ABSTRACT A BEHAVIORAL CASE STUDY OF A MINI-CONGLOMERATE BY Richard W. Brunson, Sr. This research is, to the best of the writer's knowledge, the first intensive comprehensive case study of a mini-conglomerate. The basic objective was to examine and, if possible to discover, the relations and inter- actions among selected sociological, psychological, and economic variables in the mini-conglomerate. Five molar areas of the organization were examined: (1) "membership," (2) "organizational" (structure), (3) "dynamic" (process), (4) external environment, and (5) organizational effective— ness. The study was built to incorporate all possible be- havioral measures and instruments which a literature search revealed as holding promise. A detailed questionnaire in- cluding these measures was responded to by 113 members of management ranging from foremen to the president. The investigation was prompted by an interest in the peculiar organizational and management problems associ- ated With conglomerates. These problems tend to become aCUte for many smaller conglomerates as the organization expands beyond the early entrepreneurial phase. Top Richard w. Brunson, Sr. management is no longer able to make daily personal contact with the majority of the people in the organization as gamflioccurs. Ixwumuumwcaeo< =.oermumomoo mo snooze uouommuusom m rues mmmcm>auommum emceeuMNecmmuo usquAooum= .muonmmmm .m mmacmum pom mum3om .o oe>mo so omaaosoo "mousom c0eme> IMOQSm mo oceasomcou maaexm acme mmmcmmoao .mcwccmHo Hove: sea» .moomasocx Icome Im>mmmwm mach owwmwwmmwm nmueafiomw accessome one new >n0me> . . . xuoz .Hn tummsm mo maceuocsu c0eumwu codes» u0a>mcmb vows ncmumwmao ucmauo acme um>oflc0u. cod» ucwmuum Hmoo maawxm mamom nosooum 0>Huomnno 0>Hu mwhoHofim mamom unnumw mnemmwoox moss toasts . mammnoEo mammcoso name you amends . . twee: mum Hmow :Oeuusooum H600 on runs mowusuosuum no«>mcmb Cmew> ceaMmMMm c0au coda nquSm n .- ImuHHeUMM umueawomm mo moonuwe osouo >ue>euflmcom coHuom cOeuom macho Immune nuwucH macho anewuocSM maaaxm mocmc mc0eu cOemH> loucwme nmamu lawman mo ozone modem cues: cOwuomw mmmcmmoHo Hmuomumco unawusaou Imausm c0au cod» macmuooams um duo . . some: m>auuoomww uomwwm cOwu mmwmmmem umuooemcoo uo mocmc u m m oaocau one «>ow umucmauo umucamz a . . m .o. m mascaoEm A Aoomav flammav ApmmHN Lemmas Lemmas lemmas Mopeds can ”MWme .mmmmv AMmMHV crux .Hm um nose: mcooo one muocmmmm unmeasuuuo x. c x can News News new names: HaacQEmr cam mum3om .nuouomauuu>Ca acououuao mo numoocoo mesmuoomma mo cocoocommouuoouna.a mamas ‘1 ‘I 15 a significant factor, "Least Preferred Coworker" (LPC), which measures the degree to which the leader sees a poor coworker in a relatively favorable light or in a rela- tively lenient manner. To put it differently it is an inverse measure of his degree of discrimination. Fiedler found that the more discriminating leader is associated with high group performance when the situation is either highly favorable or unfavorable.1 When the situation is between those two extremes, a more lenient (or less dis- criminating) leader is associated with the high performance group. Fiedler's definition of group situation which is highly favorable to leaders is one where the following three situational components are high:2 1. The leader's personal relationships with members of his group. 2. The formal power or authority which his position provides. 3. The degree of structure in the task which the group has been assigned to perform. Under each of these various situations Fiedler proposes different managerial strategies.3 Many studies have been made of leadership styles and various theories have emerged but few empirical studies have been made which provide a comparison among major 2 3 Ibid. Ibid. Ibid. 16 theories. It was one of the intentions of this study to conduct a comparison among the Fiedler,l Likert,2 and Bowers and Seashore3 measures. Likert's thesis is that the best system of manage- ment is characterized by the "participative" approach.4 This approach is summarized by the right hand column of his chart reproduced in Table 1.2. He argues that the author- itarian (classical) system causes a lack of cooperative and integrative effort in the long run. Individual managers at all levels tend to make individually oriented decisions, and information flow upward tends to be tailored to what is deemed to be desired by superiors and not to what they should hear. Likert,S Argyris,6 McGregor,7 and many other theorists believe that this tight hierarchial control tends to encourage dependence upon the superior lIbid. 2Rensis Likert, Form S, Modified from Appendix II in The Human Organization: Its Management and Value (New York: McGraw-Hill Book Co., 1967). 3David G. Bowers, Blue Questionnaire, Institute of Social Research (University of Michigan, 1968). 4Likert, New Patterns of Management, pp. 97-118. 51bid. 6Chris Argyris, Integrating the Individual and the Organization (New York: John Wiley & Son, 1965), pp. 3-19. 7Douglas McGregor, The Human Side of Enterprise, 1944. pp. 45-60. TABLE l.2.--Likert's Profile of Organizational 17 Characteristics. Organisational variablea How much confidence and trust is shown in subordinates? Now free do they feel to talk to superiors about job? how often are subordinate's ideas sOught and used constructively? ls predominant use made of I fear, 2 threats. 3 punishment. 4 rewards. 5 involvement? Vhere is responsibility'felt for achieving organization's goals? How much cooperative teamwork exists? what is the usual direction of information flow? How is downward communication accepted? D How accurate is upward conmunication? How well do Superiors know problems faced by subordinates? At what level are decisions made? Are subordinates involved in decisions related to their work? Vhat does decision-making process contribute to motivation? How are organizational goals established? how much covert resistance to goals is present? Now concentrated are review and control functions? Is there an informal organization resisting the formal one? Hhat are cost. productivity, and other control data used for? SYSTEM i SYSTEM 2 §1§I§!_3 §1§1§§_1 Substantial Virtually none Some .moung A great deal liliiiiiiiiili 1L1Li Not very free Smewhat free Quite free Very free liliiliiil iiiliiliLJ Seldom Sometimes Often Very frequently i 1 l i l i 1 L l l i i i L 1 1 i i 1 5, h. based on 111 . 2. 3, occasionally 4 11111111 Mostly at top Tap and middle liLiiiiiJ Very little Relatively little 14iLiLL Downward Hostly downward l i i 1 i i 1 1 Possibly Ulth suspicion with suspicion 111111111 Usually ineCCurate Often ingccurate h, some 3 and S i 1 Fairly general 11111 Moderate amount Often accurate Lilli group illilllii At all levels 1111] Great deal All—ii Down. up. and sideways iliiLJ Uith a receptive mind liliJ Almost always accurate iiili 1 1 1 1 1 1 1 1 Not very well Rather well Quite well Very well i 1 1 1 1 1 1 1 1 i 1 1 1 1 1 1 1 1 i "am, .1 top .22'3113333 "233333355?“ 121?“?2‘3332; i 1 1 1 1 i 1 1 1 1 i 1 1 1 1 i 1 1 1 1 Occasionally Almost never consulted l i i i l J i 1 1 Not very much Relatively little Liliiiiil Orders. some Orders issued comments invited liiiiilii Strong resistance Moderate resistance iliiiili Quite Very highly at top highly at top 141 Generally consulted illil Some contribution l i i 1 1 After discussion, by orders [1111i Some resistance at times 1111 Hoderate delegation to lower levels Fully involved 1111 Substantial 11 contribution 1 i 1 8y group action (except in crisis) lLlL UtHeornmn 1111 Uidely shared lililiiililiiiliiii Yes Usually SUHtliflBS N°--;;5I::m37.'s i1111i1111i1141i11111| Policing, Reward and Reward, Self-guidance, 1 punishment punishment LJllliill some self-guidance 11;; problem-solving 1111A Source: 1961). Rensis Likert, New Patterns of Management (New York: McGraw-Hill Book Co., l8 and limits the capacity and growth of each subordinate member of the organization. Organizational (Structural) and External Environmental Recent directions in management thinking suggest that influences from a company environment, including the technologies the company uses and the quality of abilities, attitudes, and morale of the organization members who are drawn out of the company's environment, have as much to do with the company's functioning as does the internal actions by company executives. Joan Woodward's classic study revealed the finding » that where firms were classified according to their tech- nological complexity of production, a strong relation between organizational structure and success appeared within each group.1 Her classification of the industries studied was according to technological complexity of production: (1) unit and small batch production; (2) large—batch and mass production; and (3) long-run process production of the same product. Woodward found that the pattern of successful management varied according to these technical differences; in other words, that management style is a function of technology.2 1Joan Woodward, Industrial Organization: Theor and Practice (New York: Oxford University Press, 19655. 21bid. OI unis-Iv l9 Worthy concluded that the over-complex, over- functionalized organizational structure is a fundamental cause of poor management-employee relations. Accordingly, he recommended a broad span of control.1 These con- clusions agree with those of the later studies of Woodward,2 and Lawrence and Lorsch.3 The Lawrence and Lorsch study provides a framework for integrating several studies.4 They view the organi— zation as an open system whose internal characteristics must fit the external demands from the environment. Furthermore, the internal factors must be integrated to function harmoniously with the effective organization. The environment of the organization determines both the character and degree of differentiation and the mode of integration. Lawrence and Lorsch consider differentiation to be the expected differences in goal, time, and inter- personal orientation of managers in various functional departments. They define integration as "the quality of the state of collaboration."5 1J. C. Worthy, "Organization Structure and Employee Morale," American Sociological Review, XV (1950), 160-179. 2Woodward, Industrial Organization. 3Paul Lawrence and Jay Lorsch, Organization_and Environment (Boston: Harvard University Press, 1967), Pp. I-22e 4 5 Ibid. Ibid., p. 11. ‘u. ~ H.‘ 20 They consider two aspects of the environment as dominant: 1. The certainty of information or knowledge about events, and 2. The dominant competitive issue in the industry. They predicted that environmental uncertainty and competi- tive demand would affect the organization in terms of differentiation and integration; for example, greater inno- vation and environmental uncertainty would be reflected in greater differentiation of goal, time, and interpersonal orientation and of organizational structure. Harveyl improved on Woodward2 by showing that as technical specificity (extent to which production process is controllable and its results are predictable) increases: 1. The number of specialized sub-units in organi- zation increases. 2. The number of levels of authority in the organization increases. 3. The ratio of managers and supervisors to total personnel increases. 4. The amount of program specification increases. Pugh found three aspects of context to be salient for organizational structure: (1) structuring of lEdward Harvey, American Sociological Review 2Woodward, Industrial Organization. .,,. ..-a ,,.‘ .u.. . ‘b. 21 activities using size and technology as predictors, (2) concentration of authority using dependence and location as predictors, and (3) line control of work flow using the operating variability scale of charter as a predictor.1 A common mistake which has allegedly caused some of the failures of recent mergers in the United States has been attributed to the lack of adequate consideration to the managerial and human problems involved. Four specific areas that have been proposed include: management quality, retaining key men, complexities of integration, and the balancing of the compensation system.2 He believes that these areas should be closely examined and monitored be- fore, during, and after the integration has taken place. To meet the formidable challenge of a post-merger integration, great skill is required. Schoonmaker offers four specific suggestions for guidelines: (1) avoid arbi- trary actions, (2) operate within the employees' social norms, (3) deal tactfully with emotional problems, and (4) encourage participation by all levels of the newcomer firm in the decision-making process.3 1D. S. Pugh, D. J. Hickson, C. R. Hinings and C. Turner, "The Context of Organization Structures," Administrative Science Quarterly (March, 1969), 91-113. 2Alan N. Schoonmaker, "Why Mergers Don't Jell: The Critical Human Elements," Personnel, September— October, 1969, pp. 39-48. 31bid. 'I‘I .«au any; ”use u... e a an: e — \ ~ve-a ‘v‘._ e. . ‘se . A _- s... .‘sq "~- 5 . a ~ 'v 'i .“ 22 Sgganizational Effectiveness Organizational effectiveness is another area of increasing importance to organizational theory. What constitutes true organizational effectiveness? How is it measured? This is another area examined in this study. There is very little agreement among managers and scholars alike as to a specific criterion for an effective organization. The literature abounds with numerous attempts to find criteria. Based upon an extensive empirical study Mahoneyl developed a model of seven sub- 38ctive dimensions of organizational effectiveness.2 Mahoney concludes that it appears that the criteria Of efficient performance, mutual support, personnel utili— zation, planning performance, initiation, reliability, and development should adequately cover most situations.3 The StUdies done at The University of Michigan and The Ohio State lThomas Mahoney, "Management Perception of Organi— 2ational Effectiveness," Management Science, XIV (October, 1967). pp. B-76-B-9l. 2This model accounted for 56 per cent of the vari- ance in manager's judgments of overall effectiveness (R-= .74) in terms of an original 114 variables used. Perceptions and judgments of 84 managers describing 283 Subordinate units was the basis of his study. 3Mahoney, Management Perception. 23 muversityl and by Mahoney2 are in part supportive of each other. Most criteria developed in other studies and papers on organizational effectiveness are either too general or too specific to be useful in comparing various business organizations. The criteria as formulated by Mahoney appeared to be the most useful for this study and were, therefore, adopted.3 Drucker suggested another objective of performance Which should be established--public or social responsi- 4 This is an area which has rapidly become more bility. important recently and was, also, incorporated into the measurement instrument. Lawrence and Lorsch employed a model of organi— zational effectiveness which might be categorized as Objective--as compared with the subjective models discussed above.5 The dimensions of this model are the percentage growth in sales, percentage growth in (before tax) profits “ 1B. S. Georgopoulos, B. P. Indik and S. Seashore, Some Models of Organizational Effectiveness," Institute of Social Research, University of Michigan, 1960, (mimeo- graphed); Ralph Stogdill, Managers, Employees, Organization (Columbus, Ohio: Ohio State University, Bureau of Business RESearch, 1965). 2Mahoney, Management Perception. 31bid. 4Peter Drucker, Practice of Management (New York: Harper & Bros., 1954). 5Lawrence and Lorsch, Organization and Environment PP. 261—262. 24 mfl.percentage return on investment before tax. It was dafided to include these objective measures of organi- zational effectiveness along with the subjective ones noted above. General Hypotheses Based upon the current state of affairs in organi- zational theory as laid out in the preceding section of this report and the conditions prevailing in the small but Complex company available for study (a company made up of diverse components varying in internal, external, and effectiveness dimensions), eight general hypotheses were formulated. It will be seen that these hypotheses are Centered on two groups of variables at present particularly Critical in organization theory: personal values and dYnamic (organization process). The general hypotheses to be tested are: personal Values 1. There is a stronger value consensus (communal- ity) among the managers of the more effective components than among those managers in the less effective components. 2. The value system of a manager is correlated significantly with the level of his position in the corporation. Dynamic 25 The value A Comfortable Life will rank signifi- cantly higher in the value systems of the managers than those of the national sample in the United States (see Table A-2 for national norms). In view of the top management personnel of Acme remaining together, there is a communality of values among them. (Process) 1. l The leadership style exercised within each main component is similar and has a compatible interface. The leadership style exercised among the various components is dissimilar and tends toward an incompatible interface. The management leadership style exercised in Division A (large batch and mass production) tends to be more authoritarian (Likert)l and more task oriented (low LPC: Fiedler).2 The management leadership style exhibited in Divisions B and C (small batch and unit Likert, New Patterns of Management. 2Fiedler, Leadership Effectiveness. V's. Aqd‘ a » _ '~ ‘s s a e '1 -. 26 . . . . 1 production) tends to be more partiCipative and more people oriented (high LPC).2 Expected Results It was hoped, if not expected, that this explora- tory study would: (1) identify variables in the company which are correlated with effectiveness, (2) uncover what significant relationships existed among all the variables, and (3) develop hypotheses for later, more systematic and rigorous testing. It was further anticipated that the officers of Acme Industries, Inc. could be provided with a profile of the characteristics of Acme as an organization including the leadership styles of each division of the corporation. It was expected that the Acme officers could be provided with: (1) an awareness of the relative measured values Possessed by each division and by themselves collectively, and (2) the establishment of a data base that would, over time, make possible a long-term human resources assessment PrOgram. Key Definitions In view of the looseness with which certain key terms are sometimes used in organization theory as well as certain not necessarily obvious refinements that rlave crept into terminology, the following is an lLikert, New Patterns of Management. 2Fiedler, Leadership Effectiveness. 27 afiempt to state the meaning of key terms used in this report. A yalue is a belief (1) about how we ought or ought not to behave, or (2) about a desirable goal of life. The first type of value is an instrumental value, and second type is referred to as a terminal value. A value is a single belief which guides action and judgment. Values transcend all attitudes, all situations, and all objects. It might be said to be a generalized rule which commits a person. Almost all attitudes and behavior are in the Service of these relatively few values.1 Value system is the rank-ordering of values along a continuum of importance. Value systems are powerful predictors of what people will do.2 Attitude is an organization of several beliefs focused on a specific object or situation.3 Behavior is the observed activities of an indi— Vidual. Management is a process of the accomplishment of desired objectives by establishing an environment favorable to performance by people operating in organized groups. 1Rokeach, Organization and Change, pp. 15-18. 2 3 Ibid. Ibid. 4Harold Koontz and Cycil O'Donnell, Principles of Tgnagement, 3rd edition (New York: McGraw Hill Book Co., 64). at. i.” .u‘ 28 Leadership is interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of goals.1 Organizational effectiveness is the degree to which an organization achieves its goals. Mini-conglomerate is a relatively small size business organization consisting of two or more components exhibiting different technologies. 1Robert Tannenbaum, Irving R. Weschler and Fred I“kitesarik, Leadership and Organization: A Behavioral Sfiance Approach (New York: McGraw-Hill Book Co. , 1961) . CHAPTER II NATURE AND DESCRIPTION OF THE ORGANIZATION Description and History of the Organization The Acme Corporation* is a mini-conglomerate located in the Midwest of the United States of America. It consists of four divisions each with a different tech- nology. For purposes of this research study these divi- sions are designated Divisions A, B, C, and D. inision A Division A is an original equipment supplier to American Motors, Chrysler, Ford, and General Motors. Its Physical facilities include a large fabrication plant of a Semi-finished glass product and ten distribution centers Strategically located throughout the continental United States of America. Division A employs a total of 300 Peeple; its total sales for 1969 were $21,000,000. Division B Division B is a wholesale photofinisher which pro- Cesses film for drug, discount chains, independent retail Cmtlets, and mail order customers. It processes slides, Emints, and movies and sells film and cameras. *The true name of the corporation has been dis- guised. 29 d; 30 The division was founded as an independent company in the mid-1950's by the present general manager of the division and two associates. Its first location was a third floor "walk-up" with very little equipment and facilities. These facilities became inadequate in five years because of rapid growth. In the early 1960's it moved to a site which was double in square footage to that of the original site. A new location was chosen and a new plant was designed, built, and occupied by the late 1960's again be- <3ause of rapid growth in sales and production. The size of tflne new building is 70,000 square feet and the capacity is Eustimated at five million units per year. About one-third Cff this area is used for photofinishing and 40,000 square feaet for warehouse facilities. The remaining space is ‘Uesed for offices of the subsidiaries. Division B, originally a subsidiary of Acme, became 51 (livision in 1969. DiVision C Division C consists of two major components: (1) t:ku3 centralized comptroller and accounting office to ser- Vice the mini-conglomerate as a whole and provide separate Seal‘V’ices needed by Divisions A and B, and (2) a data pro- C ' a esSing office. The comptroller and accounting department provide éicz . . . . . COunting, auditing, and control serVices to the entire 31 Acme organization and, on a consulting basis, to other businesses. The data processing office Operates an IBM computer system with the needed ancillary equipment. This office was acquired as a subsidiary in 1969. It recently provided alnew, computerized production control system to Division A, Direct tele-communication linkup is maintained between Division A and this office. Eventually it is expected that a similar hookup will be completed with all plants and distribution centers of the Acme organization. flivision D The facility for Division D is being built at a cxost in excess of $10 million on a fifty acre site about ‘thenty miles south of a major metropolitan area and is exxpected to be in operation by fall 1970. When completed, tine new plant will be capable of producing 350 tons of its basic raw material daily and will employ approximately 300 People. This new plant will make Acme self-sufficient in ‘tlle basic raw material which they believe is essential to ‘tlleir long-term growth and profit potential. There is apparently a risk of legal action by a folreign firm which refused to license Acme to use its patented process for manufacturing the raw product. Company officials told the researchers that this new plant will be the first new plant of its type to be k) - . ‘1141t in the United States in the last fifty years. In the ".