploeee check on. Meintemee Reeeuroh I: Development Mechanical # Chomloel Selee l‘iuunoe Other " How 4o you feel uhout the else of the meeting you ottendod? About right #_ . Too emell # 'l‘oo let-[e Do you hove epeoilio Imago-tiono ? Whot do you feel you got out of the meeting 7 154 QUESTIONNAIRE 4 (Continued) -2; 5. Did you get atloquato informatiou at thie year's meeting about oompeny operatione that you think are important? . No. 1‘ M‘o'hY' 6. Which areae o! the eompaey operatione would you b meet iutereeted la loathing ahout at out you'e meeting? Thai-h you too your comment. Pleaeo eeoo them to Dick Drohue . Pereonol Degrtmen . 155 QUESTIONNAIRE 5 1955 Quoetionnaire Form for Employeee POST-MEETING QUESTIONNAIRE 1. What in your general reaction to thie year'o Management-Employee Meetingo ? 2. How do you feel that thin meeting eompnree to the lnot Employee- Management Meeting 1 Why? 3. Wan material preeented ol intoreet to you and wae anything omitted that might have been intereeting? d. What are your t‘eelinge on thin arrangement for preeenting the material-chum to Department eupervieore ? 5. Did you have an opportunity to not queetione ? 6. Do you have any nuggeetlone for luture Employee- Management meetinge ? 156 QUESTIONNAIRE 6 1956 Queetionnaire Form {or Employoee EMPLOYEE YEARoEND MEETINCL QUESTIONNAIRE The following queetione are deeignod to bring out your ioelinge on the Year-om Moetinge which were held a ehort time ago. The quee- tionnaire in anonymoue and no namoe are to he eigned. Pleaeo an- ewer each queetion and send to the Pereonnel Department no later than March l5, 1957. The queetione will be analysed and the next em- ployee meeting dooign will he hated on your reaction and euggeotloae. Quention O 1 «How did you like thie lnot Employee Year-End Meeting? Queetion I 2 ol-iow did thie meeting compare to the preceding meeting? Why? 157 ‘ QUESTIONNAIRE 6 (Continued) ‘ ' ’ ‘ .2. Queetion I 3 cWae the material which war prooented oi intereet to you? It not. how could it have been made more intereeting? ‘ Quentien M -Dopyeu feel that the eueetiene you aehed were euitahly anowored in the emailer meetinge you had with your eupervioor ? Quentin 5 ~What other euggeetiene do you have for improving future meetinge? Pleaee he epeciiic. 158 QUESTIONNAIRE :[ 195? Queetionnaire Form for Employeee SAMPLE FOme-UgQUESTIONNAIRE Work Group M Hourly l‘ Salaried * Bupervieory The following queetione are intended to tap your leelinge on the . Year End Meetingn which were held a ehort time ago. You don't have to eign your name on there tonne. No one in interacted in who writee their opinione hut we are intereeted in what you think about the Year End Meetingo. The tabulation gathered will he need to guide your future Year End Meetinge. . So dig in and write down your toolinge and euggeetione. L y . ' . ‘ i. What parte oi theyoar iend meetinge were meet intereeting and moan- inglul to you? 2. Wee the "Year End Report" which wae neat to your home clear and helplul to you? Pleaee give the reaeone for your anewer. 