- he _ a. h. "vs 1‘. v... w u... d,‘ ‘ if! Q}. ‘s ‘e 32 United States it will be competing against two large, well- established firms in this particular technology. In view of this current oligopoly situation and a considerable price reduction, it is expected to be welcomed into the industry by many buyers. New Division In late 1969 another corporation involved in the same industry as Division A was acquired as a subsidiary to Acme. It has about 600 employees in five plants in the United States and two in foreign countries. This new sub- £3idiary did not participate in the conduct of this research kxecause of its transitional status and adjustments it was andergoing at the time of the study. Its annual sales for 1969 were $11 million. §Lales and Financial Position Elf Acme IndustriesL_Inc. The total sales (excluding the New Division) for 11969 were $25,000,000. The overall automotive and photo lithiustries had a sustained growth in the United States in «11969; Acme not only shared in this growth but improved its overall industry position. Income for 1968 was $1,800,000, an increase of $500.000 over that of the year before. Earnings per share Were $1.55 in 1968 as compared with $.43 in 1967. Part of trlis was due to a non-recurring gain of $.65 per share resulting mainly from the sale of investment securities. *- e,‘ be. - on. 33 The net increase of net income for 1969 was $2,276,000, an increase of $416,000 over 1968. The president of Acme expects earnings to double in 1970 and again in 1971 based upon the assumption that the new manufacturing plant being built will be in full oper- ation by September 1970. In November of 1968, the first public offering of shares was offered. It was so well accepted in the market that the offering was over-subscribed. There are about 1,100 shareholders, not including shares held by brokers in Street form. Approximately 175 employees subscribed to the 30,000 plus shares which were reserved for them. The stock flas traded between $15 and $50 since its offering as of Iday’l970. New Products and Services.-—During 1968 Acme took Plait in a program with another corporation to fabricate a irwadically improved product (Windshields) for the automotive The product was introduced to the public by one of A market . the major auto manufacturers in two production models. EPjalot service program has recently been initiated with Siruother of the major auto giants concerned with the distri- Du‘tion of a replacement product (glass) for heavy duty truok customers. In its new plant, Division B began processing certain types of films which previously had been done by <> . utsiide contractors. A summary of employment, number of I ,-A 34 respondents in each division, and annual sales is contained TABLE 2.1.--Summary of the employment, number of respondents in each division, and annual sales. . __ —-.__.- ._.._._. ......__. w...-_r- _- ____ _____- Total Total No. of 1969 Division Employment Manager-Type Annual Sales (Approximate) ReSpondents (Approximate) A 350 36 $21 million B 200 29 4 million C 40 29 . D 9 9 . Idain Office 10 10 . . Total 610 113 $25 million _ Geographic Locations.—-The main office, Division A, 61nd Division D of Acme Industries, Inc., currently occupy a ESix acre site, covering 250,000 square feet in the in— Ciustrial heart" of a major city in the Mid-west. Divisions E3 and C jointly occupy a new plant located on the northern edge of this same city. Structure and Organizational Demography The general organizational structure of Acme Industries, Inc., is shown in Figure 2.1. O\rgilgizational Demography The number of respondents in each position of Acme Industries, Inc. are: 35 .OGH .mmflwumoch wand mo uumso HMCOHumNHcomHOII.H.N whomflh Hoccomwom uouomuwo 4 coama>ao mcwuoxunz. o c0ama>ao .m.> . . . M commowom modem ” tom .m.> 1 mcwuoocwmcm m .wouomwwo O cowmfl>wo uoaaowucoo m cowmw>ao Hammad: cowmwbwo mcwusuoom 15cm: .m.> ucmpwmmwm 36 Division A, C, and D Foremen Superintendent Department Manager (responsible for 1-5 employees) Department Manager (responsible for 6 or more employees) Engineer/Designer Professional or Administrator (no subordinate except clerical help) Secretary/Clerical/Key Punch Operator Sales Representative Other No Reply Division B Supervisor Assistant Supervisor Sales Representative Department Manager (1-5 employees) Department or Plant Manager (6 or more employees) Professional or Administrator (no subordinate except clerical help) Secretarial/Clerical Other Main Office Vice-Presidents and others reporting directly to President President Total Sex of ReSpondents Male Female No Reply Total Age of Respondents Less than 25 25-34 35—44 45-54 55 or other No Reply Total U'lihNQON NNH 11—100 113 82 26 113 18 41 29 18 113 37 Departments in Which Respondents Are Employed Controller's Operations (Accounting) 26 Engineering/Research 13 Manufacturing or Production 35 Sales-Marketing 11 Production Control 2 Guard 1 Maintenance 1 Quality Control 4 Personnel 1 Services 6 Other 6 No Reply __1 Total 113 The Length of Time Emplpyed in the Division/ Subsidiary Was Less than 1 Year 32 1-3 Years 33 4—9 Years 26 10 Years or More 17 No Reply .__§ Total 113 The Highest Grade or Year Completed in School 8 or Less 3 9 2 10 1 ll 10 12 37 13 6 l4 19 15 2 16 (BA, BS, or equivalent) 21 Masters Degree or equivalent 7 No Reply __5 Total 113 Factors for Organization Selection Many factors were considered in the selection of t11‘4e organization for the research. These were the primary E Q ctors: 38 1. The organization selected had to be willing to c00perate in rather personal and intimate research. Many top managers are understandably reluctant to open up their doors to scrutiny of the kind contemplated. 2. The organization had to be readily available to the researcher. 3. The organization had to have a sufficient number of managers in order for the analysis to be statistically significant and yet not too many to prevent a meaningful and thorough study. 4. The organization had to be a "successful" one: that is, one which has been experiencing steady growth and has sustained continuing profits over the post-depression years. This is a molar criterion of effectiveness. 5. The organization had to have two or more autonomous divisions for comparative purposes. 6. The organization had to be engaged in diverse technologies for comparative purposes. A Main Issue A main issue facing Acme Industries, Inc. appears t1<3*.be centered upon the management and utilization of human 13% sources as the organization expands beyond the early $13 trepreneurial phase where top management had personal (2‘:¥ntact with the majority of the people in the organization. 39 One device the organization has used to assist it in handling its human resources problems is the employment of a professional human relations consultant. This con- sultant became a professional consultant in the field of human relations, as it relates to business decisions at all levels of management, became a continuing part of the company's management training program on a year around basis in 1968. One of his primary aims was to improve communication within the corporation. CHAPTER III RESEARCH DESIGN This chapter describes the basic design for this study and the research instruments and methods. A description of the overall research design is provided in the first major section of this chapter. The second major section is devoted to the pre-data collection phase. This phase included the development of the testing instrument and the selection and description of the target variables to be measured. ~It also contains an explanation of how these variables were measured. In addition, the pre-testing or pilot test procedures are explained. The third major section describes the data collection phase. A description of the administration of the questionnaire to the (main body of) respondents is given. In the fourth major section is presented the post-data collection phase. This includes the methodology for analyzing the unusually high number of variables and an explanation of the as- sessment of the interrelationships among these variables.1 1See Appendix F for a description of the computer program used to handle this high number of variables. 40 41 Description of the Over-All Research Design The basic research design was a "case" study of one company--Acme Industries, Inc. The major variable areas considered were: as predictors, membership, "organizational" (structural), "dynamic" (process), and external environmental, and as criterion, organizational effectiveness. These five areas consisted of 363 manifest variables which are introduced in the second major section of this chapter. A general model of the major variables involved is depicted in Figure 3.1. The strategy for the methodology of the analysis basically involved two general tasks. First, since there were so many variables, there were no programs capable of dealing with all of them in one analysis. Because of this difficulty, the variables were placed into subsets that seemed to be representative of these 363 variables.l Analyses were made of these subsets to determine commu- nality. Those measures which appeared to have communality were "collapsed" into subscales. This procedure was pur- sued with the ultimate objective of reducing the variables to a maximum number of fifty subscales which was a con- straint of the Discriminant Analysis routine one of the routines to be employed. 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Got \\ 1.! azmaummxm o \ ‘ 1?! sound opou oao opou I0“ opoo IQ“ mono m ooou m4m>m4 46 Respondents: All responded except to those variables indicated below with asterisks. Only divisional chiefs and higher responded to these variables since they tended to be the only respondents who were in a position to have information. Specific Variables: a. Component structure* b. Function of the divisions and departments c. Goal orientation: certainty and clarity, difficulty, multiplicity, specificity, certainty, and predictability d. Time orientation e. Final product competition* f. Technology of the production process* 9. Rate of change of technology* "Dynamic" (process or climate) variables Respondents: A11 Specific Variables: a. Communication b. Coordination and integration c. Motivational climate d. Method of goal setting e. Informal organization f. Amount of control and influence exercised by each level 9. Methods of decision making l. 47 Methods of conflict resolution and problem solving Interdepartmental relationships Interdivisional relationships Management styles: Peer Superior Likert Degree of trust 4. External environmental variables1 Respondents: All Specific Variables: The effect of the following variables upon the operation of the division: a. b. Technology Competition for final product Suppliers Rank and file attitude and morale Public policy Union-management situation Availability of financial resources l The writer conducted an informal investigation to determine if any previous attempt had been made to compare the Likert and Lorsch and Lawrence measures. No one at the Alfred P. Sloan School of Manage- ment, Massachusetts Institute of Technology, was aware of any work done correlating the Lorsch and Lawrence and the Likert Scales. Nor was Professor Lorsch at Harvard Uni— versity aware of anyone who has attempted to find any relationship between the two scales. 48 The dependent variables.--Thirteen criterion vari- ables are included in the study. Of these, the component criterion variables (measures of success of a component) basically are of two general types: subjective (behavioral) and objective (econometric). l. Subjective (behavioral) Respondents: All in each component a. Degree to which objectives are met b. Level of competence and development of employees c. Efficiency of the operation d. Flexibility and adaptability of component e. Amount of planning f. Degree of coordination, cooperation, and integration of all employees 9. Initiation of improvements and innovation h. Public/social responsibility i. Per cent rating of divisional actual per- formance to the ideal performance j. Per cent rating of Acme performance to ideal performance The econometric (objective) variables are: Respondents: Divisional managers only a. Growth in sales b. Growth in profits (before taxes) c. Growth in return in investment (before taxes) 49 A listing of the dependent and independent vari- ables is shown in Appendix B. In this appendix, the reference source for each variable, the number of original and recoded variables under each category, the number of subsets in which each variable was included, and the recoded variable number are given. An unsuccessful attempt was made to identify each respondent's specific location in the company. Many members of top management believed that such an identi- fication would cause many respondents to compromise their responses. Therefore, it was decided to discard any attempt to pinpoint the specific location of the re— spondent within his division. Only the general location of the respondent as to his or her division, department, and level was identified in this research. A listing of the expanded 363 variables is shown in Appendix C. A copy of the questionnaire in its final form is presented in Appendix D. Pre-Testipg the Questionnaire Once the component parts of the questionnaire were developed, assembled and checked, it was duplicated in several copies. Its general context was reviewed by several members of management at the vice—presidential level to insure its general acceptance by members of Acme. A detailed review was made by the Personnel Director for 50 the purpose of insuring the correctness of titles of job positions, levels and departments and specific relevancy to the Acme organization. Many minor but needed changes and corrections were made. A sample of four persons, one from each division, was given a modified pre-test questionnaire. Each person was briefed as to the purpose of the study and content and was asked to fill out the questionnaire. They were asked to record any ambiguities on the questions and their general reaction to the questionnaire. The amount of time it took was also recorded. Reactions and comments were evaluated. Question number eighty-one was added as a result of their comments. Every effort was made to shorten the time required to fill out the questionnaire. One hundred and seventy copies of the questionnaire were then duplicated and prepared in envelopes for administration to the total respondent group. Data Collection Phase The questionnaire was given to the respondents in their respective plants on two days: Divisions B and C on January 23; and Divisions A and D on January 28, 1970. On each of these days it was administered in three shifts in a central meeting room. The main office personnel (presidential and vice-presidential levels) filled out the questionnaire in their respective offices. 51 The general reaction from the large majority of the respondents was favorable. There were a few who voiced some resistance or hostility. Specific written comments are contained in Appendix B. One person expressed the opinion that he felt that he could be identified if he filled out all the biographical and position location type questions. He was assured that this would not be possible. Several respondents said that they would like to see the results. A few at the lower levels asked if the results could be given directly to them. A few questionnaires with self-addressed envelopes were left for employees who were absent from the plant. The total number of respondents was 113 out of a possible 118; 95.7 per cent of the complete group. These five who did not participate were managers below the vice- presidential level. The time required to complete the questionnaire varied from forty-five minutes to one hour and fifty minutes. A few of the lower level personnel expressed some difficulty in understanding some of the questions. The researcher assisted those who raised questions concern- ing these difficulties. General Procedure for Administering Questionnaire The administration of the questionnaire for each group followed this procedure: 52 l. The researcher introduced himself and stated the reasons for this study. Every reasonable effort was made to convince the respondents of the potential usefulness of this study to them. The general points contained in the cover-Sheet of the questionnaire were explained. 2. Explicit mention was made that they could not be identified as individuals. 3. There was no time limit in filling out the questionnaire. 4. The researcher asked the respondents, when finished, to double check their responses to insure that they had answered all questions, to place the completed questionnaire in the envelope, seal it, and place it in a ballot box provided. Post-Data Collection Phase Upon completion of the administration of the questionnaires to the respondents, the conduct of this study entered the post-data collection phase. This phase consisted of those steps required to complete the analysis of the basic data. 53 The Purpose and Description of the Various Analytical Methods Employed The ultimate objectives of utilizing derived statistics in this research were to: (1) describe, (2) analyze, (3) classify, and (4) predict. Description is provided in the form of means and standard deviations. An explanation and description of the computer programs used is contained in Appendix F. To analyze the variables and their interrelation— ships, two multivariate analysis methods were employed: Factor Analysis, and the Largest Average Within Clusters Similarity Method. A description of these methods is presented later in this chapter. The discriminant analysis method was executed in an attempt to classify the variables and their inter- relationships. A description of this method is outlined on page 57 of this chapter. To determine variables or combinations of variables which can predict the effectiveness of an organization was the purpose of performing the multiple regression analysis. This method is described in the second major section of this chapter. A summary of these multivariate methods and other computer programs employed is presented in Table 3.1. 54 TABLE 3.l--A summary of multivariate analysis methods employed.a (DAPl) Valutest Percount Histogram IDCORR Factor Analysis Cluster Analysis (LAWS) Multiple Regression LSADD LSDEL DISCRIMINANT 249 Variables Total Values / \\ 363 Variables Total Each of 13 Subsets / / / Divisions x x 92 Subscales ,/ / / 64 Subscales Total (113 OBSER) x / ,x / / Total (56 OBSER) / Total (Dependent / Subscale Sepa- rately) Divisions x X Total 50 Subscales By Division / / By Level / / Completed Desirable X aSee Appendix F (pages 187-195) for an explanation of the above named programs. 55 Largest Average Within-Cluster Similarity (LAWS) MethodI’ The Largest Average Within Cluster Similarity (LAWS) is a hierarchical clustering method sometimes re- ferred to as cluster analysis. Its general purpose is to summarize and divide complex data into clusters and sub- clusters. It achieves two specific major objectives: (1) to construct sets of successively more inclusive clusters, and (2) to form these clusters in such a manner that the elements within each cluster are as similar to one another as possible and as dissimilar from all other elements as possible. Factor Analysis Factor analysis is a method for determining the number and nature of the underlying constructs (factors) among manifest variables. The factor analysis and Largest Average Within Cluster Similarity (LAWS) methods were employed in con- junction with each other initially to reduce the variable space of 363 dimensions to a factor or cluster space of 92 dimensions and still preserve the common variance of the original variables. lLeighton A. Price, Hierarchical Clustering Based on a Criterion of Largest Average Within-Cluster Similar- ity (East Lansing, Mich.: Computer Institute for Social Science Research, Michigan State University, March, 1969). 56 Multiple Regression Analysis Multiple regression analysis provides an analysis of the linear relationship between two or more predictor measures and a single criterion measure. The multiple regression program in this study was used to determine the extent of the relationship between the independent sub- scales and each of the dependent or criterion subscales. Discriminant Analysis The purpose for discriminant analysis is to maxi- mize interclass variance among central tendencies for all combinations of variables and to minimize intraclass variance among these same tendencies. For example, dis- criminant analysis would maximize the variance among the divisions of Acme and at the same time it would make mani- fest those variations which are the most descriptive of each division. It was hoped that certain variables would be found to be unique to each division but the results did 22E disclose any unique subscales. Because of the lack of any apparent unique vari- able it might be concluded that, although the organi- zation is divisional, it is relatively homogeneous in terms of the variables with which the organization was sought to describe. The discriminant analysis program is used when the investigator is interested in examining or predicting the group membership of individuals on the basis of a set of attributes of those individuals. This program determines linear combinations of the variables, called discriminant 57 functions, which maximize the ratio of between group variability to pooled within group variability.1 In this study we were interested in examining the divisional (group) membership of managers in Acme on the basis of the set of the fifty subscale scores of these individual managers. By finding one or more subscales that can reliably discriminate between the divisions a valuable management tool in the selection and assignment of manpower might be developed. Methodology of Analysis For purposes of this study, the numerous steps conducted in the analysis are categorized into the follow- ing several stages in chronological order: Stage One: Preliminary Steps Stage Two: Inversion, Recoding, Reinversion Stage Three: Subsets Determination and Initial Processing Stage Four: Factor and Cluster Analysis of Thirteen Subsets Stage Five: Collapsing into a Single Subset (92 Subscales) and Recoding Stage Six: Factor and Cluster Analysis of the 92 Subscales Stage Seven: Collapsing to the 63 Subscales and Recoding Ibid. 58 Stage Eight: Multiple Regression Analysis of the 63 Subscales: Histogram and Validity Check Stage Nine: Discriminant Analysis The purpose of stages three through seven was to reduce the number of variables down to within the input capacity constraints of multiple regression and discriminant analysis computer programs. Stage One.--The following preliminary steps were taken after the data were collected:1 1. A master code book was compiled containing these codes: a. f. Column number corresponding to the question number Card number A respondent identification number Each option of each question was given a code number Respondent answers to fill-in questions were coded Variable category number 2. Each questionnaire was edited by the writer. This editing included the appropriate response 1 Specific details are contained, as indicated, in Appendices: Various and numerous insignificant problems encountered are not discussed herein. 59 code in the right hand column. Where no re- sponse was given, a zero code number was assigned. 3. Next, the data from the questionnaires were keypunched onto Fortran cards. The cards were then verified by a different person. A dupli- cate deck of the cards was made as an insurance against possible loss. 4. The cards containing the value survey data (card 4) were separated from the deck by means of the mechanical sorter. The letters were converted to numbers through the use of the LETTERS program. A general editing was con- ducted and a frequency distribution was per— formed by the use of the Computer Institute of Social Science Research (CISSR) PERCOUNTl program. The data were screened for bad codes, errors, etc. Another check of the value cards was a summation of the reSponses of each re- spondent utilizing a SUMCHEKS program.2 Any sum not equaling 176 was checked for keypunch errors. 1Details of CISSR PERCOUNT program are given in Technical Report 18, Computer Institute of Social Science Research, Michigan State University. (Mimeographed.) 2Details of SUMCHEKS program are contained in the paper subject "Valutest," by Charles Hollen, Department of Psychology, Michigan State University. (Mimeographed.) 5. 60 A frequency distribution of each question was run to determine whether any responses were (1) outside of the possible range of options (usually an indication of a punching error), (2) incomplete. All data were screened and given a general editing. Several keypunching errors were found and corrected. It was only after the completion of this step that the raw data cards were considered to be in proper form for the second stage. Stage Two.-- l. The data matrix was inverted because of the horizontal data constraints which precluded writing 249 responses horizontally onto the computer tape. Blank responses were replaced by the mean value of all responses in each variable category. Recoding Routine. A routine was programmed to recode all 249 variables. This recoding was necessary to build dummy variables, where required, because of the computer's binary system. Each variable was categorized as one of the following: (a) unordered discrete, (b) ordered discrete, or (c) continuous. If a variable was not considered to be ordered according to a continuum, a "dummy" variable(s) 61 was created to provide a "Yes-No" answer for the computer. This brought the total number of variables (including the new dummy variables) to 363. Next, the data matrix was reinverted, printed, and punched into a new set of data cards. Stage Three.-- 1. Because of the limited capacity of the computer it was necessary to break the 363 variables down into thirteen subsets of ninety-two vari- ables each. This breaking down or collapsing was done in accordance to a set of rules. These rules and further details are contained in Appendix H. The new set of data cards was then read into a user's tape (Tape No. 2658) in the form of thirteen subsets sometimes referred to as "files." These files were numbered consecu- tively one through thirteen onto this tape. The entire set of data for the entire 363 variables were read onto this same tape and designated File 14. 62 Stage Four.-- 1. From the user's magnetic tape the arithmetic means, standard deviations, frequencies and Pearson product—moment correlation coefficients were calculated for data (on the tape) for each subset. A standard correlation coefficient was computed between all variables. For those cases of incomplete data, an adjustment technique was employed where the program based the compu- tations upon the data furnished, adjusting the frequencies in the computational formulae to compensate for the missing data. The mean and standard deviation for each variable were based only on observations including measurements of that variable, and correlations were computed only from observations which included measure- ments of both variables. A principal-axis solution to factor analysis was computed. Both Quartimax and Varimax methods of factor-analysis were also employed for each subset. Further details of these methods are continued in Appendix F. A "cluster analysis" was computed for each of the thirteen subsets. For details of this method see Appendix G. 63 Stage Five.-- 1. The purpose of this step was to reduce the number of variables to a maximum of ninety-two. 2. Two or more variables that fell within a single factor and also within a single cluster were combined (collapsed) into one subscale. 3. The subscales were then coded and "read" onto an appropriate "file." Stage Six.--The same analysis used in Stage Four was employed on the ninety-two subscales. Stage Seven.-—Similar steps which were used in Stage Five were followed to reduce (collapse) the number of subscales to a maximum of fifty. This degree of reduction was not found possible according to the results of Stage Six. The number of subscales was reduced to sixty-four and recoded. This data for the sixty-four subscales was "read" onto an appropriate "file." Stage Eight.--A multiple regression analysis was conducted on the sixty—four subscales.1 Because of a singular matrix this analysis was not successful and the culprit subscale(s) had to be found. This was done by use 1Multiple Regression (Least Squares) Analysis, STAT Series Description No. 7, Agricultural Experiment Station, Michigan State University. (Mimeographed.) 64 of the Least Squares ADD program.l Subscale 52, Ease of Entry, was found to be a linear com- bination with another subscale, and was therefore deleted from the analysis. This procedure reduced the number of subscales to sixty-three. Stage Nine.--Unfortunately it was not possible to conduct a discriminant analysis of the sixty-three subscales (because of the maximum limit of fifty subscales in its program) nor was it possible to collapse the sixty-three subscales to the ultimate objective of fifty subscales. Consequently, a discriminant analysis of the first fifty subscales was computed. 1Least Squares ADD Program, STAT Series De- §9ription No. 9, Agricultural Experiment StatIOn (East Lansing, Mich.: Michigan State University). CHAPTER IV THE IDENTIFICATION AND INTERPRETATION OF THE SIXTY-THREE SUBSCALES CONSIDERED SINGLY The objective of this chapter is to present the empirical findings as they pertain to the sixty-three predictor and criterion subscales. The characterization and description of the organization in terms of these subscales may yield a potential insight into understanding the perceptions of respondents with regard to behavior within the Acme organization. Specific findings relating to the leadership styles, personal values, organizational (structural), dynamic (process), external environmental, and organizational effectiveness factors will be outlined in this chapter. The sixty-three subscales were developed in the eight stages as outlined in Chapter III. These procedures are briefly reviewed: 65 66 The Original 249 Variables The results of the measurements of all 249 vari- ables need not be reported here; rather, only those results that have some bearing on the objectives of this study outlined in Chapter I are to be given. In other words, the results of the measurements of each of the sixty-four subscales only will be presented. The Expanded 363 Variables A listing of the total feasible, inclusive number of 363 variables is contained in Appendix C. In this listing are brief descriptions of each variable including the means and standard deviation. The Ninety-Two Subscales Ninety-two subscales were developed and processed in accordance with the procedures described in Chapter III. The sixty-four subscales were determined as a result of this processing and its subsequent analysis. The ultimate objective to collapse the number of subscales to a maximum of fifty was not successful. The Sixty-Three Subscales Results of the Measurements of the Sixty-Three Subscales The writer administered the questionnaire to the 113 managers using the procedure described previously in Chapter III. The data were processed and the original 67 249 variables were "collapsed" (in accordance with the pro— cedure(s) explained in Chapter III). Table 4.1 shows a listing of the sixty-three sub- scales with their titles. A more complete listing of these subscales is presented in Appendix I in which is also given the original variable numbers, means, standard deviations, and ranges. The general categories of the sixty-three subscales were: Predictor subscales: leadership styles, values, external environment measures, structural variables, and personal characteristics. Biographical and "locational" subscales on individuals. Criterion subscales; subjective evaluation of effectiveness and objective evaluation. The only sub- jective question that did not fit into the organizational effectiveness (subjective) subscale was found to be somewhat faulty in its wording. However, it did serve a worthy purpose in that it provided a check against the alertness of the respondents when answering these questions. Biographical and "locational" measures for each individual were treated as mediating variables. These general categories of the sixty-three sub- scales are summarized in Table 4.2. 68 TABLE 4.l.--Thc sixty-three subscales.* Sub- Sub- scale Title scale Title Number Number 1 Organizational Effectiveness 33 Equality, Forgiving, Loving, (Subjective) Helpful 2 Organizational Effectiveness 34 Family Security (Quantitative) 35 Freedom 3 Least Preferred Coworker I 36 Inner Harmony, Responsible, 4 Least Preferred Coworker II Self-Control 5 Division A 37 Mature Love 6 Division B 38 Pleasure 7 Division D 39 Salvation, Honest 8 Division C 40 Self Respect, Social Responsi- 9 Main Office bility, True Friendship 10 Foreman (lst level) 41 Wisdom, Logical ll Secretary/clerk/sex/ 42 Ambitious (2d level) 43 Broadminded 12 3d Level 44 Capable 13 4th Level 45 Courageous 14 Length of Service 46 Independent 15 Education 47 Intellectual 16 Age 48 Obedient~Polite ‘ 17 Bowers, Likert-~Dynamics 49 Responsible, Self-Control 18 Technology 50 (Technology of Production, 19 Environment--(not enough Small Batch information) 51 Technology of Production, 20 Competition, Suppliers, Large Batch, Number of Com— Rank & File, Finances petitors, Ratio of Managers/ 21 Rank & File Total 22 Public Policy 52 Number of Product Changes 23 8 Ideal Performance by 53 Local-Cosmopolitan Company 54 Sales Department 24 Departmental & Divisional SS QC Department Relationships 56 Personnel/Maintenance/Guard 25 Departmental Relationships Departments (Not enough information or 57 Rate of Change in Technology not required) 58 Length of Time: Feedback on 26 Divisional Relationships Success (Not enough information or 59 Length of Time: Feedback on not required) Success (Not Possible) 27 Structural Design 60 Multiplicity, Specificity, Job 28 Comfortable Life Control 29 ExcitinggLife & Imagination 61 Direction & Demand from Supe- 30 Sense of’Accomplishment rior 31 World of Peace 62 Position Power (Authority) 32 World of Beauty 63 Goal Setting in Division *Abstracted from Appendix I. 69 TABLE 4.2.--General categories of the sixty-three subscales. 1. Predictor subscales 1.1 Leadership style and dynamic (process) 1.11 Bowers-Likert--"Dynamic" 1.12 Fiedler's Least Preferred Coworker 1.2 Personal values 1.3 External environment measures 1.4 Structural subscales: adaptation "technology,"a number of levels, sub-units, goal-setting, job- control, communication, and departmental and di— visional relationships. 1.5 Personal characteristics, e.g., "local-cosmopoli- tan Mediating subscales 2.1 Biographical of each individual 2.2 "Locational" level, division, and department of each individual Criterion subscales 3.1 Subjective evaluation of effectiveness 3.2 Objective: per cent of growth in profits and sales aJ. D. Thompson's concept of the type of tech- nology employed by an organization to adapt to its environment. 70 Interpretation of Each Important Class of Variables Singly The subjective measure of organizational effective- ness (subscale 1) has a mean of 2.29 (Range = l to 5) which seems to show that the individuals of Acme do not perceive the organizational effectiveness of their respec— tive divisions to be particularly high or low. The lowest-preferred coworker measuresl became two subscales (3 and 4) which are referred to as LPC I and LPC II, respectively. Each subscale consists of several se- mantic differential measures. LPC I is a composite of six measures: pleasant-unpleasant, friendly-unfriendly, helpful-frustrating, cooperative-uncooperative, supportive- hostile, and efficient-inefficient. The mean of LPC I was found to be 4.73. The reflected mean was 3.27. LPC II is a composite of five measures: distant- close, cold-warm, boring-interesting, quarrelsome- harmonious, and gloomy-cheerful. The mean of LPC II was 4.04. The means of both scores fall between the ranges which Fiedler rates as "low" and "high." Fiedler's "low" LPC scores run from about 1.2 to 2.2; his "high" LPC scores run from about 4.1 to 5.7 for the entire eighteen measures. 1See Appendix M for Fiedler's original description of the terms involved. 71 Assuming, for the moment, that the total number of both LPC I and II measures were collapsed together, the resulting mean would fall somewhere between 3.27 and 4.04. In Fielder's words, high LPC leaders tend to be more concerned with establishing good interpersonal rela- tions--while low LPC leaders tend to be more concerned with the task and are seen as more efficient and goal oriented in their leadership behavior. Since the overall means of the Acme organization fall in—between these two ranges, it appears that their overall leadership style is somewhere in between being "people-oriented" and "task-oriented." Subscales 5 through 8 measured the division in which the individual belonged. Subscales 9 through 13 measured the position level in which the respondent was located. The length of service (Subscale 14) indicates that the average length of service of the managers to be about five years. The years attained in formal education (Subscale 15) averaged almost three years of college. The average age (Subscale 16) of the managers is about thirty years. 72 Subscale 17 was a composite measure containing the Bowers and Seashore,l Likert,2 and a few other miscellane- ous dynamic variable measures. This subscale essentially seems to measure the degree to which the individuals felt that they had influence or control over the operation of their division. The mean of 3.36 appears to show that they feel a fair amount of participation and influence in their respective divisions. The managers believed that technology used by their division affects very significantly their operation. Sub- scale 18 mean was 3.84. The managers believed that the availability of financial resources to the division was even more signifi— cant than technology. The mean of this subscale was 4.16. About one-third of the managers felt that they did not have enough information to make even an estimate of the effect of the various environmental factors (subscale 19). Its mean was 1.32. The managers felt that the factors of competition for the final product, the suppliers, the rank and file attitude and morale and availability of finances (subscale 20) to be almost as significant as technology. The mean of subscale 20 was 3.84. 1Bowers and Seashore, Organizational Effectiveness. 2Likert, Human Organizations. 73 Public policy (subscale 22) was not considered to be as significant as the above named environmental factors but was still considered to be significant. The mean of public policy was 3.03. The perceived overall departmental and divisional relationships were "somewhat better than average" (the mean of subscale 24 was 2.91). The Main Office managers per- ceived the relationships to be slightly better than those in the divisions. The ranking of personal values followed a remark- able pattern. The values, Family Security, Ambitious, and Capable were ranked in the highest six in every division.l Sense of Accomplishment and Freedom were ranked in the upper five in all but one division.2 Obedient-Polite, Pleasure, World of Beauty, and Mature Love were ranked in the lowest five in every division. Equality-Forgivigg— LovingéHelpful was in the lowest six in every division except one (subscales 28-49). This value was ranked sig— nificantly higher by Division C (N = 29). See Table 5.17 for the specific rankings. These results seem to show that the values of the managers throughout the mini- conglomerate are strikingly similar. lEach personal value is underlined throughout this study as an aid to the reader. 2Sense of Accomplishment was ranked ninth by Di- vision (N = 9) and Freedom was ranked twelfth by the Main Office (N = 10). In View of the small population in each of these two components, this statistic is considered less reliable in a technical sense. CHAPTER V INTERPRETATION OF THE INTERRELATIONSHIPS AMONG THE SIXTY-THREE SUBSCALES The objective of Chapter V is to present the empirical findings as they pertain to the interrelation- ships among the sixty-three subscales. In the first major section the results of the interrelationships among all subscales, including both predictor and criterion measures, are presented. Both factor and "cluster" analyses are used to reduce the number of variables and to point up significant relationships. In the second major section the results of the interrelationships between the predictor subscales and the criterion subscales are presented and interpreted. The method of analysis is multiple regression. In the third major section the results of the interrelationships of all variables within each division are presented and discussed. The multiple discriminant and histogram methods are used for this analysis. 74 75 In the last major section a comparison between the results of the analyses and interpretations of the preced- ing major sections is presented. Interrelationships Among All Subscales Factor analysis was utilized to determine the interrelationships among all subscales. The procedure used to determine the level of significance is presented in Appendix J. The eight factors, rotated for simple structure, are found in Appendix K-l. Such a rotation was conducted for the purpose of facilitating the inter- pretation of the data. These eight factors are: Factor No. 1 which accounted for 5.64 per cent of the total variance consists of the following predictor subscales:l 7 Membership in Division D 10 lst Level (Foremen) 13 4th Level 15 Level of formal education--Personal values: Cheerful-Clean-Cosmopolitan-Local (Ability to Leave Job) 1The variance (V) of the factor loadings is accounted for by communality (hz) and uniqueness (u). The uniqueness consists of the usual two forms: specific and error. Mathematically, this can be shown as: h2 + u s + e h2+s+e V U V 26 37 41 57 76 Did not have enough information to make an evaluation of the divisional relationships or relationships not required Mature Love Wisdom-Logical Rate of Change in Technology Factor No. 2 accounted for 4.85 per cent of total variance and consists of these predictor subscales: 36 53 54 Inner Harmony-Responsible-Self-Control Local-Cosmopolitan: Social Life Quality Control Department Factor No. 3 accounts for 5.01 per cent of the total variance and consists of: l 17 24 48 60 61 63 (Criterion)--Organizational Effectiveness (Subjective) (Predictor)--Fiedler's LPC I (Predictor)--Fiedler's LPC II (Predictor)--Bowers-Likert-"Dynamics" (Predictor)--Departmenta1 and Divisional Relationships (Predictor)--Obedience-Politeness (Predictor)--Mu1tiplicity, Specificity, and Job Controllability (Predictor)--Direction and Demand from Superior (Predictor)--Goal Setting in the Division 77 Factor No. 4 accounts for 5.32 per cent of the total variance and consists of these predictor subscales: 5 Division A 8 Division C 11 2nd Level 14 Length of Service 16 Age 19 Environment (not enough information) 43 Broadminded 45 Courageous 56 Personnel and other service type departments 59 Length of time for Feedback on Success (not possible to evaluate) 62 Position power and authority Factor No. 5 accounts for 4.83 per cent of the total variance and consists of: 2 (Criterion)--Organizationa1 Effectiveness (Quantitative)l 4O (Predictor)--Self-Re§pect-Social Responsibility- True Friendship 50 (Predictor)--Technology of Production-Small Batch lThis Organizational Effectiveness (Objective) Subscale was essentially discarded for reasons described later in the chapter. 78 51 (Predictor)--Technology of Production-Large Batch-~Number of Competitors-—Ratio of Number of Managers to the Total 52 (Predictor)-—Number of Product Changes During Past Ten Years Factor No. 6 accounts for 4.83 per cent of the total variance and consists of these predictor subscales: 18 Technology 20 Competition-Suppliers-Rank and File Attitude and Morale-Availability of Finances 22 Public Policy 27 Structural Design (Size of Division, Number of Levels of Authority, Number of Subunits, and Product Characteristics) Factor No. 7 accounts for 6.57 per cent of the total variance and consists of these predictor subscales: 28 Comfortable Life 29 Exciting Life and Imaginative 30 Sense of Accomplishment 31 World of Peace 32 World of Beauty 33 EgualityeForgiving-Loving-Helpful 38 Pleasure 39 Salvation-Honest 42 Ambitious 44 Capable 79 46 Independent 47 Intellectual Factor No. 8 accounts for 4.67 per cent of the total variance and consists of these predictor subscales: 6 Division B 9 Main Office 12 3rd Level 25 Departmental Relationships (Not Enough Infor- mation) 34 Family Security 35 Freedom 55 Sales Departments 59 Length of Time for Feedback on "Success" Results of the "Cluster" Analysis A summary of the "cluster" analysis of the sixty- three subscales is presented in Appendix K-5. The complete results of the "cluster" analysis are shown in Appendix K-2. Interpretations of the Factor and Cluster Analysis An approach taken to interpret the sixty-three subscale analysis was to compare the rotated factor load- ings with the "clusters" of the Largest Average Within a Cluster Similarity solution. Those items which were found together both in a common factor and a common "cluster" were considered to be definitive of underlying constructs. 80 A summary of those subscales which met the dual criterion is contained in Appendix K-S. Eight factor groups or dimensions meeting this criterion emerged and are described and interpreted in the foregoing paragraphs. The Eight Factor Groups or Dimensions.--One factor group which met the criterion was: Organizational Ef- fectiveness (Subjective), Fiedler's Least Preferred Coworker Measures, Bowers-Likert-"Dynamics," Multiplicity- Specificity-Job Controllability, and Direction and Demand from Superior. An interpretation of this factor-group might be the character of the management style (Authori- tarian-Participative) prevailing within the organization. This factor—group seems to reflect the degree of freedom and participation to which the managers are involved. Two of these predictors, Bowers-Likert-"Dynamics" and Direction and Demand from Superior were found, according to the Multiple Regression Analysis (described later in chapter), to maximally predict organizational effectiveness. Another factor-group consisted of Length of Ser- vice, Age, 2nd Level (+), Environment (not enough infor- mation) (+), Broadminded (+), and Position Power (Authority) (+). An interpretation of this group is that the per- sonnel in the 2nd level tended to be younger and have shorter length of service, not to have enough information In V- Flu. neu— ‘ a .«a mag. sh . - ..¢ wad n\¢‘ 81 about their external environment to make an evaluation, ranked Broadminded lower, and considered their position power to be low. Organizational Effectiveness (Objective) (+), Self-Respect-Social Responsibility-True Friendship (+), Technology of Production (Large Batch) (+), and Number of Product Changes During the Past Ten Years (-) subscales appeared in another factor-grouping. An interpretation of this factor-grouping might be mass production orientation. The first three subscales had positive factor loadings and the third subscale had a negative factor loading. Five value subscales composed into another factor- group were: Comfortable Life, Exciting Life-Imaginative, Sense of Accomplishment, Capable, and Intellectual. All had positive loadings onto one factor. An overall charac- terization of this group might be McClelland's Need for Achievement, because these values seem to describe those intrinsic motivators inherent in the life style of a business executive. World of Peace, and Equality-Forgiving-Loving- Helpful, were found to be in another factor grouping. These two subscales had negative factor loadings. This factor-grouping might be interpreted as the Rationalization of Idealism, where World of Peace and Equality-Forgiving— ggving-Helpful are the higher values of the fundamental idealist. ~- ‘vv YA Pu. .AA 82 Another factor-grouping consisted of the Main Office and Freedom-~both having negative loadings on a common factor. As seen in Table 5.2, the Main Office ranked Freedom lower than the other divisions. This might be interpreted to mean that the personnel in the higher echelons of an organization tend to give lesser weight to value of Freedom. Perhaps this is because they have more Freedom than others within the same organization and hence are less aware of it. Education and Wisdom-Logical formed another factor group. Those managers with a low education tended to rank Wisdom—Logical low. This factor-group might be charac- terized as a rationalization of the status quo or a form of anti-intellectualism. From this characterization, one might suspect a possible clash between two subcultures within the organization. The first level (foremen) and Rate of Change in Technology were in a common factor group. The first level technological conditions appear to be stable to the fore- men. The boundary units seem to be doing an effective job of protecting the technical core, to use J. D. Thompson's terminology. 