3. What material covered wae moot intereeting and meaningful to you? 159 QUESTIONNAIRE 7 (Continued) .2. d. What material would you like to hear about in luture Year End meet- inge? - 5. Are there any eueotiono which were aohod that need lurther clariiying or anewering? I! to. which onee? 6. Do you tool that the cued-n gathering method allowed you to not: eunotione which were imprtant to you? it not. ploaee explain. 160 QUESTIONNAIRE 7 (Continued) .3- 7. What euggeetion do you have for changing or improving future meetinge? Pleaee he opociiic. ‘ G. How did thie meeting compare to proceeding meetinge? Pleaee 3.1”,” reaeoae for your anewor. ‘ ' 9. Any comment- ahout Year End hieetinge: lbl QUESTIONNAIRE 1 (Continued) 4. CHECK THE wanna (A8 MANY As NECEBSARY) WHICH YOU rum. DESCRIBED THE YEAR END MEETINGS ' Charm Well done Too long ________ mu.» terward ;________ Bering _________ Necoeeary Valuable _________ Centueing __________ Artificial ...—...... Deeirahlo Inadecaate __________ Innineerem mm ...... _ '0th . , Formal. A. ' ' ' I Fruetrating .- erleee Helplul ...—...... Sincere“ Unneceeeary hieoningiulm Interoetiag _______ DreaduinL___ Adequate _______ Too ehert Informative __________ Iatiolying ________ Nude improving ________ Waote ultimo Complicated Amueing Intermative 162 QgESTIONNAIRE o 1959 Communication Surrey Queetionnaire EMPLOYEE EOMMUNICAT ION SURVEY QUESTIONNAIRE l. Pleaee fill out the (allowing peroonal data: Age ' Sex Work Area _ J hi I Department Work Group ‘ Job Title ' Yearo at Aneul Education: Grade School or leee Some High :3ch .. ‘ High School Graduate Some College ‘ College Graduate Graduate work heyend college Other education (Specify) IHHI ll. What are your opinione about Aneul'o Employee information Meeting and other mothedo oi communication? I 1. DO YOU GET ENOUGH INFORMATION ABOUT THE COMPANY? You No 1. F ROM WHAT SOURCE DO YOU RECEIVE MOST OF YOUR INFOR; MATION ABOUT TH]: COMPANY? PLEASE RANK 1-3- 3.4.5 in order of importance tom. (1 oMoot important to 5 oLoaet broth-t) Annual Employee Information Meeting Dulletia Boarde Employee information Meeting with Superviea- 0th. Employeee Employee Lottere irom Management 163 QUESTIONNAIRE S (Continued) 3.1?" YOU IIAVI: sourmmo To COMPLAIN ABOUT. waou no rou Mos-I- orTrN COMPLAIN TO? (mi-r only one) Imployoee in your own work group Your lupervieor _ Memher oi Management above your supervieor Employeoe euteide your own work true . d. WHICH EMPLOYEE INFORMATION MEETING DO. YOU MOST FAVOR? (Mark uly one) ' ' ' Meeting with divieion ' More. Meeting with everyone in the company , . Meeting .with work group and euporvieor 3. Ir row wm To An: QUESTIONS AT YOUR EMPLOYEE NORMA; TION MEETING “EITHER THE ANNUAL MAso MEETING or roan worm GROUP MEETING «WHAT PERCENTAGE or YOUR QUES- TIONs WOULD or. ANSWERED? An. 1001. . m. ‘ too 25% None 6. DO YOU FEEL THE COMPANY'e MANAGEMENT ANSWERS YOUR QUESTIONS A8 BEOT THEY CAN 7 You '1 No 1;me ms or INTOIIMATION non rumour: INFORMATION unnTINGr IIAVT. roo ucmvnm information about the over-all company program? Yee- No intormation about your own job? . Yee Ne lnlermation about the work oi other divieione ? Yee. . . No S. DOES YOUR SUPERVISOR CALL AN EMPLOYEE INFORMATION MEETDIG OFTEN ENOUGH? Yee No 164 QUESTIONNAIRE 8 (Contlnnod) 9. HOW MUCH TIME DO YOU THINK YOU SHOULD SPEND IN EMPLOYEE INFORMATION MEETINGS? (MorkOnIy 0:.) More than we do now 'Some no we do now Len thurwe do now . 