83 Interrelationships Between the Predictors and Each Criterion Subscale Individually Organizational Effectiveness (Subjective) In the multiple regression analysis in which de- pendent (criterion) subscale number one was used, it was found that independent subscales 17, 6, 61, 34, 30, 62, 13, and 48 were significantly correlated. These are listed in decreasing order of predictive efficacy.l Subscale 17 is the Bowers-Likert-"Dynamics" subscale.* Subscale 6 is Division B. Subscale 61 is the amount of direction and demand perceived as being received by the respondents' superior. Subscale 34 is the personal value of Family Security. Subscale 30 is the personal value of Sense of Accomplishment. Subscale 62 is amount of position power in form of authority perceived by the respondent. Subscale 13 is the fourth level at which respond— ent's position is located. Subscale 48 is the combined personal values of Obedience and Politeness.* , 1All of these predictors are positively correlated K313} the criterion except that having a negative corre- at-‘Lon are marked with an asterisk. V n. ALI 84 These eight predictor subscales accounted for 55 per cent of the total variance of the subjective organi- zational effectiveness criterion. Interpretations The Bowers-Likert-"Dynamics" subscale appears to be the best predictor of all of the subscales for mini- conglomerate effectiveness. But, contrary to the writer's expectations, it is a negative correlation. This finding might be interpreted that the lesser participative (more authoritarian) that the managers tend to consider their divisions to be, the greater they perceive the effective- ness to be. In comparing the mean divisional scores on the Bowers—Likert-"Dynamics" subscale (17) (shown in Appendix I), the mean scores for Divisions A and B, which are both highly production-oriented, are the least par- ticipative (most authoritarian) while the research and engineering oriented Division D scores the most partici- pative of all the divisions. This seems to confirm the recent studies of Lorsch, Lawrence, and Morse who report similar findings.1 Further investigation is recommended to determine a few individual measures within this sub- scale which could be the best measures of this subscale. Division B of Acme Industries appears to be self~ Perceived as an exemplary division of effectiveness within 1Morse and Lorsch, "Beyond Theory Y,‘ Harvard Eflginess Review (May-June, 1970). or "L .6. 5 AH» «14H '1. vv N, Air —>\ fi,\h 85 the mini-conglomerate based upon the result that Division D was found to be a significant predictor of organizational effectiveness. By the same logic, it is interpreted that the fourth level (the level immediately below the vice— presidential-general manager level) is self-perceived as an exemplary group or level within Acme. The amount of perceived direction and demand from a manager's superior is another significant predictor of division effectiveness. An interpretation is that the lesser direction and demand perceived by the manager is related to greater mini-conglomerate effectiveness. The correlation between the lesser direction and demand from their superiors and the Bowers-Likert-"Dynamics" subscale is .44. One would expect these two measures to be logi- cally related. It appears that those managers who rank Family Securi§y_and Sense of Accomplishment higher perceive their division to be more effective. Those managers who ranked Obedience-Politeness lower believe their division to be more effective. Those managers having more position power in the form of authority for their own position tend to consider their division to be more effective. Criterion subscale 2 could not be used. Origi- Rally, in View of Acme's being a conglomerate made up of relatively autonomous divisions (components), the intent 86 was to obtain the three objective organizational effective— ness measures involving fiscal matters from each division. This did not prove to be feasible; fiscal data were obtained for the overall organization and Division B only. Since it was not logical to relate the figures of Division B with any other division, these figures should have been dis— carded. The problem then became what to do with the one response to the objective criterion which no longer is a variable but a constant. Because there was no known way to relate this criterion to the other variables, the whole objective criterion was essentially discarded as being meaningless. (A method by which the objective criterion could be used would be to obtain divisional data, transmute to a common scale, and to collect, in some way, the stated corporate expectations for each division. In short, the attempt made to salvage the objective organizational ef- fectiveness criterion was unsuccessful.) Interrelationships of All Subscales Within Each Division In an attempt to determine a clearer understanding of the nature and characteristics of each division, analy- ses were conducted to study the interrelationships within each division. The analyses to study the interrelationships of all subscales within each division were primarily based upon two methods: "Data Plot and Statistics for Variables" 87 (DAP 1) and Multiple Discriminant Analyses. These methods were previously described in Chapter III. The results and interpretations of each method are discussed in that order. For each division, the "Data Plot and Statistics for Variables“ (DAP 1) program formed histograms for each subscale and provided computations for each subscale con- sisting of the mean and standard deviation. In Table 5.1 is a summary comparison of the non- value subscale scores by divisions in the order of their perceived effectiveness and in Table 5.2 is a summary com- parison of the value subscale scores. In Appendix I is a complete comparison summary of the means with variances of each of the sixty-three sub- scales for each division in order of their perceived effectiveness. To quickly identify each subscale, the reader is invited to refer to the listing of the sixty- three subscales with their titles in Table 4.1. The division perceived to be the most effective by their managers was Division D. Division B, Main Office, Division C, and Division A is the ranking of the other divisions in decreasing order of their perceived effective- ness. 1 k 1There was a .29 correlation between the Ideal Per- formance subscale and Organizational Effectiveness (Sub- jective) for the overall organization. For the Main Office, the correlation between these same two subscales was .28. The correlation between these same two subscales: within Division A, .28; Division B, .35; Division C, .37; and Division D, .004. Since Division D had yet to become a formal organization at the time of this study, this lack of COrrelation would appear to be expected. 88 oa.m mm.m hm.m Hm.m mh.m COHmw>HQ CH mcfluumm HMOU mo om.~ m~.m oo.~ me.~ mo.~ soauonusa ocm umzoo .ooaoamom mo ms.m m~.m ~N.M so.m we.m uoauoosm scum oomsmo com cosooouao Ho on.~ No.~ ma.~ ma.~ mm.~ . 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II II it .Il ”merwd OCM COHMAxfiwD MO COHUNCOAMOQ MHIm voH.v ma~.e em.m mm.m H-.v HH one a omv.e mom.e om.m mo.m soa.v H can m m.ohm m.osm m.osm m.opm m.osm 1o>auoonooc mmocm>auuouum HucoHuouaououo m nv.~ qm.~ AH.~ ma.~ oo.~ io>auooflosme «moco>auoomwm Hucoauonacmmuo H moamuo d U CAM—n m D THHHB UHMUm . Iosm mammz coflma>flo .mmmcm>wuomwwo pm>flmouwm namcu mo uwpuo CH mconH>Hp an mmuoom mamomnsm msao>Icoc may no consummeoo dII.H.m mqm<9 89 .mmmcm>wuowwwm pm>fimoumm uflmnu mo umpuo mafimmmuoop CH woumwa mum mcowma>wo "muoz .03Hd> “manomfldmv muHmOQEOO mnu NON OHM manage Hmnao Add .QDHM> HchmHOQ GQGHHHOUGQ ”#9 HOW m..n m>OQM GOUUOflUGw an AomOZv awaits OHME m0 mHmEmm HMGOHHQC OSU HON Gflfiflme 038.1 o.o mm.m no.o mo.m va.o Ha.m oo.m Houucoo uHomImHommoomoom ac s.ma om.~a ~4.HH me.~H Ho.~a mm.~a qm.~a ouflaoqucmHomno av m.~H ms.oa es.oa ms.m vo.oa ss.o ne.oa Hmouomaaoucu he ¢.oa m~.oa oh.oH NH.oH ~m.m Ha.oH sa.oa pooocooouon oc o.» Ne.m so.oa ma.m o~.oa no.m mm.m mooooouooo m4 o.m om.m os.s mv.m -.o oo.m mm.o «Hoodoo «a o.s om.n oo.m o~.m mH.oH oo.m mo.m concasomoum me m.m HH.¢ m~.o Hm.e oe.m ¢¢.v «H.m msofiufinse «e 4.x Hm.m av.m ss.e so.m mo.s mo.a Hmoaooqusooma: He mflnmvcmwum onus .aua q.o mo.oH no.m om.m oo.m o~.oH om.m Iaaoaucooomm Huaoom .uoommomumaom ov m.o ~m.m mm.m Hm.» m~.m om.e ~m.o unooomIcoauu>Hum on ~.qH Ha.ma sm.ma o~.ma mm.~a ms.ma mq.ma magmooam on m.~H aa.~a ~a.~a om.oa mo.ma mm.va oo.~a m>oq assume an HOHHGOU H.HH o~.m mo.o oa.m op.> ma.m mo.m ImaomIoHnamcomnumImoosumm noccH on o.m va.s v~.e o~.m oo.o ss.m Na.» sooomum mm s.m mm.o H~.e oo.o NH.o Ha.m Hm.o suauouom smfisum «n H.oa mm.oa oo.m ~o.oH H~.HH aH.~H «m.oa asmoaomumca>oquow>aouomu uaaus m mm «.ma mo.ma ma.ma oo.ea ma.va -.ea ms.ma magnum mo canoe «m o.m om.m ms.o o¢.m ma.m mm.m m~.m . momma mo canoe Hm H.m ev.o 4H.o o~.m em.m oo.m H~.o poosnmaamsoooa mo omawm om m.ea pm.aa om.~a HH.oH hm.aa mo.o mm.HH o>flumoeomsHIoMfln mcauaoxm mm H.m om.k mo.a om.oa om.o sn.m~ om.m omen odomuuomsoo oN wameum 4 moemuo umnaaz H.omz« >Ao o >ao can: m >ao o >flo mane «savanna .Aumozv mouan3 mama mo onEmm HMQOAumc can .cowmw>fip some .mmwuumsch mend Mom muoono xenu nuance 09Hn> HmcomHomII.~.m Ham‘s 90 As shown in Figure 5.1 the Main Office scores the lowest LPC followed by Division B; Division D scored the highest LPC. This seems to indicate that the Main Office managers are more "task-oriented" than the divisions and that Division D is the most "people-oriented." For a more detailed description of high and low LPC ratings see Appendix M. A comparison of the Bowers-Likert-"Dynamics" by division as shown in Figure 5.2 places Division B the furthest to the left on the Authoritarian-Participative scale. This seems to indicate that Division B has the least involvement of their subordinates in the operation of their division. Division D and the Main Office is by far the furthest to the right--which appears to show that the managers of these two components have the highest free- dom in handling their operations and projects and have the most involvement in decision-making. A ranking of the personal values by divisions listed in the order of their perceived effectiveness is given in Table 5.2. A comparison of these rankings indi- cates that, in general, the personal values of the managers in every division are quite similar. From these comparisons, the subscale measures which had the maximum difference among the divisions were determined. The five most discriminating value subscales and the seven most discriminating non-value subscales were selected and are presented in the next two sections. 91 .conH>Hc >9 Av pew m mmamomesmv mmuoom 0mg Hmapmflm map mo comHummEoo «II.H.m musmflm HH HH m—r ——o— m—+ mamom -——d\— ._....Iy.. Hamnm>o moammo new: 0 d mcoflmfl>flo 92 .QOAmH>flp an mmuoom =moflfimc>o=IumeflAImumzom mew mo comflnmmEoo «II.m.m musmflm .mmmmcucmumm cfl cw>flm we mUCMHHm> some mo msam> one "meoz Av” v Hamum>o om.m 2“ o 833 mm.m cflmz iso.v . o ss.m 1o~.v O o os.m 1mm 5 o m Ae~.v ma.m . 4 i r _r i l i a... 1 __ 22:5 om.m oe.m oo.m om.m oe.m om.m o~.m oa.m =o>flommaoauumo= .msflomussoeuse= 93 The Seven Most Discriminating Non-Value Subscale Measures The seven non-value subscale measures which had the maximum difference among the divisions were found to be the Percentage Performance of Divisions/Company to the Ideal, Education, Least Preferred Coworker, Age, Position Power, Goal Setting in Division, and Length of Time for Feedback on Success. Further details are presented in Table 5.3. TABLE 5.3.--The five non-value subscale measures which had the maximum difference among the divisions. Maximum Differences Subscale Title Among Divisions 23 Per Cent Performance of Division/Company to the Ideal 3.00 15 Education 2.00 3 Least Preferred Coworker 1.50 16 Age 1.37 62 Position Power (Authority) 1.29 63 Goal Setting in Division 1.16 58 Length of Time for Feedback on Success .97 Division B perceived that their division and company Was performing the highest (87.8 per cent) in comparison with an ideal performance of 100 per cent. Division C, Main Office, Divisions A, and D followed in that order. 94 The Main Office has the highest formally educated personnel averaging midway between a master's and a bachelor's degree. Divisions D, C, B, and A followed in that order. Division A managers averaged two and one-half years of college education. The youngest managers are located in Division D (average age: thirty years), Division D, B, A, and Main Office have older managers in increasing order. The Main Office considered the departmental and divisional relationships to be sounder than did the mana- gers in the divisions. Division D, C, B, and A rated the relationships to be somewhat less in that order. The evi- dence is shown by subscale 24 in Appendix I-2. Position power was perceived to be the highest (2.00) by the Main Office and to be the lowest by Division C. Divisions B, A, and D in ther order were in the middle. Goal Setting in the division was considered to be the most participative by the Main Office. Division B considered Goal Setting in the Division to be the least participative. Divisions A, D, and C were in between in this order. These results seem to confirm the results of the Bowers-Likert-"Dynamics" subscale. The level at which goals are established within the division might be con- .Sidered to be a vital measure of the degree of partici- Pation managers at all levels possess in the operation and decision making process within their divisions. And Yet” there was only a .25 correlation between the Goal SEBtting and the Bowers-Likert-"Dynamics" subscales. 95 The length of time for Feedback on Success was considered to be shortest by Division A and to be the longest by Division D. This might be interpreted to mean that Division A has a short-term time orientation and 'Division D has a long-term time orientation. Division C ranked next shortest followed by Division B and the Main Office. The Five Most Discriminating Value Subscale Measures Because of the large number of value measures the five most discriminating value subscale measures were selected by the writer for detailed discussion in this section. The five value subscale measures which had the maximum difference among the divisions were found to be Comfortable Life, Mature Love, Sense of Accomplishment, Freedom, and Equality-Forgiving-Loving-Helpful. These values are listed in decreasing order of maximum differ- ences among the divisions. Further details are presented in Table 5.4. Comfortable Life was found to be the most dis- criminative value. Division A ranked Comfortable Life the highest (7.80); Division D ranked it the lowest (13.77) --a sizeable difference of 5.97. Division A is comprised 0f manufacturing personnel as compared with the research- Oriented engineers in Division D. This tends to confirm the findings of Beech's study previously described in 96 TABLE 5.4. The five value subscale measures which had the maximum difference among the divisions (from a total number of twenty-two value subscales). Maximum Differences Subscale Title Among Divisions 29 Comfortable Life 5.97 37 Mature Love 3.60 30 Sense of Accomplishment 3.46 35 Freedom 3.43 33 Equality-Forgiving- Loving-Helpful 3.33 Chapter I. Division B, C, and Main Office followed in that order of ranking. Mature Love was ranked the highest (10.90) by the Main Office. Divisions A, C, B, and D ranked Mature Love in decreasing order. Sense of Accomplishment was ranked the highest (5.20) by the Main Office. In decreasing ranking order were Divisions B, C, A, and D in that order. Sense of Agcomplishment was found to be a significant predictor of the Organizational Effectiveness (Subjective) criterion by the Multiple Regression Analysis method described earlier in this chapter. Division D ranked Freedom the highest (5.77) of all of the divisions and Main Office ranked it the lowest. DiVisions B, A, and C in that order ranked Freedom in be- tween, 97 Equality-Forgiving-Loving-Helpfu1 was ranked the highest (8.86) by Division C, followed by the Main Office, Divisions A, B, and D. In Table 5.5 is presented a comparison of all the rankings of personal values with divisions listed in the order of their perceived effectiveness and with the rank- ings of a national sample. Multiple Discriminant Analysis A Multiple Discriminant Analysis was conducted to test the significance of the differences among divisions. Each of the subscales which were the most significant -under each of the four discriminant functions were sub— :scales that identified the respondent's division (group). ‘No other subscales were more significant. It was sus— pected that these five subscales were suppressing the other subscales, so another program analysis was planned to be run omitting those subscales which identified the respondent's division and level. Because of unavoidable computer difficulties this analysis has not been completed at the time of the completion of the thesis. A Summary of the Interrelationships of All Subscales Within Each Division These results seem to confirm those of Lorsch, Lawrence, and Morse who propose that the most productive organization is one that fits the needs of its task and people in any particular situation, rather than adOpting 98 germ Inc0aum cane >uaaAAHmcomm Ioz acquom HouuCOUIwHom manqmcommom «unavouIeoumaz uuommomuuaom women we pane: ucmvcwmocCH >cOEum: umscH uncommusou acoEumm MeccH Houocouuuaom maaamcommom Houucoquawm mwwa »:0Eum: hoccm AmufimoaIEocqu 50pmeum wouomwnopanoz wanflmcommmm wanmuu0mfiou xuwaasvm mwcm Ivcmwum wane Heuucoquaom >uflaanflmcoam Houucoqume wanamcommmx Imm Hmfiuow o>aum:wmmfiu manamcommom popcaeumOum >COEum: umccH uuomwmmumawm owed mcauauxm HmuamoaIEovmaz :0wuo>amm asunder .ocfl uummmomeHom I>oq .mcfl>flm Heuucoquawm cued manwmcommom menu maowomusou Iuom ~>uHHmsum wanwmcommom wanmququu HmzuumafiwucH >:0Eum= uwscH Incwwum wane Hopscoquamm wanamcoamwm ummco: ucwfinmfiflmeoo auwusumm momma uo pauoz >coeum= uwscH .cohum>amm Havauoquoumflz I04 mo wmcmm UmU:«Epm0u9 anneaumz menu Ipcmaum mane >uflawnwmcomm omoco: umwcom Iom quoow umwco: unocom .coHum>Hmm .COAum>Hmm uuwamwmImawm .c0«um>amm momma mo mayo: ~counumznmm uoommwmeHmm Houucou uamm Houucou wamm mdnwmcommmm muse wabmuMOwEou manflncommmm teenaEpmoum >COEum= uwccH twpcfificmoum uumwm mo pauoz scone: Houucou uaom Houucou wamm owed manu potassmeum wanmmmu msowomusou Imanhmcommmm HuonOAIEOUmHS Imanamcommom, IuNOMEOU 4 anewmoq ummcom ucwfinmfiHmEou Eopmmum Eopmwum Ieocmaz Eonwmum IcoHum>Hmm Eocomum Iu< mo mmcmm >ueu xuqu >uwu auausomm madame Isomm xaaemm Isuwm >aasmm magmamu Eocemum Isuwm >Hafimm mmocammmm ucmEanHm hues Inoou< mo mmcwm momma wo pane: wanmmmu Isumm >HHEmm manmmmu manmmmo Eonmoum unwESmflamEoo >uflu ucmfinmfiameou Moan manmmmo msofluwne< Iu< uo wwcwm mDOAuAnE< Iaowm >awEmm I04 we mmcmm Isumm >Hfismm ucwecmHHmEou unwErmHHmEou unwenmaamsou m20aquE< Ie< we mmcmm msoHanE< Io< mo wmcmm I04 mo emcem msofiuflnE¢ momma mo vauoz Aom u 2v Amm n 21 Aoa u zv “mm u 21 Am n zv Amaa u zv Aaom n z. r conH>Ho u ceama>uo moflmuo new: m cofimfl>ao o coflmw>ao A>Hco mosam> Aaamum>ov wEo< Hmcaaumsv o>4uuwuum ummmmq m>auoowum owe: meEmm wmsoaumz .mmm:o>auomwwm po>aoouwm mo uopuo CH poumaa mcoflmfl>au wn mesam> assemuwm we msaxcmmII.m.m mqmusmmm mo pauoz muflaom Iucmwpmbo m>oq mucus: m>aumcwmmEH owed mofluaoxm Haemamm .ucfi>oq .wca>«muom .mufiamswm HmsuumaamucH ucmpcommUcH deem Ipcmflum mane soaflaoamooom Imm HmHUOm pommmmmImamm musmmmam husmwm mo peso: m>oq ensues m>aumcammEH omen unwuwoxm muHHom Iucmfipwno ucmpcmamch HmsuomaauucH mooommusou mqu manmuu0meou whammmam xusmwm mo pane: muwaom Iucmwpwno m>oq ensue: omen manmuH0mEou Hammaom .mcw>oq .mcw>flmuom .muflamsvm ucmpcommccH m>fiumcammEH meaq moaueoxm HmsuomaamucH wusmwm mo cauoz m>oq ensue: musmmwam muwaom Iucmfipwno m>wumcflmmEH mead ocauaoxm Hammamm .m:w>oq .mcfi>wmuom .moaaoswm HmouomaamucH msommmusou popcwfipmoum m>oq mucus: unseen mo panes enammmam wmaq maneuHOMEoo wuwaom Iucmwpmno Hauaaom .mcw>oq .mcfi>wmuom .muaamsom masm Ipcmfium mane speafloamcoom Imm Hmaoom uummmmmeHmm ucwocmmmch mdommmusou musmmm mo pauo musmmmam m>oq ensue—a muflaom Iucmwpmno m>wumcwmmEH mean moauaox Hammamm .m:w>oq .ucfl>flmuom .huwamsvg amouomaaoucH ucmpcommch mane Ipcmflum mans spaaaoemoomm Iom Howoom pommmmmImamm omen mcfluwoxm Gd musmmoam cofluwcmoomm amaoom unseen mo pane: m>oq ensues 100 only the participative (Theory Y) approach. In this re- search Division D which has a long-term time orientation and a scientific goal orientation was found to have the most participative character of superior-subordinate relations than the other divisions. The managers of Division D were found to be more "people-oriented." Whereas Division B operates in different "climate" of short-term time orientation and a manufacturing goal orientation was found to have the least participative freedom of its superior-subordinates and the styles of its managers were found to be more "task-oriented." A comparison of the most significant differences in the two most effective divisions and the Main Office is summarized in Table 5.6. The Main Office Whose primary goal orientation is conglomerate management and its time orientation might be considered to be combination Short-Long-Term rated their Superior-Subordinate relationships next to the most par- ticipative of all. And yet, the Main Office was found to be the most "task-oriented." The five values, Comfortable Life, Mature Love, Sense of Accomplishment, Freedom, and Equalipy-Forgiving- Loving-Helpful were found to be not only the most dis- criminating values of all but provided a significant dichotomy among the two most effective divisions and the Main Office. This is shown in Table 5.6. Division D ranked these values either the lowest or the highest among the divisions and Main Office. Division D, with its 101 Ame ummrmam 0» uxmz Ame ummsoq Ado amonmam Adv umosmam 14c umm3oq o» uxmz .. umuamflHOIxmma .. “m0: m>HummHoauHmm umoz m>wumm Iflowuumm umoz on uxmz ummsmflm quEmmm Isms mumumfioamcoo EH08 mcounuonm Ame ummzoq 1H1 ummnoae Ame umosoq Ame umozoq Ame umozoq =pmucm Ifiuo manomms who: comsuwmIcH m>wummfloapumm umoz nmzoq uawwucmwum Emma mcoq Ave ummsoq op uxmz Ame amonmflm ou uxmz Ame umonmam ou uxoz rev ummzoq 0» uxmz Ame umonmfim ou uxmz spmucmHHOIxmme= who: m>wummwoflunmm ummmq m>aummfi0Huumm pmmmq nonoam meansuemwscmz Emma uuonm "HemmHmm Imcm>oqucH I>Hmuomlhufiamsmm "admwwuw "unmenmflam Immmm¢lwmlmmmww um>oq ensues nomad maneuhomfiou "mm:Hm> "mawum Hmwummmcmz "newcomfiou ca ocauuom Hmoo ”mmwnmcowumamm mumsfipuonsmIHoHHmmsm "suauosuom can Hm3om cowuwmom "cowumucmeuo Hmou "cofiumucmwuo mafia moammo news a cowmw>wo m coflme>ao moaumflumuomumno m>fluommmm umoa o3» .m0flmmo GHME ms» was mcowmw>fip esp cw mmocmummmwp UGMOflmwcmHm umoE may no uomnuxm chI.m.m mqmde 102 scientific orientation, considers Freedom to be of more value than the other divisions. Main Office ranked Sense of Accomplishment and Mature Love the highest among the five components. The value Sense of Accomplishment might be considered to be similar to McClelland's Need for Achievement. It is not surprising then that the Main Office managers would possess this high sense of intrinsic motivation. A Comparison Between the Eight Factor Groups and the Eight Significant Predictors A comparison was made between the eight factor- groups described previously and the eight predictor sub- scales which, according to the multiple regression analy- sis discussed earlier, maximally predicted the effective- ness criterion. Four of these eight predictor subscales were found to be a part of three of the eight factor- groups. Inferentially, it appears that there are three distinct dimensions to the subjective elements of organi- zational effectiveness of the mini-conglomerate.l 1The writer does not wish to convey the notion to the reader that there is a direct mathematical tie between the findings of the factor analysis and the multiple re- gression analysis methods. In other words, it is not intended to directly compare the factor loadings with the beta weights of the multiple-regression. 103 These three apparent dimensions of mini-conglomerate behavioral effectiveness might then be described as: (l) the character of the management style--the degree of participative management involving superior-subordinate relationships, (2) the power or authority in the hierarchy, and (3) the need for accomplishment or achievement pos- sessed by the individual managers. CHAPTER VI SUMMARY AND CONCLUSIONS Chapter VI consists of five sections--the first is a general summary of the background and nature of the re- search. The second section of the chapter presents an evaluation of the research hypotheses based on the findings presented in Chapters IV and V. Section three contains the major conclusions of the study. Section four proposes some implications of the research. Section five identifies areas warranting further investigation suggested by the research. General Summary of the Research The investigation was prompted by an interest in the peculiar organizational and management problems associ- ated with conglomerates. These problems tend to become acute as the organization expands beyond the early entre- preneurial phase. TOp management is no longer able to make daily personal contact with the majority of the people in the organization as growth occurs. The key problem then becomes how can the organizational effectiveness (needs and goals of the mini-conglomerate) be maximized while at the same time the needs and personal goals of the members and of 104 105 each of the rather different organizational sub-components (here the "divisions") be satisfied? The research focused upon an extremely successful Midwestern mini-conglomerate which recently expanded beyond its highly personal, entrepreneurial stage. One hundred thirteen members of management ranging from foremen to the president were the respondents to a detailed questionnaire. Five molar dimensions of organization were examined: (1) "membership," (2) "organizational" (structure), (3) "dy- namic" (process), (4) external environment, and (5) organi- zational effectiveness. The basic objective was to make an intensive case study of the firm using all possible measures and instruments which the literature search revealed as holding promise. Conclusions The analysis presented in Chapters IV and V would seem to warrant these conclusions: 1. The results of the study appear to generally support the general hypothesis that organizational effec- tiveness is significantly related to three of the four other molar dimensions. The personal values of the "membership," Family Securipy, and Sense of Accomplishment were found to be significantly and positively related, and‘Obedience- ‘Politeness to be significantly but negatively related to OJE‘ganizational effectiveness. The "dynamic" measures fOUnd to be significantly related were the Bowers-Likert- 106 "Dynamics" subscale, the amount of direction and demand re- ceived from the superior, and the amount of position power. The "organizational" measures, goals and time orientations, were found to be effective mediating variables in dis- tinguishing between the management and leadership styles of the most effective divisions (see Table 5.6 on page 101). 2. This study appears to have presented an accurate description of how people differ within the corporate organization. This difference is evident but many of the variables do not appear to relate to organizational effec- tiveness. On the other hand, several dimensions and measures appear to be potentially effective for measuring organizational effectiveness, namely, the Bowers-Likert- "Dynamics" subscale, the amount of direction and demand received from the superior, Family Security, Sense of Accomplishment, Obedience-Politeness, and the amount of position power in the mini-conglomerate. Since the results show that membership in Di- vision B is positively related to perceived effectiveness, Division B appears to be an exemplary division with respect to organizational effectiveness. Division B would then appear to be a worthwhile norm or standard for the other divisions of Acme Industries, providing that their technologies are comparable. The amount of direction and demand perceived as being received from the superior is positively related to the degree of perceived organizational effectiveness. 107 The amount of position power in the form of authority is positively related to the degree of perceived organizational effectiveness. The comments of the respondents indicate that the questions were helpful and insightful to them in respect to the performance of their positions. 3. There appear to be seven behavioral dimensions which describe the conglomerate used as the case study. These seven dimensions are: (a) The character of the management styles prevailing within the organization. Those divisions with a short-term time orientation and a manu- facturing goal tended to have less participative management style and their managers seemed to be more "task oriented." The division with a longer-term time orientation and a scientific goal orientation had a more participative manage- ment style and their managers tended to be "people oriented." This seems to confirm the findings of Lorsch, Lawrence, and Morse. (b) Position power and information about the ex- ternal environment tend to be correlated, i.e., where the position power is less in the lower levels of the organi- zation, the knowledge of their external environment tends to be less. (c) The need for achievement consisting of several personal values emerged as intrinsic motivators in the managers of the conglomerate. These values are Comfortable Life, Exciting Life-Imaginative, Sense of Ac- complishment, Capable, and Intellectual. (d) The 108 rationalization of idealism. Two fundamentally idealistic values, World at Peace and Equalirnyoving-He1pful-For- giving, were universally ranked together at the lower end of the manager's scale. (e) An inverse hierarchy of Freedom seems to exist where the higher level managers consider Freedom to be a lower value than do those managers in the lower levels. (f) A rationalization of the status quo (managers with less education tended to rank Wisdom-Logical low). (9) A hierarchy of a perceived rate of change of technology (lower level managers tended to consider the technological conditions to be stable while the higher level of managers tended to consider the rate of change of tech- nology to be less stable). 4. Pertaining to personal values: a. There is a strong communality of values among the managers of every division. b. There does pep seem to be a stronger value consensus (communality) among the managers of the more effective divisions than among those managers in the less effective divisions. c. The value A Comfortable Life did not rank significantly higher in the value systems of the managers than the national sample but it did prove to be a discriminating value among the divisions. 109 d. The values A Sense of Accomplishment and Family Security appear to be positively and significantly related to organizational ef- fectiveness. The value Obedience—Politeness seems to be negatively but significantly re- lated to organizational effectiveness. e. The results of the study provide to top management certain clues concerning company values1 as manifest in their managers which should serve as a guide in expanding the management team. 5. Pertaining to the "dynamic" (process) variables: a. The management leadership style exercised in Division A and B (manufacturing goal orien- tation and short-term time orientation) appear to be more task oriented and appear to be more authoritarian than the other divisions. b. The management style exhibited in Division C and D (scientific goal orientation and longer-term time orientation) tends to be more "people oriented" and appears to be more participative. Since Division D has the least predictable type of situation of all the components in Acme, it would seem that all levels of Division D management d' 1See Table 5.5 for a ranking of the company and 1~\?isional values. 110 would need more influence to deal with this environmental uncertainty. The more partic- ipative structure for Division D as recom- mended by Likert would seem to be desirable. The results of this study confirm this. c. The leadership style of the Main Office of the mini-conglomerate tends to be "task oriented" and yet, at the same time, the management style of the Main Office is more participative. This result might be an in- dicator of an innovative combination for top management of a conglomerate. While being "task oriented," they believe in partici- pation of the managers in decision making at all levels. d. The result that the Bowers-Likert-"Dynamics" measures collapsed into one subscale seems to substantiate the validity of their scales. It would appear that one underlying dimension exists common to these scales. 6. Although values are generally homogeneous in Acme, there is a striking polarization of four values between Division D and Main Office. 7. The findings in this study do not support Inahoney's findings of seven dimensions of subjective cri-' teria for organizational effectiveness but instead, within tile framework of the analysis used in the present study, a«1.1 of the subjective criteria fell into one subscale. 111 Implications of the Research for Management As noted in Chapter I, the identification of the personal values of the members of the organization provide to each division an awareness of the relative values their members possess. The extent of the relationship between certain values and organizational effectiveness provides top manage? ment with profile of the firm's key values and a base from which to plan in the years ahead. By taking steps to better understand their own and other group's values, management can gain an important advantage in developing workable, well-supported, and more rational policies. Utilization of Human Resources Management, as defined in Chapter I, is considered to be a process of planning, organizing, leading, and con- trolling a complex mix of resources to achieve the objec- tives of the mini-conglomerate. These resources include: human resources which consist of those members of the mini- Conglomerate, and their values, skills and knowledge; financial resources; material resources consisting of the mind-conglomerate's buildings, equipment, and other PrOperty; and proprietary resources comprising trademarks, trademarks and the mini-conglomerate's name and reputation. To determine more precisely the effectiveness 0f Inanagement's performance it is necessary to have 112 information about the status and utilization of all re- sources of the mini-conglomerate. Without such information, it is difficult for the mini-conglomerate top management to know whether profit is being generated by converting a resource into cash or, con- versely, whether sub-optimal performance actually has been generated by investments in developing human resources. To generate this information it is suggested that Acme Industries and other conglomerates institute a prac- tice of including the accounting of their human resources within the existing framework of their conventional account- ing procedures. Another course of action which should be helpful would be the establishment of a personnel assessment pro- gram. The purpose of this program would be to objectively and uniformly measure those special managerial qualities and to determine an individual's overall potential for a supervisory position. Based upon the findings of this study it is recom— mended that the following programs be considered for im- plementation by Acme Industries:1 1. A well planned continuous program to improve the communication within and among the divisions should be iJmstituted. Several suggested means to improve this b _ 136a Appendix E, pages 175-186 for some of the asls for the suggestions in this section. 113 communication might include: (a) various written media such as periodical newsletters, bulletins, or a company paper designed to increase greater understanding of the other areas of operations and problems, (b) scheduled, periodic meetings, conferences, seminars, and workshops designed to increase the flow of accurate communication downward, up- ward, and laterally, and (c) the distribution to all mana- gers from foremen to president of the summary extracts of the results of this study. These extracts might include such items as a comparison between the divisions and levels in the areas of communications, relationships be- tween departments and divisions, personal values, manage- ment styles, and perceived effects of the external environ- ment. If follow-on studies are conducted in the future, a comparison of the results of this study with the results of later studies could be distributed. This could provide management with a valuable divisional and mini-conglomerate profile over a period of years. 2. A sustained multi-stage development program designed for two main thrusts: (a) the development of individual management capability and potential at all levels in decision making and problem solving; and (b) the development of several key aspects of the divisions and the mini-conglomerate. These aspects could include (abjectives and goal setting, policy formulation, long- Irange and short-range strategies for their organization, and improved communications. 114 Implications of the Research for Organizational Theory The present research has potentiality in the development of organizational theory primarily in its contribution to relevant descriptive content and method- ology. Descriptive efficacy is a prerequisite to more analytical and predictive studies. The general theory proposed by Likert, that in the long run those organizations whose overall management style is more participative will be more effective, does not seem to be fully supported. As indicated earlier, the most effective division which had a short-term time orien- tation and a manufacturing goal orientation appeared to be the least participative. The most effective division with the longer term time orientation and a scientific goal orientation appeared to be the most participative. The contingency theory advanced by Lorsch and Lawrence seems to be generally confirmed in this research. Where differentiation in the aspects of time and goal orientations are considered within each of the two most effective divisions, significantly different management styles prevailed (using primarily the Bowers-Likert mea- sures). Furthermore, significantly different leadership orientations of the managers (measured by Fiedler's scales) seemed to emerge. 115 Advantages and Disadvantages of This Type of Research The advantages of the field study type of research of one organization might be summarized thus: 1. It provides an intensive in-depth look at one organization. By penetrating deeply below the surface, it avoids the superficiality of the survey type of research. 2. Face-to-face data collection obviates the "non- response" problem. Related to this, all mem- bers of management can be included. The disadvantages of this type of study might be stated as: 1. Its scope is confined to one company. The findings may not be applicable on a general basis. 2. -It demands more time, money, skill, and energy to conduct than the survey type of research. It requires a good deal of research knowledge and sophistication.1 3. It has the potential weakness of the respondent not responding truthfully or frankly. To limit this possibility in the present study, the respondent was assured complete anonymity. lKerlinger, Foundations of Behavioral Research, Pp. 387-391. 116 4. It may give answers that reveal methods the respondent would like to use rather than those he does use. To limit these effects in the present study, careful phrasing of the questions and handling of responses was exercised by the researcher. 5. Variables such as social class, prejudiced attitudes, conservatism, liberalism, economic frustration, and mass communication can have a contaminating effect on this type of study. 6. There is so much noise in the communication channel that even if the effects are strong and the variance great, it is not easy for the researcher to separate the variables. 7. It is a scientifically weak "cousin" to labora- tory and field experiments. Its e§_post facto character require weaker statements of possible causal relations. 8. 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Group Rank Scientists Business Executives m 1 Freedom Freedom 'g 2 Wisdom Family Security 45'; 3 Social Recognition Social Recognition 24: 4 A Sense of Accom- Wisdom x g plishment aifi 5 An Exciting Life A Sense of Accomplish- & ment 'fi 6 Happiness Happiness m Family Security A World at Peace 'g Self-Respect *A Comfortable Life ,¢§ National Security Self-Respect. 271.3 10 A World at Peace National Security E§ 11 True Friendship Equality E 12 Equality True Friendship m g 13 Inner Harmony An Exciting Life 1N3 14 A World of Beauty A World of Beauty g: 15 Mature Love Inner Harmony "'5 16 *A Comfortable Life Mature Love g E 17 Pleasure Pleasure .g' 18 Salvation Salvation source: Robert P. Beech, "Scientists and Business Execu- tives in Bengal," Unpublished paper based on article in NORM: Calcutta University, 1968. *Statistically significant beyond the .05 level of probability using a Kruskal-Wallis §_statistic with a two tailed test. N Note: 25 in each group. Beech's report is taken at its face value with respect to the differences he reports as significant. The writer recognizes that to get two significant differ- ences out of about twenty differences at the 5 per cent level is what would be expected by chance. 125 TABLE A-2.--Terminal value composite rank orders for na- tional samples of male whites. NORC Whites Values N=561 Md. Rank A Comfortable Life (a prosperous life) 8.1 (6) An Exciting Life (a stimulating, active life) 14.5 (18) A Sense of Accomplishment (lasting 8.1 (5) contribution) A World at Peace (free of war and conflict) 3.6 (l) A World of Beauty (beauty of nature and the 13.4 (15) arts) Equality (brotherhood, equal opportunity for 10.1 (12) all) Family Security (taking care of loved ones) 3.7 (2) Freedom (independence, free choice) 5.0 (3) Happiness (contentedness) 8.0 (4) Inner Harmony (freedom from inner conflict) 11.1 (13) Mature Love (sexual and spiritual intimacy) 12.3 (14) National Security (protection from attack) 8.8 (9) Pleasure (an enjoyable, leisurely life) 14.2 (17) Salvation (saved, eternal life) 9.8 (11) Self-Respect (self-esteem) 8.4 (7) Social Recognition (respect, admiration) 13.9 (16) True Friendship (close companionship) 9.5 (10) Wisdom (a mature understanding of life) 8.4 (8) Source: Milton Rokeach, "A Theory of Organization in Change within Value-Attitude Systems," Journal of Social Issues, XXIV (1968). 126 TABLE A-3.—-Instrumental value composite rank orders for national samples of male whites. NORC Whites Values N=561 Md. Rank Ambitious (hard-working, aspiring) 5.5 (2) Broadminded (open-minded) 7.0 (4) Capable (competent, effective) 8.6 (8) Cheerful (lighthearted, joyful) 10.3 (11) Clean (neat, tidy) 9.9 (10) Courageous (standing up for your beliefs) 7.6 (5) Forgiving (willing to pardon others) 8.2 (6) Helpful (working for the welfare of others) 8.4 (7) Honest (sincere, truthful) 3.3 (1) Imaginative (daring, creative) 14.3 (18) Independent (self-reliant, self-sufficient) 10.4 (12) Intellectual (intelligent, reflective) 12.9 (15) Logical (consistent, rational) 13.3 (16) Loving (affectionate, tender) 10.8 (13) Obedient (dutiful, respectful) 13.7 (17) Polite (courteous, well-mannered) 10.9 (14) Responsible (dependable, reliable) 6.6 (3) Self-controlled (restrained, self-disci- 9.7 (9) plined) Source: Milton Rokeach, "A Theory of Organization in Change within Value-Attitude Systems," Journal of Social Issues, XXIV.(1968). .127 .manmu menu ea poms monocuoom new unoaucw>munnm mo noduMGMamxm Mom «ma omen 00mm moa we mddBOu. . emumoum mcwcwnue HHNHH.H mammonsw an oommmmuoa Haexu mo Ho>ma oa~aa.a msoaouo .m.o a~HH.H mmmmm 0cm mcwumxumz mmaa.a meousouou Hmwosmcwu mo aueawnoawu>< FNHH.H coda Insuwm unweommsmeIsoacD mNHH.H soaaoo oeaosm m-a.a menace can moosuwuum mafiu can xsmm «NHH.A unmeaamsm m~HH.H uospoum Huswu you newuwuemsou -HH.H macaosnoe» munueeoamcou H~HH.H Adamuo>ov uewuuuapsH osut NHH.H NH o o .20mmmm Emumoum mcwawoua HHH.H cmhaloeha meeaoam NH w m zommmm I50 an pmmmmmmom Addxm mo H0>0A oaa.~ onwanme «A o o zommmm aeocoum .m.= ma.a ohmHIomoH Ha o o zommmm madam can oaaumxuaz uH.H oHoHIoomH amousOmmu ms.~a NH e zoommm Hmaocooem mo speaanaafla>< 5H.H _ Hmmauooma HH.~ me o a a a coaumsuao unmsmmmcuaIaowao oH.H HmvHIoeoa HH.oa «H m A a A mowaom Deanam mH.H amvHIcoma ~H.Ha.w NH m menace can mpsueuum mean can xsom ¢H.H HanIomma Ha.w NH e A a A mumeammsw ma.a HHMHIow~H HH.> NH o A a A acetone Hosea HON newuwuemaou ~a.a amNHIoowd ma.~ «a e a a a seaflocnoua HH.H HmHHIocaa "amazemme Aucmcoaeoo some 0». 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UIonHom OHHcchoonH>on HonoH cocoon o>on uoz one no cocanInoHHom oHHcchoonH>on Homo ecu ouoonuc hHHooHanUIm AccounomEHoDIHv nImoHHoo OHHcchoonH>on ionoH cocoon moon noz cHo no nooanInuHHoo oHHocoIoonnoon coco oou savanna HHHooHanoIm .noounoooHocIH. oInoHHoo oHHocoIoonncon nonoH cocoon o>oo noz cHo no nooanInoHHoo oHHccoIooanon Homo ocu mucouuo hHHoOHanUIm AccounooanooIHv >Hn 302InoHHom oHHcchoonH>on canon cocoon o>m= uoz oHo no cocHnHIaoHHom OHHcchoonH>on coco «on ocoonno nHHooHcHnoIm AcconnoooHocIH. oIHoHHoo oHHocoIoonHoon canon cocoon o>c= coo cHo no xo-anInoHHoo uHHccoIoonHoon .ooo «on ouoonoo HHHooHanoIm .uocunoooHocIHo HoInoHHoo oHHocoIoonH>on canon cocoon o>mn uoz one no Homo ecu muoonnc >HHooHanOIm .uoonnooEHoDIH. OIoocuHuuo OHHm conoH cocoon o>oc coz cHo no nooanIocanuno oHHn .ooo won mcoonno nHHooHanoIm .nocnnooonocIHe nIoccanuo oHHn canon cocoon o>o= uoz GHQ no .ooo ooc anemone HHHooHanoIm .uocnnoosHocIHo oIoccuHuno oHHn canon cocoon o>on uoz oHo no coco oon unconno nHHooHcHnoIm ccoonnoooHocIHo >Ho cozIocannco oHHn canon cocoon o>on uoz 0H0 no coco won mnoonno HHHooHanoIm inconnoooHocIH. «Iooannno oHHn HeuoH cocoon o>on uoz 0H9 no coco no» unconno nHHooHanoIm inconnoooHocIH. HoIooannno oHHn HenoH cocoon o>on coco oon mnoonno nHHooHanoIm A0noH cocoon o>mn coco moo unconno nHHooHanoIm AOnoH cocoon o>on coco won muoonno nHHoanHnoIm HanoH cocoon o>on cochoonH>on coooIoonH>on coonIoonH>on cocnIoonH>on coooIoonH>on cochoonH>on cocnIoonH>on xoooIoonH>on coonIoonH>on coomIoonH>on coonIoonH>on coonIoonH>on uoz oHo no cooanInnoHHamchoonH>on HuoounooEHoDIH. UIonoHHmmchoonH>on 902 one no cocanInnoHHmmchoonH>on cuoounooEHoDIHv nInnoHHmmchoonH>on uoz one no cooanImnoHHmochoonH>on cuoonnooEHoDIHv oIanoHHmochoonH>on uoz one no cooanIonoHHmmchoonH>on nooHnoIocannno oHHn nooHnoIocannno oHHn nooHnoIocannco oHHn nooHnoIocancno oHHn nooHnoIocannno oHHn QQQC‘QQQQUUU coco ooc onoonno nHHooHanoIm .uoounoooHocIH. >Ho cozIonoHHoochooanon HenoH cocoon econ coco won anemone nHHoonanoIm HOMoH cocoon o>on uoz one no cooanInnoHHmochoonH>on AccounooEHoDIHv «InnoHHomchoonH>on uoz one no cooHnVImnoHHmmchoonH>on Hth covH HwVH omvH HmVH cmvH HVVH OVVH HmoH GMVH HNVH ONVH HHvH chH HOVH oovH HoMH comH HmMH cmMH HNMH OFMH HoMH omMH HmMH omMH HVMH cvnH HMMH OMMH HNMH ONMH HHMH OHMH HCMH OOMH HoNH ooNH HmNH omNH HFNH ooNH HwNH 135 oo. oo.m NNH coco con cocoon: nHHouHanoIm coo-uncooHocIH. oIoonoono unnInHoon ooNH oo. oo.m NNH coco con unconno nHHooHanuIm .uoonnooaHocIH. nIoanoono onnInH>on ooNH co. oo.m HNH Hone ocu maneuuc hHHaoHanUIm HuoavnomEHoDIHv oIiunoonm uoBInH>on chhH oo. oo.m ouH Homo ecu maneuuc hHHcUHanUIm .uoounomEHoDIHv >Hn IUZIaonoonm uoaInH>on owhH oo. oo.m mHH Home ecu uuoowuc hHHoOHUHnoIm .uoounomaHoaIHv (Iaanoonm unaInH>on oth oo. oo. oHH coco on» cocoon: HHHooHanoIm AooounoooHocIH. HoIoonoono oonInHoon ooNH oo. oo.m NHH coco «on unconno HHHouHanoIm .noounooonocIH. oI-HHHnm «0 Ho>oHInH>ou oHHH oo. oo.m oHH .ooo so» unconno nHHouHanoIm AuocnnoooHocIHc nIoHHme no Ho>oHInH>on oNHH oo. oo.m mHH coco on» unconnc NHHouHanoIm AccounoosHocIH. oIoHHme no Ho>oHInH>on oHHH oo. oo.m vHH coco con unconno nHHooHanoIm .uoounoooHooIH. >Ho :oquHHHnm no Hu>oHInH>on oONH oo. oo.m NHH come no» unconno HHHooHanoIm .uoonnooonocIH. oIoHHme no Ho>oHInH>on oooH oo. oo. NHH coco «on uuuonno nHHouHanoIm .uoocnooaHocIH. HoIoHHme «0 Ho>oHInH>on oooH co. co. HHH Homo ecu account hHHuquHnUIm coo-unomflHoDIHv UIMEOooon .m.DInH>on oth oo. oo.n oHH coco on» account HHchHanUIm .noounoooHocIH. nInooooon .m.cInH>on oooH oo. oo. ooH coco no» account nHHoUHanoIm .uoaunoooHocIH. oInaoooun .m.cInH>on omoH oo. oo. ooH .ono con ouuonn< nHHooHanoIm AccounooaHocIHc >Ho :ozInooooon .o.cInH>on oooH oo. oo. HoH .ooo co» uncouno HHHoanHnuIm AccounoooHooIH. «Inaoooon .m.cInH>on onoH oo. oo. ooH coco no» onoonno HHHouHanoIm cuoonnooonocIH. HoInooooon .m.cInH>on oNoH oo. oo.N moH coco ecu unconno nHHaoHanoIm AnoounooaHooIH. oIooHnm a onnzInHoon oHoH oo. oo.m ooH coco ecu unconno nHHooHanoIm .uoounooaHocIHc nIooHom a onnzInH>on oooH co. oo.m MOH Homo ecu nuoouuc >HHooHanUIm HuocunomEHoDIHv OIuOHum a UBMZInH>on oomH oo. oo.m NOH Homo ecu account hHHdOHanUIm AccounomEHoDIHv >Hn ceZIoeHcm a wanzlanon oomH oo. oo.m HoH coco sou onuonno HHHaoHanoIm .noonnooaHocIHv o ooHom o unnzInHoon oHoH oo. oo.m oOH coco no» ouoonno nHHaunanoIm AnoccnoooHooIHe HHIooHom a unnzInHoon oomH ov. hm.H oo Homon cocoon ebon uoz oHn no xoManIneoncouen .oHn no .HH0>4InH>on HmmH Na. wo.v no Hone ecu muoeuuc hHHuuHaHnUIm AvocnnomEHoDIHv UImeoncOnem .on no .Huo>oInH>on ommH mm. oN.H no canon cocoon o>cn uoz UHD no comanIweuncomon .lo no .HHa>cInH>on vaH on. oo.m no coco on» uuoonno HHHooHanoIm AnoonnooonocIH. nImouncooom .oHn no .HHo>oInH>on oomH om. om.H mo Acuon cocoon o>an uoz oHn no coeanIueoncooem .oHn no .HHo>cInH>on HmmH on. No.v vo Homo ecu muoeunc HHHaoHanUIm AccounomEHoDIHv oImeoncOnen .on no .HHc>4InH>on oan om. mv.H no HouoH cocoon o>nn uoz oHo no codanImeoncOnen .oHn no .HHc>cInH>on HNmH mm. oH.q No Home ecu nuoeuwc >HHooHanUIm AccounomfiHoDIHv >Ho 3ezImeonc0uen .oHn no .HHM>on ONmH on. oN.H Ho AouoH cocoon e>en uoz oHo no coaanIneonconeo .oHn no .HHe>¢InH>on HHmH Hm. oo.v oo come ecu nuueunc hHHoOHanUIm AccounomEHoDIHv cIneoncOHen .oHn no .HHa>¢InH>on OHmH on. mN.H om canon cocoon e>a= uoz 0H9 no cooanImeoncOnen .on no .HHu>4InH>on HomH om. oN.v on Home ecu muoeuwc >HHooHanUIm AccounonEHoDIH. Hclweuncouen .lo no .HHc>¢InH>on oomH Ho. no.H no canon cocoon o>on uoz cHo no nooanInozIooHocInHoon HooH no. Ho.H we Homo ecu uuoeuwc hHHuOHanUIm HuomunomEHoDIH. UIvoZIoOHoDInH>on oovH on. mm.H mo HOnoH cocoon coo: uoz cHo no noaneIuozIooHocInH>on HooH oH.H mo.N no coco on» account nHHooHanuIm AccounoooHocIH. nIuoonoHocInH>on oooH .oz Om one: .oem eHcoHne> mo ooHumHnomeo .Wmomwww l£36 mo. oo.H VH.H HH.H no. mo.H vm. mH.H OH.H oH.H ho.H MH.H NH.H No.H mm. on. no. om.H MN.H on. oH. om. ow. NM. we. no. no.H oo.H vo.H No.H vH.N vH.