10. WHO BENEFITB MOST FROM THE EMPLOYEE INFORMATION llEETINOS? (RANK in order of Importonce 1-2-1-4-5. l-Moot lmportut to I -Leoet Importnt.) ‘ hurled Workere l ! Wot Monogero Top Management Hourly ‘Workerl | Ioromn 111. Ann! relore to tto Pertioipotive Monogoment progrom or o mom I1 which ite fl rkero have or opportunity to om In decieionomekhg. Whet on m opinion. obout locum-melting ? 11. DO YOU BELIEVE YOU SHOULD TAKE PART IN THE DECISION- MAKING IN YOUR DEPARTMENT ? Yee No 12. HOW OFTEN DO YOU HAVE AN OPPORTUNITY TO MAKE “IGOESTIONS? Vory ottoo Oiton Seldom Nover 13. HOW OFTEN DO YOU MAKE SUGGESTIONS ABOUT YOUR OWN JOB? Very one: Often Seldom . Nover 14. DO YOU FEEL YOU CAN MAKE SUGESTIONS ABOUT YOUR OWN JOB ? Yee No 165 QUESTIONNAIRE 8 (Continued) 15. IF YOU WERE TO MAKE A SUGGESTION ABOUT THE COMPANY (New Product Idoo. Change In Production. etc.) DO YOU FEEL IT WOULD BE CONSIDERED BY THE COMPANY MANAGEMENT? You No 16. DO YOU FEEL YOU HAVE A PART IN SETTING UP YOUR ERSONAL J OB GOALS? You NO 17. WITHIN YOUR OWN WORK GROUP. ABOUT WHAT PERCENTAGE OF THE DECISIONS CONCERNING THE WORK GROUP ARE MADE BY EMPLOYEES? All. 100% ' ’ 75% 50% 25% Non. IS. WHO HAS THE MOST TO SAY ABOUT HOW YOUR JOB WILL IE CARRIED OUT‘H PLEASE RANK 1-3-3 . l-Moot Important to 3- Leeot Imprtent) ‘ ‘ ' Your eel! Top Mmgemont Your Supervisor 166 QUESTIONNAIRE 9 I?” Mmerl' Commendation Survey Queetiemtre MANAGERS COMMUNICATION SURVEY QUESTIONNAIRE Axe Depertmeut Yeers et Ansul Work Aree The following enemas will help te eervey mgere' mitndee en «mundane: 0.: Anal: I. HOW OFTEN DO EMPLOYEES COME TO YOU. WITH QUESTION! OR FOR INFORMATION, IN PREFERENCE TO THEIR IMMEDIATE SUPERVISOR? Very Often Often Seldom Never 8. FROM WHAT SOURCE DO YOU GET MOST OF YOUR INFORMATION ON THE COMPANY? Mmgement et your level Subordinatee IH Management ebove yen Grepevine 3. WHAT AMOUNT OF INFORMATION DO YOU FEEL YOU NEED TO PERFORM YOUR JOB? More then we get new H Lee! the; we get new? lune ee we get new 4. DO YOUR IUBORDINATES GIVE YOU ADEQUATE INFORMATION ABOUT THEIR JOBS? Yen No 167 QUESTIONNAIRE 9 (Centhteed) 5. WHO BENEFITS MOST FROM THE EMPLOYEE INFORMATION MEETING ? (RANK In erder of Importance 1-2-3-405. l- Meet Importent to 5 -Leeet meertent. ' SelerIed werkere Department Menager- Tep Manuemeut Hourly workers Foremen 6. DO YOU FEEL EMPLOYEES WANT INFORMATION THAT ISN'T PERTINENT TO THEIR OW N WORK SITUATION? Yee No 7 . HA8 "PARTICIPATIVE MANAGEMENT" MADE EMPLOYEES MORE OR LESS INDEPENDENT ON THEIR JOBS? More Independent Leee Independent No Chenge .. HAI ”PARTICIPATIVE MANAGEMENT" MADE THE EMPLOYEE MORE OR LESS FLEXIBLE IN H18 OWN JOB? More flexible Leee flexible No Chenge 168 BREAKDOWN 01‘ NUMBER OF EMPLOYEES IN AREA. DIVISION. DEPARTMENT. AND INFORMATION A8 TO WHETHER OR NOT THEY ARE HOURLY OR SALARIED PERSONNEL: My 31. I959. Aree Meohentcel Mennlecmhg Divielen Mechenleel Deelgn a: Development Dlvielen causal Prune" mum. Karl! lelerted cum“: my. 41 I1 Chemicel R It!) 9 ll Chanel Celee lo Cerperete Servicee Melateneeee 44 4 Parakeet“ 6 Treat: 3 Advertleln‘ 9 Peck-gm; l Plat Preteetlen Pneldent'e Ofiiee l‘lneeee Oder Dept-went 9 Tnhtletln‘ Depertnent l l Mceentln. ne’ertneat 3 Credit Depertnent 3 ma Run. File Clk. . Renew! Penanel Men-ketln‘ en! Product Plenum. Selee. rx. end Rein. Dtvlelen Anal Internetlenel (Expert Belee) Haul: 130 '- I? 50 Belerled 23 23 32 N ht BIBLIOGRAPHY Book! end Periodlcele Arne“. ChrIe. Pereeneug ed Orienteetlon; New York: Keeper end Bremen. I951. Cetle. leett M. en! Center. Allen H. Eaeettve Rule Releuggg . 1:: ed. New Jerm: hentteecl-lell. Ine. . I950. Heed. Rebert C. "Gm Helium-mm Anenl Hen. " In The Develo at e! Executlve Telentt A Hendbeek e! enent Developed Technlgge end Ceee StedIee. Edlted try M. Jeeeph Deeher. Aeeoe. ed. Vtvlenne Menu“. New Yerkt' Announ- Menuement AeeecIetIee. he. . 1953. n.- Ill-31. Hue". Penl. Effeettve Comintioe In E12912. New Yerhz' Nettenel AeeectetIen ere the Halted Stetee d “OMB. 1“,; mm. Cherlee E. Comma: In $9M. 24 ed. revIeed. Chteeae. Illleeie: The Univeretty Outage Prue. 19“. Staten Peru-In. "Her Pertielyettve Gen A Cempeny Get?” Fortune, I. Ne. 3 (September. 19“). pet 114-136. 217-410. Reggae end We . Aeeel Cheated Ceupeny. Anenl Annual Reggae let the Yeere E! October 31. I9“, 19971719“; . . Anenl hee m.- Cm Knee!“ el Aneel Cheated Ceupeny. MerInette. WIemeIn. 1938-19“. . Comment“ HIetegz . A Report at Aeeel Cheated Com m. Mex-Inette. Wteeeneln. I950. 169 I70 . Employee Mld-Yeer MeetWyeIe. Mertnette. Wleconeln. l9“. (Minneegrephedd . Emgoyee Yen-End MeetlglAnelyeIe. Merlnette. Wleconeln. 1957. (MI-«grephedJ . Mennlernent Sell-Develomgg Conferencee wIth Richerd lechherd. Deglee McGregor, Jeck Gibb. end Leland Bredford. .A Report Preperedhy Aneul Chancel ComPflIYp MerInette. Wlecenoln. Key. 1950. ' ' . Report to Egnplgzeee. Mermette. Wteceneln. .Decensher. l9”. _ _ , ..w 0 «three In e Bnelneeelnter rIee . Merlnette. WIeceneIn. I956. Beelneee' Relettone Depertuent. Chnmher a Commerce of the Dotted Stetee. Effective range!» end Commonly ReletIone: A Report en Anenl Chemloel “gm; Weehingten. D. C. ., ms. Hoot. Robert C. Concern for Coot. A Report Prepered by Anenl ChenIcel Cempnny. Mertnette. WIeoeneIn. l9“. . How To Hold Better Comm Meett_nl_. A Report on the I?” Annunl Young PreeIdente' Orgenlnetion Conference In Fhoenlx. Arloene. Anenl ChemIc'el Compeny. Merlnette. WIeceneIn. l9”. (“mounphedJ . ”louse Aepecte e! Anenl'e PertIpretIve Menuement. “ ” '2 Speech given et e Moment Conference. Cornell Beelneee School. Aprtl S k 6. 