~ Nm.H Ho.N mh.H OH.N mh.H Nh.H Ho.H vo.~ o~.N cm.H oo.~ oo.~ hm.N 5H.m no.m mv.m No.m oo.m mm.m Nm.m vo.m vo.v oo.v on.N mw.N om.N oo.H om.H oH.m N¢.~ om.H oo.H vo.H 0H.H mm.H N~.H oN.H vm.v NN.¢ oo.m Hv.m hm.v Hm.v Nm.m mm.m ov.v No.m mo.m oo.m Hh.m hm.m No.m om.m vo.m Ho.m o~.v boH ooH mmH va me NwH HOH ooH omH mmH hmH omH mmH qu mmH NmH HmH omH oVH mvH th weH mvH VVH mvH NVH HVH ovH oMH mMH hMH oMH mMH vMH MMH NmH HMH OMH mNH «NH hNH ONH mNH VNH Auoeno >no> m .eHuuHH >ne>IHo ooHuuoHonoou a ooHaH>Ho ochns ooHoooHn incono onoc m coHunHH nno>IHe ooHuoochoou o ooHoHoHo oHoqu ooHcouHocosoo . .uoono nno> m HeHuuHH >ne>IHV ooHnH>Ho ochHz ooHuooHocsBoo .unono ano> m HOHuuHH nno>IHo necuo coon eooncooon HonozonoIeHnum oHcaneoeeH aneon .ooono nno> m coHonHH nno>IHc noouo coon noHooo ionozoncIoHnum oHoonocooH onooo Huaono ano> m HeHeuHH nno>IHv nocuo coon eooncooon AeneaonoIeHnum ochneoeeH enema cueeno hno> m HoHuuHH nne>1Ho cooonooc.o»..auun HoneconoIeHnum oHcmneooeH oneeo Hunono nno> m HeHuuHH nno>IHo cnozaoea eooncooon HaneconvIeHaum ochneoaeH nOHnoocm Auuono ano> m HeHuuHH hno>IHo oooeuannc nonuo HanezonoIeHnum ochneooeH nOHnoocm Huoeno >ne> m ceHuuHH >ne>IHv nooeoooncooon o>Hu HunozonvIeHnum ochneoeeH nOHnoncn cemeno mno> m HeHuuHH nno>IHo coconooc on anon HenezonoIeHaum chnneoeeH noHnoocw .HHo no oooz o Insane nno>IHe nnHHHHouoHcono oanoon o nuHHHcoHHonuooo coo Hno>oz uuoch m HooHucHom mono unazHc unoeHoIHo con no auHoHnHoeom oOHucHom ino>oz noooHo m cons: nnHo onoaHo noooHoIH. coo no nuHoHHoHuch oncuocnum ooHoHooo oouacHo>n on on oHcHanon uoz noon oH nueoocm oo coocoeen eons no cuoooH cannon n no>o n Home oooIHo noon oH uncoocm oo coucoeen eaHn no cuooeH canon nno> mIIoHconm nno>IHo noon oH Hoooooe no oooooo no anon AnanoHnnHo coonnxn N .nanoHnnHo oanHHIH. noon on noon no nchoHnnHo .nooHo uoz m .nooHo nno>IHc coco oH noon no nanoHo nec90\HooHneHU\ueOH>nem\oneco\uoHoz\HeooOnnequoeo Honnooo nnHHocoInooo osnzIooHoquooo Honuooo conn\conn\on:Iuooo concouon\noonIuoeo oneHHoncooqumoo chnooc nno> m AHHo no nozIH. cocoHcoon coo no nooochoocIHoooHIoaooo inHoxHH nnoo m AHHo no cozIHe coo ooooH on noHHHooIHoooHIooooo HHHo no noz m coonoH nnocIH. onHH HoHuomIHoooHIoaooo coonocoIoooquoHIoHoonocooH HcnnoecolaaooHUlonHIchuneoo0H nooHoHnnoonInooHoHnnnIonHIoHoonocooH AoIH.InconHoooIconcoooInHomIooHIoHoonocooH chHoosnonIeBOmHennocoIooHIochneooeH ooHuueneuoHIooHnonIonHIchaneooOH oHHuoonIunooocmIonHIochneooeH ooooooIooooIooHIoHcmneoo0H oncchHoeIUNHIoHoonocaoH oooHquoonoHoIUNHIoHoonooooH oexcHenlenoeHIUnHIoHconeooeH oHuucnnccnonIOHunonoccuoeoDIOmHIochneooeH ooHuonuucnnIchoHenIUnHIoHconoocoH ooHuoeoocIooHuoenenIUnHIchoneooOH nHcooHnnocInHcooHnnIoNHIoHconocooH AoIHoIconoooHoocInoaoneHnIonHIoHconooooH ovvn omvN ONvN OHvN oovN oomw omnN comm comm omnN OVMN onnN ONMN OHMN HOMN comm ooNN ooNN onun omNN mmNN vaN nmNN NmNN HmNN ovNN onNN ONNN OHNN OONN ooHN ooHN ohHN ooHN omHN OVHN oMHN ONHN OHHN oOHN coon ooo~ ohom ooom APPENDIX B A LISTING OF INDEPENDENT AND DEPENDENT VARIABLES 1:37 SH Ho.n 3N chn N. AooconIHv Eco chunouooo cHnuoHo oootuon uoHcoooHuoHon noon oowN Hv. an moN anon cocoon uoquSH\n onion—3.30 Acne-Ho ooguon uchuoOHucHon noon 3: N. NH.H .3 00.3453 nozIooHQnoonIonouooo cHnuoHo ooogen uoHcooOHuoHon noon Hmou no. HN.H noN coon N .cocooIH. oooxnoonIononooo cHnuoHo ooozuon ooHcoooHnoHoo coco onoN on. oN.H NoN anon cocoon nozIonzIononooo cHnuoHo oooxuon ooHcoooHuoHon noon NooN no. Ho.H HON 00an nozIUhxlnnenoou cHnuan ooeBon ochooOHucHen noon HooN no.H No.n ooN coon N .cocooIHc onzIonouooo cHnooHo oooauoo ooHcoooHuoHon noon oooN on. NN.H ooH ~3an uozIInOHHondoOUIanouoeu cHnunHa .3258 ochoooHuoHon noon HnoN mo.H No.N ooH coon N HoocomIH. onoHHoncoooIononooo cHnuoHo oooacon concoooHnoHon coco onoN No. on.H NoH anon cocoon nozIoonxnoonIonxxooHom oooouon ooHcoooHuoHon noon NNoN oo. Ho.H ooH coanoon nozIoooxnoonIonzxooHom ooozuon ooHcoooHnoHoo coco HNoN oo.H NH.H moH can N ccocooIHo oonxnoonIonzxooHom oooauon ooHcoooHnoHoo noon oNoN on. HN.H ooH onoH cocoon nozIonzIonxxooHoo ooosuon ooHcoooHuoHon coco NHoN oN. No.H noH ooanooo nonIonzIonxxooHom oooouon ooHcoooHuaHoo coco HHoN on. oH.n NoH coon N .cocomIH. onzIonxxooHoo ooosnoo ooHcoooHuoHon coco oHoN on. HN.H HoH anon cocoon cozIonoHHonuoooIoaxxooHom ocean-n oanoooHcoHon coco NooN oH. no.H ooH coanoon nozIonoHHonnoooIonxxooHom oooouon ooHcoooHnoHoo coco HooN no. mo.N ooH coon N concomIHo onoHHoncoooIonzxooHom oooouon ooHcoooHnoHoo noon oooN Nm. oN.H ooH anon oocoon nozIonzIoon\noon ooosuoo oanoooHuoHoo coco NonN NH. No.H NoH coanooo nozIoanoooxnoon ooozuon ooHcoooHuoHon noon HomN oH.H NH.H ooH coon N coocooIH. onzIoonxnoon ooosuon ooHcoooHnoHoo coco oomN om. HN.H moH onoH cocoon nozIHHonuoooIoon\noon oooznon ooHcoooHooHoo noon NomN oH. .no.H HoH coanoon nozIHHonuoooIoooxnoon ooosuon ooHcoooHuoHoo coco HomN no. oo.n noH coon N .cocomIH. .HHonnoooIoonxnoon oooouon ooHcoooHuoHon coco oomN on. mH.H NoH anon cocoon nozIonoHHonnooUIonz oooxuon oanoooHnoHoo noon NNmN «N. No.H HoH ooanoon nozIonoHHoncoooIon: oooouon ooHcoooHcoHoo coon HNmN NH.H oo.N ooH coon N .oocomIH. onoHHonuoooIonz oooznon ooHcoooHuoHoo coco oNoN oo.H No.N oNH ccuco on m .cucc ouoHoIooIH. inanocuco no cocooocInoson ooHcHooo oomN No. HH.. oNH .uoono nno> m coHucHH Nno>IH. noHnoocw oH non noncooooooIcocnn no uoonnn omnN HN. Ho.o NNH canono nnoc m .oHunHH nno>IHo cocooonoon on non noHnoocquocnn no cocoon ovnN oN. oH.m oNH oocn one: o coHnncm oocn ouoH cucer. noocooooon coco noHnoncm no coo-no o ooHuoonHo no cocoa: onmN oN. om.m mNH canons Hno> m coHuuHH NnocIHo so: oHoonroOHoHoHo oH oooocHnoH no HoooH onN oo.H no.N oNH .uoono nno> m HoanHH nno>IHo oHHn o coooIooHoHoHo oH oooocHnoH «0 HoooH onN oo. om.o NNH cocono nno> m coHucHH nnocIH. no: ooNIooHoH>HH oH oooocHnoH no HocoH oomN no. mm.m NNH .uoone nno> m .oHuuHH nnoowH. oucanonIooHoHcHo oH oooocHnoH no HoooH oooN NN.H no.N HNH unoccm no oHuncn Hch m oN a oooocoooo nocHuooHcoIH. ooHoHcHo oH ooHuuom Hooo\oo>Hnoonco oooN oN.H No.m oNH canocco no oHunon Hch m cocoocoooo nocnuooHcOIHo noon oH ooHuuom HoooxoocHuooHco oNoN on. No.H NoH noono nnoc m .oHnnHH nnocIH. on anon ouoncuoo o ouocoooo coo: con onoc: HoooH no oonoz ooHoHooo oooN oo. HN.H ooH .uoono nno> m .oHuuHH nno>IH. oooHanooo ooHnnos HoooHno>Huox omoN .02 no one: .oem cocoooo .noc oHcoHnu> no ooHnoHnoooo .oz .no> 1J38 oo. vo.H vv. no. mv. oo. so.H Hv. OH.H nv. no. vv. on. vw. mv. no. nv. oH. or. nv. mm. No.H vv. on. no. vv. on. on. 0H. OH.H Hv. MH. N0.H Hv. oo. mo. on. MH. ho.H mo. vH.H ov. Ho.H or.“ om.H oa.~ wv.H Ho.H no." mm.H om." vv.H M6.N wv.H o~.H Ho.n mv.H oo.m Hm.H mo.H NNIM om.H oH.H vm.n nv.H vN.H oH.n ov.H or.“ NN.H mo.H mv.~ oNIH No.H vm.N oN.H Ho.H mH.N vN.H No.H nm.n MN.H Ho.H HNIN h~.H ova ova hvn ova nvfl vvu nvn «vu an ova man can hnu on" an“ vnN nnu «nu HM" and man can has can mun vNN nNN «an HNN oNN oHN QHN hHN uHN mHN vHN nHN NHN HHN OHN oou oou hon ooanooo noquooHnIunOHHonuoou ooocuon coon N .oocomIHv unoHnIanoHHonuoou ooocuon coanooo nozI.oonooIooHnno coon N coocooIH. .oonooIooHnno onoH cocoon oozIouocoIooHnno ooanooo nozIouocoIooHnno coon N neocomIHv onocoIooHnno ooanooo nozIoooHo.oIoanno coon N .oocomIH. oooHo.oIooHnno coanoon nochooHNIooHnno coon N .cocomIH. nooHNIooHnno och och och och oHoz oHo! one: oHo: one! anon cocoon uOZIouocnIuneHocanem noanoen uOZIouochnuoHocEHem coon N ccocooIH. ouocoIoooHooanoo oeanoen uOZIoooHUoImooHooanem coon N .cocomIHo oooHooIoooHooonoo anon cocoon uOZIuooHnInnaHocsnom ooanoen HOZIucoHnIoucHooanen coon N .cocomIH. cooHNIoooHoonnoo anon cocoon nozIoooHo.oIonoco ooanooo noquooHo.oIonoco coon N .cocooIH. oooHo.oIouocn onoH cocoon nozInooHo unoHnIouoco coanoon cozIoooHo nooHnIouoco coon N neocomIHo nooHe nooHnIouoco ooanooo nozIoooHo vooHNIooaHo.o icon N ccocooIH. oocHo cooHnIoooHo.e anon cocoon HOZIonouooo nuoHoIOOHnno find—Hug “OZIOHOUCOU Huldfllflowmuo coon N .cocomIH. ononoou nuoHoIooHnno onoH cocoon noqunzIooHomIooHnno ooanoon cozIonzxooHomIooHnno coon N .cocooIHo onzxooHomIooHnno onoH cocoon cozIoonxnoonIooHnno oeanoen HOZIeen\noonIeoHnuo coon N .cocooIH. ooo\noonIooHnno onoH cocoon nozIonzIooHnno ooanooo nozIonzIeoHnno coon N coocomIH. oncIooHnno onoH cocoon cozInoHHoncoooIooHnno coanooo cozInoHHoncoooIooHnno coon N ccocomIH. noHHonnoooIooHnno ooecuen oooruon ooocuon oeozuen ooosuen oeezuen ooecuen ooecuon ooocnon ooozuen oeeauon ooesven oee3uen oeosuen ooocuen oeesuon oeecuen oeosven ooosuen oeocuen oeozoen oeecuen GOOBQvn ooezuen oeocuen noHc-ooHuaHoo ooHc-ooHuoHon uchuooHuoHon uQHcaoOHuaHen uchuooHucHon nochooHuoHon ooHcoooHnoHoo ooHcoooHnoHon ooHcQoOHuoHen ooHcoooHuoHoo ooHcoooHnoHon uochooHucHen ooHcoooHnoHoo ooHcoooHnoHon noHceooHuoHen ooHcoooHnoHon uoHcoooHnoHoo ooHcoooHuoHoo ooHcoooHuoHon ooHcoooHnoHoo ooHcoooHuoHoo ooHcoooHuoHoo aoHceooHuoHon noHcaooHuoHen ochuooHucHon echooOHuoHon noncoooHooHon HooOHucHo HoooHn>Ho HoooHa>Ho HcooH->Ho HoooHacHo HoooHa>Ho HoooHacHo HoooHucno HoooH-bHo HoooHn>Ho HoooHu>Ho HoooHo>Ho HoooHo>Ho HoooHn>Ho HoooHo>Ho HoooHu>Ho HcooHo>Ho HoooHu>Ho HoooHocHo HeooanHo HcooHucHo HoooHooHo HoooHa>Ho HoooHn>Ho HoooHooHo HoooHn>Ho HoooHn>Ho nuoeoHnenn ouoeoHuenm auooonoonn ouoooHoenn nuoeoHaeno euoooneenm euoeoHeenn ouoeoHnenm ouoeoHoenn euoeonneno euoeoHoenm ouoooHuono nuoeoHoeno ouoeoHuenm ouooonnenn ooanoen uOZIUB:\ooHomIonouoeo cHnuoHo onesuen oeosuen ooeauon oeecuen oeeznen oeocuen oeeluen oeoauen oeeiuen oeezuen ooezuen oeecuon oeoauen oeocuen oeo3non ooocuon noHcoooHucHen oochoOHucHen echuoOHucHon ooHcoooHuoHon oochooHuoHoo ooHcoooHnoHon eoHcmooHuoHen ooHcoooHuoHuo ooHcoooHnoHon ooHcoooHnoHoo uoHcoooHuoHoo eochooHooHon ooHcoooHcoHon ooHcoooHnoHon ooHcoooHuoHon uchoooHuoHon anon anon noon anon anon anon anon anon anon anon anon anon anon anon anon anon Han omHn HmHm omHm ann Han oan Han OMHn HNHM oan NHHn HHHn OHHn HOHn OOHM Noon Hoon anon anon Hoon anon anon Hhom coon Hoon coon «Hon HHhN OHhN noon HohN coon Noon Houu comm noon HooN coon Noon Hhom coma HooN APPENDIX C PRINTOUT OF THE 363 VARIABLES (Conclusion of Stage Two) 1339 ON.nn o..on non onn no ooooononnoo nooon no a coon no.n nN.n Non Ann-non n coocno ouc> n. con-coco no.ooooo>nuoouun oouOuooooon onncco «0 ouccn nauonnoo coon nN. on.n non conouon n coocuo nuoo n. oononono no coco-onuoonun concrouoooooouocn coconunon anon on. nn.n non cocoon ouo> n. con-coco «0 coco-onuoonnn oououunooocm nocuc: ooooouounon coononunn oNcn no. oo.~ vnn coouno ono> n. con-none no onooo>nuoonnn oouououooo nocuoxz cocoonouooo couo coon no. nn.n non Annouon m conuno nuoo n. concncno «0 ocooooncoonnn oooouooncoocom a ooooono coco oncn Nn. n~.n non concuon n coouno ono> no con-coco no oooooonuoonnn oononouooaoonooc oooac ounnncnxcnn coon no. nn.n non concuon n .oouno noo> no con-noco no noooo>nuoonnn conclunoo a one onvn nn.n oq.n onn concoon n coouuo nuo> n. oononoco «0 oooooonuoonnn oono.oo>nuoonco coco: anon nc.n Nn.n oNn canon no uoz v cuouuon coca n. coo: o.ouoccn on: ocoon uooooooooo nno: con onvn «N. on.n oNn conco anon n coononnoo no coco nouuooo nocuo .nunonuocoouo .u-oo no can oovn nN. nn.n NNN .02 o coo» n. cooouonooo oono nonconon oonn no. nn.~ oNn coon-cm v coca uounc non nouuooo a sonoon no oocucnuoooooo onnn oN. no.n nNn conuunn v Avon-on ooouun no cocoa-noon unoooo no coco-c oNnn oo.n oN.n .Nn cocoon an n .oc-un nuance n. vac-oncoaon unooo oouo con oonn nN. o~.m nNn .uoouoccm v ccoc: uoz n. >noon oonuo>nuoz oo ouooouo ooncoz can-noon no oonuccnnuooo ovnn mo.n on.n Hon Auoooona v noon #1 H. >nc on and: can moannnoon Ho>oq cmmm on. no.~ oN~ Anne: ono> . Anne: uoz no ono on nooncouo ccm coon unocnoocn nncs son onnn on. Non non .3332 v cououcouoon 3 >3 on Icon cacao: oucncooc 30: onnn mm. mm.m non Ao>numooon v Adanonmnsm Ac >49 on couaooo< .laou cnazczon Don comm no. no.n Non coocooco a on ocoo . couococoo n. ono on zonn anon no oonuoooco onnn no. n~.n non Anson cocoa n conuunn ono> no can on xnosnooa oooo no uocoac oonn no.n on.~ non concooo nno on v coon noun. oco on anon on ooooooon noooo oNnn No. No.n non n.nunv canoxnnv ono on uoooo>n0>on any .oonozon .n. .uooaconocn .nv .noon .no no can coconoooouo oonn No. oN.n non cooon noo> v .aoonom n. .unonng. one on ucocoo nooon cocoonooocco oooocooon onnn on. no.n non coonn mono v canon uoz n. ccnoxnoo oco on ouonnoocmxz gnoo on aooooon ocnn NN. ~n.n non Anc> uoono n coooz no canonnnv one on cocoonoooccn on cocoa a cocoonnooo onnn oc.n on.n con coouooooo oooooono o cocono>o cocooonooonoun. noon on conucnooon connuooo onnn no. on.v omn Acouooooc monounno m Acceno>¢ usuaoonmonnouav .c0nun>no on nodusnonom nonnuoou onnm mv. om.n mmm counawom uOZnoonuuo uncannnoanonuaou ooozuon cunnncowuonon Hocono>nc noun HH.H mc.~ omn Anon o Accoomuac ounuwo onuzInuoanonucoo oootuon cannaoonuonon Hosann>no comm mo. ov.n omm counsvom uozn.danomunnoanonuaou coozuon nowcnoonuunon Hosann>no Hoam mo. mm.n mmn Anon h Acooomlav .mfiuomuauoaaouucou cooavon consonanuoaom Hanann>nn oonm mo. vm.a vmn connavom u02|ouosmanuoaaonucou coozuon canno:0nuoaum Haconm>no amen NH.H oo.m mmn Anon o .vnaomuac ouonmlmuodaouuoou ooozuon consonanuaaun HuCOnn>nc omam on. N~.n nnn nonncoon cozuo-ono ouononnoncoou ooozuon noncooonuonon nooono>no nNnn mn.a vo.m nmn “com o Acosomuac madam onnnoaaouucou noo3uon nuns-noduoaon Hosano>no oNHm no. om.n omn cuoH cocoon HOZuuaonnuunonaouucoo ooosuom consonanuonon Hooonn>no «can .02 000 am coo: .nom mannnnd> no acnumnuouoo .wmc.nnw .nm> 14&) an. nv. on. nv. mm. mm. ch.v cm.n mc.v mm.n cn.m nc.v mc.m hc.m cH.m cc.v cc.v Hm.v nc.v hn.m vc.v mm.n nn.v Ac.v mv.v ch.n nH.v cc.n cc.c nc.n cc.v mm.n cm.n mc.v mm.n nn.n hm.v hc.n hc.m mn.v Ah.v Hm.v on.cH nm.n mm.n an.n cn.n cm.n co.d ma.cn cm.m on.HH Hv.nH vm.HH cv.ba .Nn.on hH.cH an.Hn ad.n hm.m mn.cH mm.c mn.cH Hc.HH mn.c mc.c vafim no.» vc.cH vc.na ac.m nm.HH nv.nH mm.na mm.m Hm.m mn.h na.b nm.n nn.ca vh.na nn.c an.c mm.HH cm.c mv.cm Hnn cnn mnn cnn ban cnn man van nan nan Hnn cnn can can on» can ndn van nun nan Han can com mom son ocn mcn vcn ncn ncn ch con man can ban can mnn van nmn nan Han can can Anonmc cannon cocoon cocoon cocoon common monocoumuso uoz oonoocuouco coz oonooououco uoz unaccounuao uoz monocououoo uoz oonooououco uoz mmmmmm Ano> onoaonuxn no Ano> nnoaonuxn no Anoo onoooooxn no .noo nnoaouuxn n. .no> onoooucxn n. Anco onooouoon n. oooccm can no oonuon ouonam EEH no cannon unondm EEH no monumm cocoon can no oonuon mucosa BEH no canyon cnonom 33H no monumm connonuoouuunom cannncomnon ounaom voonooao mcn>oq noonoon Hocuoonaouou unaccomocoH o>nuaonmnan unooon ncnonon mcn>nmnon uncouousoo sumac anunoonu oncooco coconaflmoun Amaua mcnxcunc nsOnunQE< Bacon: unconconnn mane canunnuooon Huwoom commoon nnom acnua>aom oncuoonm nunnaoom Hoconuoz o>on mucous noosunm nocoH ammonmmoz Eocoonn nunnsoom unneun nunnocon oucoon no once: woman no canoz ucoenonameouo< no oncom mono oononoxn Annun oonxoon. mung announousou HO HO oocmEnOMHom Hoonm mo m HNM‘IDW caam ccam cmcm 1.41 an. ao.n nun canon no n An Anoson no ouna coo>nona canoncno on mono: ccm no .02 anon Nn. ao.n non Ano non one: no m .n .nocon no nunv coo>nonv cocooonoo cocoa on onoz no onuon anon on. ao.o non AN once one: An Annn. cooonono canononn on ounnocuca no ono>on no .02 aaon nn. aa.n aon caan no>o co an noooo cc. coconon. canon>na no «nnn aonn oa. an.n nnn coo a nN an cnunun. coo>ncnv .onn an noon on mooooco cocoono no .02 annn cc. on.a mmn Amousunumnsm 02 o Amoeomnnv nonuunnoaoonocu nonconm comm on. aa.n Non cononnnon conn ono> o cooon coonnoo no onuon no moon aonn aa. nn.n nnn .noconn nooo o coooznna onounuoooou no .02 annn on., ao.n nmn cannocoonn moo: o cooon oonon .onooooosv oonuocoono no oconocooa nonn on. ao.n omn connocoono anon o couon cnoow conozooosv canuocoono no oconocooa nonm aa. aa.n nnn coconn ooon o cocoooocn .o.oc noonoocoon no coon nnnn nn.n ao.onn nnn Ann n. non ononon nooouoo>on oo oncuan on mooonoon o aann va.oo cm.mwo nnn An» my use vacuum unmanno>cn no cannon on onuononu a oonm aa.n am.Nnc amn .n» ma cuaono nonon o annm nn. oa.n oon moonuooco oonooouonoooc on nonconnnnn o nocnn once oononoooou cooaaoo nnnn Nn. NH.H non o>nuncon o coconunooo coon o occum once oononooooo nooaaoo onnn nn. no.n Non conunooo o nocuo anon oononouooo uoooooo nnnn nn. oo.n oon coonuoza o>ncoooz o nocum once oononoooou cocoaoo nnnn on. nn.n non .moouoz. moono nooonunooc o nocum once oononooooo nooaaoo nnnn vn. mv.n com noomsou mononooooo moonumccossooon n0\c:o nannOnunno unoaaou onunuonm a aunocoo nanm on. on.a mvn noooeoo canonoocou onenuunooaeooom n0\c:o mannonunno .uooaaou Ununoomm nanm on. m~.H non noooaoo cancnooooo moOMuocooaaooon n0\ood nannununno .ucoalou Honocoo Anna on. aa.n non .ncon non coco m Aconcann noon no N unoccm can «0 nonuoouoo aann on. No.n aon Ancon non oooo m coonoono noon Ha o onoccm can no nonuoouoo aonn oo. nn.n onn Ancon non noon n coonoono noon ca n unoccm can no noncoocoo annn no. on.n nnn .ncon non coon n coonoono noon n. o unoccm son no nonuoouoo aNnn no. aa.n Nnn Ancon non moon n coonoono noon no n onoccm son no nonuoouoo aocm Nm. aN.n nnn Ancon non moon n coonoono noon ca n onoccn can no nonooouoo amnn oN. nn.n nnn Ancon non noon n coonEOno noon c. c onoccm can no nonuoouoo aonn . . . . onn nnnm . . . . nnn oooonon o uoz 24 no onoccm o>on can on nncm nn. aN.n nnn nnomoo oonooocmuco uoz n :2, onooonuxn .3 N oncccm can no oonuon ancm 4qz4 am coo: .WMM unconno> no cannonnunoo .wmowwwm APPENDIX D A COPY OF THE QUESTIONNAIRE WITH CODE BOOK NOTATIONS A STUDY OF ACME INDUSTRIES, INC. MICHIGAN STATE UNIVERSITY 239 Eppley Center EAST LANSING, MICHIGAN 142 143 HOW MANAGERS IN ACME INDUSTRIES SEE THEIR COMPANY Often in the life of a company, it becomes worth- while to take a special, intensive look at the company, to do an out-of-the-ordinary analysis of what the company is like and where it's going. Such an analysis was proposed by Richard Brunson to meet his doctoral thesis requirements at Michigan State University Graduate School of Business under the guidance of three experienced management professors: Frederic Wickert, William Crissy, and Dalton McFarland. Acme Industries, Inc., was chosen for this study because of its diversity and growth rate. The management of Acme Industries agreed to c00perate with Mr. Brunson in this study. As a result, the MSU group has put together a set of questions which each manager, from foreman to Presi- dent, as well as many staff employees, is asked to answer. You are not asked to identify yourself nor anyone else in completing this questionnaire. However, we do need to know the general location (what department and what level) of each respondent in order to make the analy- sis useful. This questionnaire has been read by the top managers of Acme and it is with their full consent and agreement that this study is being made. They encourage you to be honest and Open in your answers. CUI "U # 1,2,3 Respondent Identification: 144 Divisions: 001 140 Card Number of Respondents B: 001-029 C: 050-078 A: 100-135 D: 150-158 Number: 01 Main Office: 200—209 THE QUESTIONS Instructions: Please go ahead now and answer all of the questions. DO NOT PLACE YOUR NAME ON THE QUESTIONNAIRE. Strictlnyonfidential BACKGROUND AND EXPERIENCE 1. Division (or subsidiary) of’ .Acme Industries 1.2121 (check one) in which I am employed: Division A 1 Division B _2__ Division E_i_. Division D (includes Con- Division C 4 sulting Services and Controller's Staff) 5 Other(Fill in): Main Office 6 Note: Several questions throughout the questionnaire 2. 01 02 03 04 05 06 07 08 09 will refer to your division/subsidiary. Please keep this same division/subsidiary you have checked above in mind when answering them. Present position level (check one): 1.2122 If you are in Division A,(3,orI) If you are in.Division DJ 10 Supervisor 11 Assistant Supervisor Foreman 12 Sales Representative Superintendent 13 Department Manager Department Manager (1-5 employees) (responsibility for 14 Department or Plant 1-5 employees) Manager (6 or more) Department Manager 15 Professional or (responsibility for administrator (no 6 or more employees) one reporting to Engineer/Designer you except clerical Professional or adminis- help) trator (no subordinates 16 Secretarial/clerical except clerical help) 17 Other Secretary/Clerical/Key Punch Operator Sales Representative Other 18 Reporting directly to the President 19 President No response code 0 or 00. NOTE: those items in Italics are Code Book Notations only. 0 10,11 12 13 145 How long have you been employed with your present 1.2123 division/subsidiary? (Circle one) 1 2 3 4 leisyzgin 1-3 years 4-9 years :2 %:::S Highest grade or year completed in school: (Circle 1.2124 the highest grade completed) 01 02 03 04 05 06 07 08 09 10 11 8 or 16 Masters PhD less 9 10 ll 12 13 14 15 (BA, degree. or BS, or equiv. equiv. or equiv.) Sex (check one): Male 1 Female 2‘ 1.2125 Age (Circle appropriate group): 1 2 3 4 5 1.2126 Less than 25-34 35-44 45-54 55 and over 25 146 Factors which are outside of the company are often significant in their effect upon the operation and the effectiveness of the com- pany. Please indicate in the appropriate box below the effect which you feel each factor has had upon each division (using the code below): Fill in other factors FACTORS that you feel are sig— nificant: m M > u xx: 0 n .L E' 1 S Q g g L D W43 mm 'fl om org ncnc u c w40;53 g a‘: E cu-n' OV-r-T 4.) (D OH-Hru ~10 $4 $2 “446m 423 a: 5 >1ng NH O: 3 Crag o m -n on +1m'gm E 3:: 8 >1U) O'UU] HH r—‘l TU ‘HQ’UJ 0 (am [3‘ U‘\ -'-IO\ 0') HO 0 SC HH\¢, s: O C u H d u h42 a: n O o4 c: o m m m H 0 'H0*0 m Z-H 12H On 0 on c 0.... u ...1 ...q (and U l-U rum-nu In ‘H c m wrdm .4 -H c m H-atnm row c c-n Dung m x m H O 5 w4O-nx - on w 0 > E G.) o fi'd n -H+J m c >nc m stnm m . , _ . , 0-H Ontd 5 5 5 G-H > mu4mm - ovac n D1v1Sion/Sub31diary E—«Q 0131401 m as» cu DU) n: cox-N. : on 0 E4 Acme , 14 20 26 32 3s 44 50 56 61 68 74 Industries, Inc. Division A 15 21 27 33 39 45 51 57 63 69 75 Division E 16 22 28 34 40 46 52 58 64 70 76 Division C 17 23 29 35 41 47 53 59 65 71 77 Division B 18 24 30 36 42 48 54 60 66 72 78 Division D 19 25 31 37 43 49 55 61 67 73 79 Effect which factor has on the operation and effective- ness of the division/subsidiary: - Unimportant or unrelated - Affects operation somewhat Significantly influences operation - Very significant effect upon operation Critically affects the operation GUI-thH I even an estimate 0 - Left blank I don't really have enough information to make 10 11 Respondent Identification: 147 Card Number: 02 Peeple differ in the ways they think about those with whom 1,2141 they work. This may be important in working with others. Below are pairs of words which are opposite in meaning, such as "Very neat" and "Not neat." Each space represents how well the adjective fits the person you are describing, as if it were written as shown in the following example: FOR EXAMPLE: If you were to describe the person with whom you are able to work least well, and you ordinarily think of him as being quite neat, you would put an "X" in the second space: Very Not Neat: : X ° ° : ° - Neat 8 7 6 5 4 3 2 1 very quite some-slight-slight-some-quite very neat neat what 1y 1y un-what un- untidy neat neat tidy un- tidy tidy 8. Think of the person with whom you can work least well. He may be someone you work with now, or he may be some- one you knew in the past. He does not have to be the person you like least well, but should be the person with whom you had the most difficulty in getting a job done. Describe this person as he appears to you by placing an X in one of the eight spaces on the line between the two words. pleasant ; a : 7 : 5 : 5 4 . 