1956. (MIneogrephedJ . Speech ‘Iven hetero Anenl Employeee. Yeer End Meetlng. Merlnette. WIeconeIn. December l9. l9“. (MImeegrephedJ . "Why Communicate? ”Speech Inede heiore the Nettonel Hechlne Accountente Aeeoctetlen. Merl‘te. Wleconetn. AprIl 10. I956. (MImeegrephedJ 171 We“ Meterlele Anenl ChernIcel Compeny. "Anelyete e1 1957 MId-Yeer Objectlvee Meetlng. " Mertnette. WIeeoneIn. July. 19". (MWrephedJ . "Anelyele el Yeer End Meettng. Reeoerch end Development. " Mertnette. Jennnry ll. 19”. (MrephedJ . "AnelyeIe e! Yeer End Meetlnge. " MerInette. November. 1931. (httnoe‘rephet) . "Anelyele e! Yeer End Meetlnge. " Kerlnette. 19“. (unnee- grephed.) . . Cenunente on Moment-Employee had-You hteettn‘ Held In Joly. " Mertnette. July 19. I’ll. (Mrephet) . ”note {or lnlernntlen to DIvIelon Hence on Yeer In! Corn- nineteetlon Meetlue From the OIIIce Menegernent Department of the Treeenrer'e Aron. " Iterlnntte. 19M. (TypevrIttenJ mum. Inter-lulu Keene. numb... 1953.19». " Hertnette. WIechL-(Hlneegrephedd . 'Wnpleyee Internetlen Meettn' Oneetlene. ” Merlnette. Nevenher 20. I9". (Mlueegrephedd ."Enpleyoe Yeer new Tune Behednle.”hterlnette. November. 1951. (Mlneogrephedd . "tom Heettn'e «ltrnctnre. " MerInette. Jennery l6. l9“. (Mitten) " Meme-emu Anevere to QneetIeee Aehee by Employeee. " Merlnette. Hey 3’. l9”. (Mrephei. ) . "Kaye” Report to Inpleyeee. " Merlnette. Jone ll. 19”. (MI-eogrephed.) . "Neteo on Moment Meetlng. " Merlnette. AprIl l3. l9“. . "Chortle” end Corns-onto on Company Operettone. " MerInetto. 19M. (“Intent-”heed 172 . “Qneetlone from Employeee. " Merlnette. J ennery. 1957. (MImeo‘rnphedJ . "Yeer End MeetIn‘ Deelgne- 1953-1959. ” MerInetto. WteconeIn. (MImeourephed end Typewrltten.) . "Yeer End Meetln. Progreee Reporte." Merlnotte. l9”. l934. I9“. 1997. (MImeogrephed end Typewrltten. ) . "Yeer End Meetln' Qneetlonnetre Survey Reenlte. " hterInette. 1931. (erneogrephod. ) - . or...» End Meetln. Ichednlee. " MerInotte. 19”. (“Inoc- ‘rephed. ) ."Yeer End Summery. " Cher-noel Reeeerch end Development Depertuent. Mannette, 19M. (“boogrephet I Other Source: Anenl Chontcel Comp-my. Pereonel Intervteve wIth the Preeldent. two membere oi the Operetlone Committee. on! ten heedo e1 dlvlelone er depert‘eme. hterlnette. WIeceneIn. Annet ll-ll. l9". __________. Nevelettere Iron Ofllce e! the Preeflent. Robert C. Heed. Anenl Chenicel Compeny. Merlnette. Wleconotn. June 24. I9" . Nevelettere from the Office o! the VIco PreeIdent . Menu ntecturtng. C. C. 'Vendervell. Aneul Chemlcel Compnnp. htertnette. Wleconetn. June 26. 1959:13th 37. I959; VITVL Gledye Tnnworth Strehl wee born In Senlt Ste. Merle. Mlchllen. on Hey 3. 1931. She recered her grede echool one hlgh echeel educetlen In Benlt Ste. Herte. Her (Int yeer of college wee opent et the Univerelty ol MInneeete In 1949.46. Dnrlng the Intervel .1 mm between an ocheolyeer on um edncetlon. ehe hed {our end e hell yenre o! bnnhlng experience no! rece’Ived‘ cer- tltlcetee (or eenreoe wlth the Anaerlcen Inetltnte o! Denna. In the owner el 1’54 ehe MI“ French ht the Unlverelty of Montreel. She etten‘ed Michlgen ltete Unlveretty {torn Jennery. 1994 to Aunt. my. recerIn‘ e 3..... u. Jone. mt end on N.A. a. Merch. 1960. 173 ”'IITI'I‘mflfiL :71] M111 @Jllfufljnifl; m; @7611?“