3 . 2 - 1 Unpleasant 1.21411 Friendly : 8 : : : 1 : Unfriendly.1.21412 Rejecting : 1 : : : : : 8 Accepting .1.21413 Helpful : 8 : : : : : 1 : Frustratingl.21414 Unenthusiastic:1 : : : : : 8 : Enthusiastic121415 Tense : 1 : : : : : : 8 : Relaxed 1.21416 12 13 14 15 16 17 18 19 20 21 22 23 l 2 3 5 6 7 8 Distant : 1 : : : : : : 8 : Close Cold : 1 : : : : : : 8 : Warm Cooperative : 8 : : : : : : 1 : Unc00perative Supportive : 8 : : : : : : 1 : Hostile Boring : 1 : : : : : : 8 : Interesting Quarrelsome : 1 : : : : : : 8 : Harmonious Self-assured : 8 : : - : : : 1 : Hesitant Efficient : 8 : : : : : : 1 : Inefficient Gloomy : 1 : - : : : : a : Cheerful Open : 8 : : : : : : 1 : Guarded 9. To what extent is your 1 Very large social life connected with your job? (Cosmos- 2 Large Local) .3Somewhat 4 Slightly 5 Not at all 10. To what extent is it 1 Not at all likely that you can . leave your present 2'511ght job and obtain an 3 Some equivalent one . elsewhere? (Cosmos- 4 Likely Local) 5 Very likely 1.21417 1.21418 1.21419 1.214110 1.214111 1.214112 1.214113 1.214114 1.214115 1.214116 1.2171 1.2172 149 24 11. How useful to you is the Not at all 1 25,26 27 28 knowledge you obtain on Little _ 2 this job if you were to Somewhat 3 seek employment else- Quite a bit 4 where? (Cosmos-Local) Very useful 5 Because of rapid change in an industry, or the state of deve10pment in the technology used by the industry, or vast differences in customer requirements, etc., company execu- tives often have varying degrees of certainty concerning what their departmental job requirements are and the kind of activities their department must engage in to achieve these requirements. The following series of questions is an effort to obtain data concerning this aspect of your business: Controller‘s Operations (Accounting) 01 01 12. The department in which Engineering-Research 02 I work is (check one): Manufacturing or Guard 07 Maint 08 Production 03 Quality Control 09 Sales-Marketing 04 Personnel 10 Other 11 Other (Please state) Services (Building & Production Control 05 1.2173 1.2214 Transportation) 12 Consulting Services(IBM)_g§_ NOTE: Please keep this same department you have checked above in mind when answering the next four questions. 13. Please circle the point on the scale provided which most nearly describes the degree to which present job responsibilities in your department are clearly stated or known in your company: (L & L, Fiedler) Job responsibilities Job responsi— are very clear in l 2 3 4 S bilities are most instances not at all clear in most instances 14. Please circle the point on the scale provided which most nearly describes the degree of difficulty that your department has in accomplishing its assigned job, given the limitation of the technical and economic resources which are available to it. (L 5 L, Fiedler) . Degree of Mlcuy:l 2 3 4 5 5 7 Little Extremely difficulty difficult 1.22151 1.22152 29 15. 30 16. 150 The rate of change of the teChnology of the industry 1.2219 (auto or architectural glass, photo processing, or com uter) in which my department Operates is Circle one 3 (J. D. Thompson, Burns & Stalker, L & L) l 2 3 4 5 very stable slow moderate fast very fast technology changing changing changing changing technology technology technology technology Please circle the item below which most nearly describes 1.2216 the typical length of time involved before feedback is available to your department concerning the success of its job performance. (For example: The sales manager may be able to determine at the end of the week how successful the selling effort was by examin- ing the total sales reported by his salesmen for that week. In contrast, the production manager may know the results of production within the same day.) (L s L) l 2 3 4 5 6 one day one week- between between over not possi- one month 2-11 1-3 3 ble to be months years years evaluated In the following questions, circle the answer which is most apprOpriate: 31 17. To what extent are there different ways to accomplish 1.22153 your job responsibilities? (Fiedler) Position Structure G Path M t' 1‘ 't oai ufi 1p ic1 y 3 4 5 Almost Great Somewhat Slightly Almost always deal never 32 18. What is the degree to which there is more than one 1.22154 correct solution to your problems? (Fiedler) Solution Specificity l 2 3 4 5 Almost Great Somewhat Slightly Almost always deal never 33 19. 151 To what extent would you say that your job responsi— bilities are controllable and their results predict- able? (Harvey) 1.22155 1 2 3 4 5 6 To a To a To a To a To a None very great great large moderate small at extent extent extent extent extent all 34 20. 35 21. 36 22. 37 23. (Bowers--Leadership--Superior & Peers) To what extent is your superior easy to approach .1.223011 and willing to listen to your problems? 1 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent How much does your superior encourage peOple to 1.223012 give their best effort? 1 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent To what extent does your superior offer you 1.223013 assistance and new ideas for solving job related problems? 1 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent To what extent does your superior encourage the 1.223014 persons who work for him to work as a team? 1 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent 38 39 40 41 42 152 Peers are those who report to the same immediate superior that you do, and those who do not report to the same superior but who hold positions at about the same level in the organization and with whom the nature of your job makes it necessary for you to coordinate. (Bowers) 24. To what extent are your peers easy to approach 1.223021 and willing to listen to your job related problems? 1 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent 25, How much do your peers encourage each other to 1.223022 give their best effort? 1 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent 26. To what extent do your peers offer each other 1.223023 assistance and new ideas for solving job-related problems? 1 2 3 ' 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent 27. How much do your peers encourage each other to 1.223024 work as a team? 1 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent ' extent extent 28. To what extent do persons in your division/ 1.2221 subsidiary keep each other informed about impor— tant events and situations? (Blue 1968) l 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent 10 43 44 45 46 47 153 29, How adequate for your needs is the amount of 1.22221 information you get about what is going on in other departments? 1 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent 30, To what extent do persons in different depart- 1.22222 ments plan together and coordinate their efforts? 1 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent 31. To what extent are there things about working 1.2223 here (people, policies, or conditions) that encourage you to work hard? 1 2 3 4 5 To a very To a To some To a To a very little little extent great: great extent extent extent extent 32, In your division,to what extent are decisions 1.22261 made at those levels where the most adequate and accurate information is available? 1 2 3 4 5 To a very To a To some To a To a very little little extent great great extent extent extent extent 1.22241 33 How are objectives set in your department? (Circle one) (Influence-Control--1968 Blue) 1. Objectives are announced with no Opportunity to raise questions or give comments. 2. Objectives are announced and explained and an Opportunity is then given to ask questions. 3. Objectives are drawn up, but are discussed with subordinates 3713 sometimes modified before being issued. 4. Specific alternative objectives are drawn up by superiors and subordinates are asked to discuss them and indicate the one they think is best. 5. Problems are presented to the persons who are involved, and the objectives felt to be the best are then set by the subordinates and superior jointly, by group participation and discussion. 11 48 34. __ 154 How are objectives set in your division/subsidiary? (circle one) 1i22242 1. Objectives are announced with no Opportunity tO raise questions or give comments. 2. Objectives are announced and explained and an Opportunity is then given to ask questions. 3. Objectives are drawn up, but are discussed with subordinates and sometimes modified before being issued. 4. Specific alternative Objectives are drawn up by superiors and subordinates are asked to discuss them and indicate the one they think is best. 5. Problems are presented to the persons who are involved, and the Objectives felt to be the best are then set by the subordinates and superior jointly, by group participation and discussion. In general, how much say or influence does each Of the follow— ing groups Of people have on what goes on in your division/ 1.22263 subSIdiary? (1968 Blue--Influence) 49 50 51 52 35, First line supervisors (foremen, Office super- 1.222631 visors, etc.) 1 2 3 4 5 TO a very TO a To some TO a TO a very little little extent great great extent extent extent extent 35, Top managers (president, vice-presidents,general manager, etc.) (1.222632) 1 2 3 4 5 TO a very TO a TO some TO a TO a very little little extent great great extent extent extent extent 37, Employees (people who have no subordinates) (1.222633) 1 2 3 4 5 To a very TO a TO some TO a TO a very little little extent great great extent extent extent extent 38. Middle Managers (department heads, area managers, superintendents, etc.) (1.222634) 1 2 3 4 5 TO a very TO a TO some TO a TO a very little little extent great great extent extent extent extent 12 155 53 39. 54 40. 55 41. 56 42. In working on new or continuing projects: How (1.2232) much direction and demand do you receive from your superiors? l 2 3 4 5 Much less Somewhat About More Much more than less than suffi- than than sufficient sufficient cient suf-’ suffi- ficient cient TO what extent do you feel that your superior 1.22311 has confidence and trust in you? 1 2 3 4 5 TO a very TO a TO some TO a TO a very little little extent great great extent extent extent extent TO what extent do you have confidence in your 1.22312 superior? l 2 3 4 5 TO a very TO a TO some To a To a very little little extent great great extent extent extent extent In setting performance Objectives for your sub— 1.2161 ordinates, you: 1 2 3 4 5 have have have have have complete much some little no authority authority authority authority authority We would like to know about relationships between different parts Of the division/subsidiary in which you are employed. This question is aimed at Obtaining your evaluation Of the relations between various departments. Listed below are eight descriptive statements. Each Of these might be thought Of as describing the general state Of the relationship between various units. We would like you to select that statement which you feel is most descriptive Of each Of the departmental relationships shown on the grid and to enter the corresponding number in the appropriate square. 13 57 58,59 60,61 62 63-66 67-71 156 43. We realize you may not be directly involved in 1.2229 all of the departmental relationships between the various departments listed. However, you probably have impressions about the state of the relationships. We therefore would like you to fill out the complete grid by using the code below it. (L & L) a) If you are in Division A, b) If you are Division C or D, fiII out in Division this grid: B, fillvout this grid: Fan I * u a): a: H F: u c.4u)m £3 0 O a) s I m acuc)o O :4 m +1m~4 U c: O30 m > *’ C H chm m H c4) HUcH m 0 om O : on)» o D.M4Jm F4 m: o at» exam 0 m o >. , [ «1c czm.x 21 m u .3 m Manufacturing 2 H g3; 561‘ 5 57 Sales n. :1. .. an): H m 8 Engineering- 1 “J a: m 4; 58,59 Production 1 a 3‘ Research ,3:3 1 g m u _ Quality 2 Sales- fix)“ a 60 62 Control p Marketing '3 c . . (U ‘ 63-66 Plant H Distribution 71 1 Manager's a Centers Office 1 President's 57-71 General 1 3 Office Manager's 7 z 3 a. . - Office I L Q“ Relations betreen these two Departments are: hWNH o o o 0 won \lO‘Ul Sound--full unity Of effort is achieved Almost full unity of effort. Somewhat better than average relations Average—-sound enough to get by even though there are many problems of achieving joint effort Somewhat of a breakdown in relations Almost complete breakdown in relations Couldn't be worse--bad relations--serious problems exist which are not being solved Relations are not required I don't really have enough information to make even an estimate. Left blank 14 New Card: 44. 03 157 We would like for your evaluation Of the relation- ship between the various divisions/subsidiaries 1.175 of Guardian Industries, using the same code as before: Col No U ’ c O < 1,2,3 Respondent's Identification -H m m.u G m CH C: O m I'd 4,5 Card Number: 03 3,13 '5‘, a 5,33 cam -H o u: ()m 3 '3 : Ii” 6 Division A Q «4 O «'2 > *1 ova . o a .H m 7,8 D1V151on B W a g 52 2* -H m 0 9—11 Division B \ Q E“: Main Office 12-15 '. Acme Industries 16_20 Division D Controller's Office* *Includes Consulting Services and Controller's Staff. 21 45, How are differences and disagreements between 1.22281 persons or units handled in your division/sub- sidiary? (Circle one) (Bowers) l. Disagreements are almost always avoided, denied, or suppressed. 2. Disagreements are Often avoided, denied or suppressed. 3. Disagreements are resolved in accordance with the direction of the superior. 4. Sometimes disagreements are accepted and worked through; sometimes they are avoided or suppressed. 5. Disagreements are usually accepted as neces— sary and desirable and are worked through. 6. Disagreements are almost always accepted as necessary and desirable and are worked through. 15 22 46. 158 Which of the following best describes the manner in 1.22282 which problems between "Departments" are generally resolved? (circle one) (Bowers) 1. Little is done about these problems...they con- tinue to exist. 2. Little is done about these problems...they work themselves out with time. 3. The problems are appealed to a high level in the organization...but Often are still not resolved. 4. The problems are appealed to a higher level in the organization...and are usually resolved there. 5. The problems are worked out at the level where they appear through mutual effort and under- standing. Please circle the item which, in your eXperience, describes your division/subsidiary at the present time. (Likert) 23 47. 24 48. 25 49. How much confidence and trust is shown in subordinates?l.223031 l 2 3 4 Virtually Some Substantial A great none amount deal How free do they feel to talk to superiors about job? 1.223032 1 2 3 4 Not very Somewhat Quite Very free free free free How often are subordinate's ideas sought and used 1,223033 constructively? l 2 3 4 Seldom Sometimes Often Very frequently 16 26 27 28 29 30 31 32 50. 51. 52. 53. 54. 55. 56. 159 Is predominant use made of 1) fear, 2) threats, 1.223034 3) punishment, 4) rewards, 5) involvement? 1 2 3 4 l), 2), 3), 4), & 4),& some S),4) based occasionally 4) some 3) 3) & S) on group Where is responsibility felt for achieving organiza- .1.223035 tion's goals? 1 2 3 4 Mostly TOp and Fairly At all at tOp middle general levels How much cooperative teamwork exists? 1.223036 1 2 3 4 Very little Relatively Moderate Great deal little amount What is the usual direction Of information flow? 1.223037 1 2 3 4 Downward Mostly downward Down and Down, up up and sideways How is downward communication accepted? 4 1.223038 1 2 3 With suspicion Possibly with With With a re- suspicion caution ceptive mind How accurate is upward communication? 1.223039 1 2 3 4 Usually inaccurate Often in- Often Almost accurate Accurate Always Accurate How well do superiors know problems faced by sub- 1.2230310 ordinates? l 2 3 4 Not very well Rather well Quite well Very well 17 33 34 35 36 37 38 58. 59. 60. 61. 62. 160 At what level are decisions made? 1.2230311 l 2 3 4 Mostly at Policy at top, Broad policy Throughout top some delegation at top, more but well delegation integrated Are subordinates involved in decisions related to 1.2230312 their work? 1 2 3 4 Almost never Occasionally Generally Fully consulted consulted involved What does decision-making process contribute to 1.2230313 motivation? l 2 3 4 Not very Relatively Some Substantial much little contribution contribution How are organizational goals established? 1.2230314 l 2 3 4 Orders Orders, some After By group action issued comments discussion, (except in invited by orders crisis) How much covered resistance to goals is present? 1.2230315 l 2 3 4 Strong Moderate Some resistance Little resistance resistance at times or none How concentrated are review and control functions? 1-2230316 1 2 3 4 Very highly Quite highly Moderate Widely at tOp at top delegation shared to lower levels 18 161 39 63. Is there an informal organization resisting the formal one? 1.2230317 Yes Usually Sometimes No—-same goals as formal 40 64. What are cost, productivity, and other control data 1.2230318 used for? 1 2 3 4 Policing, punish- Reward and Reward, Self- ment punishment some guidance, self-guidance problem- solving 41 65. You know the work of your subordinates (on the whole): (Position Power) 1.2162 1 2 3 4 5 much better than better about not as not subordinates do than as well well nearly subordi— as sub- as sub- as well nates do ordinates ordinates as sub- do do ordinates do In your best judgment rate the division/subsidiary (in which you are employed) in terms of a five point rating scale for each characteristic listed below: (Organizational Effectiveness-Subjective) 42 66. Meets objectives without necessity to follow up and checking; rarely fails to meet responsibilities. 2.111 l 2 3 4 5 Very often Often Some Seldom Rarely l9 43 44 45 46 47 48 49 67. 68. 69. 70. 71. 72. 73. 162 Personnel participate in training and develOpment activities; personnel have high level of com- petence and Skill. 1 2 3 4 5 Very often Often Some Seldom Rarely Personnel have flexibility among assignments: division encourages develOpment for promotion from within the organization. 1 2 3 4 5 Very Often Often Some Seldom Rarely Operations are planned and scheduled to avoid lost time; little time is spent on minor crises and "putting out fires." 2.112 2.113 2.114 2.115 l 2 3 4 5 Very Often Often Some Seldom Rarely Operations are scheduled and coordinated with other departments. 1 2 3 4 5 Very Often Often Some Seldom Rarely Efficient performance; mutual support and respect of supervisors and subordinates: utilization of people skills and abilities. l 2 3 4 5 Very Often Often Some Seldom Rarely Initiates improvements (and innovation) in work methods and Operations. 1 2 3 4 5 Very often Often Some Seldom Rarely 2.116 2.117 Performs its share of public responsibility; helps 2.118 community relations. 1 2 3 ' 4 5 Very often Often Some Seldom Rarely 20 163 We need to obtain your subjective assessment of the per- formance of your division as it relates to competitors in its industry. Equating 100% to ideal performance indicate what percent Of this ideal or optimal perfor- mance you feel your division/subsidiary is achieving in its industry. 50-52 74. I personally feel that the overall performance Of 2.119 the division15ubsidiary in which I am employed should be rated as %. 53-55 75. I personally feel that the overall performance of 2.1110 Acme Industries should be rated as %. 21 76. 164 On the next page are 18 values listed in alpha- betical order. Your task is to arrange them in order of their importance to YOU, as guiding principles in YOUR life. Each value is printed on a gummed label which can be easily peeled off and pasted in the boxes on the left-hand side of the page. Study the list carefully and pick out the one value which is the most important for you. Peel it off and paste it in Box 1 on the left. Then pick out the value which is second most im- portant for you. Peel it off and paste it in Box 2. Then do the same for each of the re- maining values. The value which is least impor- tant goes in Box 18. Work slowly and think carefully. If you change your mind, feel free to change your answers. The labels peel off easily and can be moved from place to place. The end result should truly show how you really feel. 22 1.211 Respondent ' S identirication Card Number: 04 12,13 4 1, i i I I e f. r ’ " A sense or ACCOMPLISHMEN'I’ \_/ ream m... as (a prosperous life) s- 9 .- OH‘*-‘.-—.—< *‘oo-I‘rlo “~ycu‘- *0. - AN EXCITING LIFE (a stimulating, active life) ~1':...!.....§... -.'-_'...._..- -- .,....~-. - '20-“ (lasting contribution) ' _,... ALA-22.31.- -.-'..___....1-2:..-.-- .- .....'. A WORLD AT PEACE (free of war and conflict) .— ~- .J—‘h -_~.-. -uw“- — ._ .2 A-.- ‘ ~-.,__ A WORLD OF BEAUTY (beauty of nature and the arts) Mngt -... - ..-.--.....-.._ EQUALITY (brotherhood equal opportunity for all) u 2 .J' .. 2.5-;- 1-. - FAMILY SECURITY (taking care of loved ones) :,—-—m—.hc—A—n—~_-‘L —.—- - a. -0- _ 1.. ‘ -- ~— m... .. FREEDOM (Independence, free choice) 1.... .... -__..,_____.x.__..1 12...-.- .. HAPPINESS (contentedness) . ,9 f . - )«uwh..- -~-mw~-.-.—.—._- --—..—...—.. lNNfl HARMONY (freedom from Inner conflict) ‘0... 3 L A“ ~ a-...-o—— 2--.. . ~- MATURE LOVE _ (sexual and spiritual intimacy) ’,.— § ‘ 1m ‘ " - nowuo‘fia.‘ u...“- ....-aoL'-.-4~ 9>- . _ NATIONAL SECURITY (protection from attack) V' I 1' Q Md~b~4_-.—.~.fi 4h...- ..._A.._.—. ....~.. :51 mun: (an enloyable, leisurely life) ‘hLl-g-um‘jwsk- ..... 24.1: 1'2“. 2 _- SALVATION (saved, eternal life) Mlfirl ....-...a..-.. --...'.’.AIL..-' ~. -\‘ SELF-RESPECT (self-esteem) ' ‘ . QM...“ -W M.¢.~—- -21, SOCIAL RECOGNITION (respect, admiration) I“ __J’-‘£h"Lq " 7 L I '1' 12A A; “A Q -‘ \ VIHEN YOU HAVE FINISHED, GO TRUE FRIENDSHIP (close companionship) 3 “ : , ~. WISDOM (a mature understanding of III.) 1 .fl... r w. .2 . ' .1 .‘ _£-_. _‘-(._ . w... 4 ON TO THE NEXT PAGE. 23 \s 166 Below is another list of 18 values. Arrange them in order of importance, the some as before. maiaus" H ' (hard-working, aspiring) ‘« "TL AJL' - __'-....- BROADMINDED (open-minded) 42,43 ./ 44,45 - -/.iL-e.....-._'-_.L_____', _-_.-.2..--1..._._.._.-.. ‘ ,‘__.__.‘ .' CAPABLE “3 (competent, effective) ' ' ‘/;,.:.;3L._2..--;.2::.Lm-~..Lm-Lr...:..- .. -_ .---- - 4 CHEERFUL I» 5 (lighthearted, iayful) 46,47 48,49 “a .-‘“_-—-..._bva..-. ‘ if CLEAN ' (neat, tidy) ,4- 4: --_. 1... - .. “--L~ .;-._-- -H- -...._.-- COURAGEOUS (standing up for your beliefs) ‘/"“ ‘4‘" 5‘— L '- ‘ . .. ~—. “an“..- .-..-- FORGIVINO (willing to pardon others) . ’44“.--....—_......_.._.. --~ —« -—~ ~—--—- -..-.. ~--»-- .’ HELPFUL (working for the welfare of others) #4--..MA...“ -- _.._.-..... L... .. _...- ---..--- .. - HONEST (sincere, truthqu /~.-.L._'._L..._ .--___‘......-_u..._.'- 4....-. -.--. - .- - --- ...... 60 , 61' o IMAGINATIVE ' (daring, creative) 50,51 52,53 54,55 56,57 “NOW-hand 58,59 0 I/r .....-....-....-... -.....-_.... 6 2 , 6 3' I _ ' INDEPENDENT (self-reliant, self-sufiicient) 6 4 , 5 5] 2 '_ " INTELLECTUAL ' (Intelligent, reflective) “mad- _— h . a... --—.o .-—--~.-.‘ .- 66, 6713 '_ _’ LooIcAL ' ' (consistent, rational) 6 8 , 6914 ' LoVINo ' (affectionate, tender) ‘ _4-Iu .L-g- - . ........ 1... .., .-. 70, 7115 .g' oIIEoIENt (dutiful, respectful) J‘H‘M 4L-c‘-- .‘ .-..-.... -- malo mm : (courteous, well-mannered) .1 . - . ‘ . /-.- *hhflflnm»-u‘-‘~“me-—.M --_.- ---~\ 7 4 ’ 7 5' 7 3" RESPONSIBLE : (dependable, reliable) 76’77l8 -,/' 5a, cafifi’o" ‘W -........- ~-— " (restrained, self-disciplined) ‘ .3) "-r“‘_-’. 24 O New Card: 05 If checked; or above is blank: Col No. 167 1,2,3 Respondent Identification 4,5 Card Identification: 05 RATING OF IMMEDIATE SUBORDINATES 77. This part to be filled in by all managers (except 2.31 foremen) having subordinates reporting directly to them. Foremen: do not fill this out. Please circle the number which best describes the contribution of each one of your immediate sub- ordinate(s): Extremely Makes a good Not an out- valuable to contribution to standing asset the unit for the unit for to the unit which I am which I am re- for which I am responsible-- sponsible—- responsible—- makes a good about what I not quite the deal more con— would normally contribution at tribution than expect of one times that I I normally of my subor- would expect have any dinates: from one of reason to my_subordinates: expect from one of my subordinates: Each immediate subordinate: 6 A: l 2 3 5 7B: 1 2 3 5 8 C: l 2 3 S 9 D: l 2 3 5 10 E: 1 2 3 5 11 F: l 2 3 S 12 (3: 1 2 3 5 DO NOT PUT ANY NAMES 0N QUESTIONNAIRE 13 1 I do not have any subordinates at all or I am a foreman. If this is not checked and above is filled in; If neither is filled in; code #0 (no response). 25 code #2. 168 78. Most subordinates are probably going to advance no 2.32 more than one or two levels above their present level, if that much. A few are already over their heads. A few are going close to or all the way to the top. Please circle the number which best states your judg- ment of each immediate subordinate: Real promise Could go up Has gone of going a another about as long way: level or far as he two in time: can or maybe too far: Bach immediate subordinate: 14 A: l 2 3 4 5 15 B: 1 2 3 4 S 16 C: l 2 3 4 S 17 D: l 2 3 4 5 18 E: l 2 3 4 S 19 F: l 2 3 4 S 20 G: l 2 3 4 S 26 21 22 169 79. 80. Comments which you may have concerning significant points or problems which were not asked and should have been: Comments, criticisms and/or recommendations concerning company: (combined with question 81). 0 - No Response 1 - General 2 - Specific 3.- General and Specific Comments which you may have concerning the purpose or mechanics of this study: 0 - No response 5221 l - Additional areas and nothing else 5222 2 - Negative Response 5223 3 - Positive Response *None 4 - Both .1 and 2 5224 5 - Both 1 and 3 5225 6 - Difficulty in Understanding Question 27 3.1 170 81. (ANSWER THIS QUESTION ONLY IF YOU WANT TO.) Go back to the grids on pages 14 and 15 which asks about relationships between units of Guardian Industries. Select the one relation— ship which you believe to be the most unsatis- factory: a. Why do you think this relationship is not any better? b. What suggestions do you have to improve this relationship? END OF QUESTIONNAIRE Please check each page to make sure you have answered each question. THANK YOU FOR YOUR COOPERATION Col No (Supplement) 23-42 23 23-25 26-29 30-32 33 34 82. 83. 84. 171 QUESTIONS: ANSWERS TO BE OBTAINED FROM TOP MANAGEMENT We are also interested in obtaining a few empirical measures of the trend of your division's performance over the past five years. In the table below we would like you to indicate the percentage change on a five year basis of three performance indicators: Sales, before tax profits; and return on investment before taxes. Considering the base year 1964 as 100, would you please indicate, in the spaces provided below, the level for each indicator for 1969. For example, if sales in 1969 were 5% above 1964, you would put 105 in the 1969 column. If sales were 5% below the 1964 level in 1969, you would put 95 in the 1969 column, and so forth. (Organizational Effectiveness-Objective) 1964 1969 2.31 Sales 100 2.221 2.32 Before Tax Profits 100 2.222 2.33 Return on Investment 2.223 Before Taxes 100 The type of technology found in my department division/ subsidiary can be described as: (J. D. Thompson) 1.22181 1. Long linked technology involving serial interde- pendence where act 2 can be performed only after successful completion of act Y, etc. (e.g., mass production assembly line). 2. Mediating technology when the primary function of the division/subsidiary is to link clients or cus- tomers who wish to be interdependent (e.g., commer- cial banks, insurance firms). 3. Intensive technology: a variety of techniques is drawn upon in order to achieve a change in some specific object (e.g., hospitals, construction in- dustry, military combat teams). The techniques of production utilized by the division/ 1.22182 subsidiary in which I am employed is: (Woodward) 1. Small batch and unit production 2. Large batch and mass production 3. Process or continuous production 29 35 36 37 38 39 40 41 42 85. 86. 87. 88. 89. 90. 91. 92. 172 Number of competitors in the product market of the in- 1- dustry in which my division/subsidiary is engaged: (Stigler, Ferguson)‘ 1. None 2. One to nine 3. Ten to eighty 4. Over eighty Ease of entry into industry that my division/subsidiary is engaged: 1- Perfect ease Easy entry High barriers Very high of entry or exit to entry or barriers to exit entry or exit Product characteristics of product(s) produced in my 1- division/subsidiary: Homogeneous Nearly May or may not No (same as com- homogeneous be substitutes substitutes petitors product) To be obtained from records of GI: (Harvey) The number of product changes in last ten years: 1. l 2 3 4 5 1 to 8 9-19 20-43 44-71 72 and up The size of the division/subsidiary is: 1. l 2 3 4 under 50 50-100 101-300 over 300 The number of levels of authority within the division/ 1. subsidiary: l 2 3 4 5 6 7 8 1 2 3 4 5 6 7 more than 7 Ratio of managers and supervisors to total personnel 1. in the division/subsidiary: l. 2 or fewer per 45 employees 2. 2 to 4 per 45 employees 3. 5 or more per 45 employees Number of sub-units in the division/subsidiary: 1. l. 4 or fewer 2. 5-7 3. 8 or more 30 22171 22172 22173 22121 22122 22123 22124 22125 *1 . ¢_._, “An. -7" ‘ D ‘ .al APPENDIX E VERBATIM REMARKS MADE BY RESPONDENTS Question No. 79.--Comments which you may have concerning significant points or problems which were not asked and should have been: Respondent Number Division B 001 004 007 011 (sales Rep.) 017 021 No questions regarding my appraisal of: (1) my performance, (2) my future with Acme, (3) my feeling toward the company's future. I feel that there should have been questions dealing with a research program in each sub- sidiary. This could affect [sic] the growth of the company and in turn affect the person- nel. I feel that very few employees, if any, have a feeling of corporate unity. Very little info comes down about other divisions and our realative [sic] position in the corporation. Information flow and cooperative organizational decisions should improve within a departmental relationship. For instance--it is very diffi- cult to receive action on a specific short or long range problem/solution suggestions die in the brain of the superior-communications are poor in all levels and is a major problem. Promotional recognition is often nonexistent accept [sic] at very high levels. A combined effort between top and middle level management in regards to communications and joint effort in determining responsibilities with authority in carrying out the objectives of each department is very much in absence [sic]. I think the chain of command coming from Acme (Division C) to the other divisions leave a lot to be desired as a matter of fact it STINKS! 173 023 Division C 050 053 054 068 068 Division A 100 105 116 123 (Dept. Mgr.) Division D 150 158 174 Employees relationship with the company. In order for one to get a true picture of Acme Industries I believe the various de- partments, subsidiaries, etc., should have been studied in a more detailed manner as they relate to one another in achieving the goals of upper management. Communication between your own division, what status. Why is this thing necessary? Payroll problem. DNA I think that communication is our most signifi- cant problem. My main objection to Acme Industries is the "I don't care" or "Pass the Buck" attitude of most people in supervision. A good test. Questions about--Management Training Program. Questions about--Manufacturing Training Program. Questions about--the environment people work in. Questions about--social benefits for employees. Questions pertaining to family, etc., might well have a place since attitudes and actions of individuals are greatly influenced by "family and can ultimately affect his status" and attitudes toward his company. Questions on where we think each division is going in the future. 175 Main Office 203 Do I feel that other divisions could be im- (Di- proved. You questioned the importance of visional technology but not its effectiveness or even Manager) the degree of its utilization in other di- visions. 176 Question No. 80.--Comments which you may have concerning the purpose or mechanics of this study: Respondent Number Division B 001 006 010 011 013 017 019 023 Division C 050 Question No. 76 (Value Survey)--too many items--range covered was not broad enough. Several repeat items and questions. This is an excellent questionnaire. It reflects a thorough grasp of management problems and leadership situations. If signature on this test had been required, would it have been answered differently? Very glad to see the company institute such a program--we need to push back conservative fears and accept the fact that people are important and we do have problems. Possibly this study will aid in solving some or many of today's problems and hopefully will continue in the constant change of our growing company. I hope to be able to read the finished work. Good luck. This has brought to mind the overall reaction to my position by myself, and has brought out things which should be thought about on an active level, rather than on a more or less suBconscious level. The purpose is laudable and has definite possibilities in analysing problems. Some of the questions are ambigious and others seem too general to provide significant information. It was very good in its way of asking questions. This study is quite broad but not detailed enough for me to get in depth idea as to the true picture of Acme Industries. 052 053 054 Division A 100 105 109 116 123 Division D 150 153 154 177 I believe you would have gotten more honest answers if your questions were more under- standable, plainer language. How could we know what goes on between di- visions in another building or city? Also I didn't understand several questions. This is of little value and of questionable consequence. I resent being a white rat for research purposes. I think this will help improve the operation of this company. By pointing out the areas where the majority agree we are weak. I think in the end it will show what made this company grow. I believe those reports are good for a company, so most problems can be brought out. I believe Acme has many problems in the front office. Don't understand how it can be of any value. Very good. It is to me very refreshing that a company like Acme Industries has given the opportunity to someone to make this study. First to benefit the researcher. Second the top management has an open mind for problems which are presently occupying with the Corporation and using the results to improve, and I'm sure, to the benefit of all concerned. None--an excellent individual and corporate analysis. I am connected with the new plant (Division D) and do not have much to do with the other departments. I feel that the company should have some means of giving the employees of different divisions the activity that is going on in these 158 Main Office 205 178 different divisions. What I am trying to say is now that the company is getting larger the activities of each division should be brought out into the open. Such as the progress, manufacture, etc. This would help in the motivation of an employee because a larger company employees tend to fall out of contact with top management. Very good study. Quite thought provoking. I believe this is a real good test as to how a man's mind runs especially showing what his preferences are and direction he would take. 179 Question No. 81a.--(Answer this question only if you want to.) Go back to the grids on pages 14 and 15 which asks about relationships between units of Acme Industries. Select one relationship which you believe to be the most unsatisfactory. Respondent Number Division B 003 Production--Q.C. The lack of thorough training of Q.C. personnel on equipment operations. 006 Re: Relationship between the plant manager's office and quality control. There is a strict division in responsibilities. (I.e., Technicians vs production personnel.) There have been divided loyalties because of command and communications channels. 013 Quality control and production has always had friction. The areas of responsibility are overlapping yet there is a lack of coordination. 017 Plant Manager/Production. We have responsi- (Dept. bility but not the proper authority or tools Mgr.) to work with. 019 Acme Industries vs Comptroller's office. 023 Lack of communication. 025 I believe the Billing Department and Customer Service Department under the Plant Managers office needs more direction. I believe sincere effort is made generally, but outside factors sometimes rule the Customer Service Department and Billing Department sometimes shows wither lack of interest or directional organization. 029 Sales--Quality Control. (Sales Rep.) Division C 050 Executive Acme Division B Sales Department in relation to Customer Billing, Re: Data Processing. Improper documentation and com- munications for Customer's Photo Finishing 064 069 072 077 Division A 100 104 116 123 Division D 150 180 Prices and Discounts between the two has caused unwarranted customer complaints about Billing, also has caused untimely (maybe somewhat costly) program changes. President's office and Division C President does not feel he has the time to spend with the individual people, or we are seen by him through our supervisor. The relationship between the Division C and the district centers does not change because the people of higher positions are not interested enough in their subordinates. As long as things get done, they want nothing to do with the problems at the district centers. When a situation gets bad enough someone is dispatched to the location to "crack the whip." The feeling between the two stations is bad but nobody wants to admit it. Not enough employees in my department for the amount of work expected for the day. I'm not sure about the relationship at other locations but I feel here the relationship is very good from top to bottom. Production and Quality control. A lack of communication including specification (exact). Acme A and Main Office, Acme Ind. Acme has good relationship. People in these areas seem to be self centered and/or not capable. Engineering has always had its difficulties. There is a general lack of appreciation for engineering within the company (all levels) since you can always consider engineering an overhead or burden to the company. The company's upper management reviews engi- neering and usually categorizes it in this 153 154 155 158 181 way. In a money conscious company, only production appears to contribute, when actually it is a completely integrated team effort. The reason--general lack of sophistication within the industry--a condition which is changing. Engineering and manufacturing--Acme is just beginning to have a true engineering and research department. These benefits have not gotten down into manufacturing in many instances. As I mentioned earlier the direct personal relationship between different divisions should be brought out into the open. One main reason is so a question or even this could be answered properly. The relationship between the new acquired division and the new plant (Division D) was only rated as slightly better than average-- reason new division has only been a part of our corporation for a short time. Not enough information is known about other divisions. 182 Question No. 81b.--What suggestions do you have to improve this relationship? Respondent Number Division B 006 007 013 017 (Dept. Mgr.) 019 023 025 l. A change in organizational structure (this will be effected January 26, 1970). 2. Improved orientation of personnel involved so that both sides of the problem are apparent. 3. Education of quality control personnel so that they become aware that improved production is the key to greater profits and that quality control operations must be geared gp_to production. There is a definite need for communication between divisions at all levels. Especially lower levels, to build morale. I hope to propose an employee magazine when the fi- nancial void left by the new glass plant is filled. (Written under item No. 79.) Define areas of responsibilities and have Quality Control supervisor and Production supervisor work together towards a common goal. That the Plant Manager take a view of pro- duction on a whole not as being primarily dependent on one department at the expense of others. A supervisor in charge of computer services to each division. Weekly meetings. Customer Service Department must be treated more like a full department with sufficient personnel and planning. Billing Department must have greater communication with Sales and tighter control over drivers. Cooperation is generally very good but weak areas do appear to be creating serious problems. Division C 064 (Adminis- trator) 069 (Level 2) Division A 100 105 116 123 Division D 150 183 In a position like mine, I feel I should be able to express my ideas outwardly to him. He could find some time to come by and give or listen to what may be new developments to his company. My suggestion to improve this is for executives to come down in their level of thought and think about their subordinates as human beings and not just to get the work out. They fail to remember the peOple beneath them having feelings to [sic] and many times are doing their level best already. This "I don't care how you do it but just get it done" bit gets old to people after awhile. A little human understanding in this company is needed. More communication and understanding. Acme needs a vast important improvement [sic] in the data control systems. Top men. Acme will go to the tOp in its field. Bring people together more often in training and discussion. Create a good training program by capable instructors. More communications thru staff meetings-- discussion and invited participation by upper management in all phases of company operation. Allow the engineers (or staff) to be appraised of company progress, situations, status of change. This is an age old problem faced by most companies, for which the solutions are readily apparent. Communications and infor- mation are the only answer. Communications and opportunity for opinion are trouble spots within the company but the general conditions are improving. 153 154 158 184 Time is required. Additional expansion-- people in Manufacturing of a higher caliber (education, ability, mentality) are necessary for the proper relationship between technology (engineering) and Manufacturing. No suggestion at this time--as (I) feel re- lationships will get stronger as our new plant is launched in July. Then the needs of the two divisions will become integrated in a more regulatory fashion. Weekly publication by each division compiled in a bi-weekly "paper.” APPENDIX F A DESCRIPTION OF COMPUTER PROGRAMS EMPLOYED IN THIS RESEARCH A DESCRIPTION OF THE MULTIVARIATE ANALYSIS METHODS EMPLOYED IN THIS RESEARCH Several methods of multivariate analysis were selected and employed to analyze the data. The distinctive capability of multivariate analysis is that the multiple variables are considered in combination as a system. The various methods of multivariate analysis were employed in this study-~each for a different purpose: Factor Analysis, Multiple Regression Analysis, and Dis- criminant Analysis. Each method is briefly discussed in the following paragraphs. A summary of the various methods employed is shown in Table 3.1. A basic concept useful in considering many vari- ables together is the test space concept. If M (363) measurements have been made on N (113) individuals, each individual can be represented as a point in the M- dimensional space. Each point (individual) has a unique location. The procedures of multivariate analysis are concerned with the problem of reducing the original test space to the minimum number of dimensions needed to describe relevant information contained in the original observations. 185 186 Factor Analysis.--The primary purposes of this analysis were: 1. To reduce the test space of 363 dimensions to a factor space of fewer dimensions and still preserve the common variance of the original scores of the variables. This was the basis, in conjunction with the results of LAWS, upon which the criteria for the development of the subscales was formed. 2. To obtain factor scores that are more even, more normally distributed than the scores of the variables. 3. To eliminate most of the error variance in the scores by preserving only the common factors. 4. To examine the factor structure of the various measures. The factor analysis routine performed was a principle axes solution followed by the Quartimax and Varimax rotational solutions from the observed data. The object of the quartimax method is to maximize the inequalities of loadings. Its ultimate aim is to reduce the complexity by simplification of the description of each row or variable, of the factor matrix. 187 The Varimax method is a modification of the Quartimax method. The Varimax method simplifies the columns or factors rather than the rows or variables.1 Multiple Regression Analysis.--The multiple re- gression (least squares) program was used to estimate the relationships between each dependent subscale and the set of sixty-One independent subscales. The routine can be termed a linear regression program from the standpoint that the term "linear" refers to the capability that only problems which are linear in the coefficients may be calculated. Problems which are non-linear in the vari- ables cannot be calculated. Statistics calculated for individual variables included means, sums, standard deviations, sums of squares, and sums of squared deviations from the means. Statistics calculated as measures between each dependent subscale and the set of sixty-three subscales included: 1. Analysis of variance table 2. Multiple correlation coefficient 3. Standard error of estimate 4. Least squares (regression) coefficients 5. Beta weights 1Further details are included in Technical Report No. 34.1 (modified), Computer Institute of Social Science Research, Michigan State University, dated May, 1969. 188 6. Standard errors of the beta weights 7. F statistics and t statistics 8. Highest order partial coefficient correlation coefficients between dependent variable and each independent variable. The weights of the different predictor subscales were scaled to indicate the relative contributions of the variables to the prediction of the criterion, and a coef- ficient of multiple correlation is available as an indi- cation of the prediction's accuracy. The square of this coefficient represents, as a decreased fraction, the proportion of variance on the criterion that is predictible from, or explained by, the linear combination of the m-l predictors. Discriminant Analysis: Discriminant analysis is a procedure for estimating the position of an individual on a line that best separates classes or groups. The esti- mated position is obtained as a linear function of the individuals' test scores. Since one "best" line may not exhaust the predictive power of the test battery in dis- tinguishing among the classes, additional discriminant functions, all mutually orthogonal, may be fitted (or- thogonal in the sense that discriminant scores and uncorrelated) the maximum number of discriminants is indicated by the lesser of the two numbers g-l and m. Although it is possible to treat the classification problem directly in the m-dimensional test space by methods 189 described in this appendix, the multiple-discriminant analy- sis has the advantage that it often leads to a dramatic reduction in the predictor space's dimensionality without a substantial loss of information. In other words, the approach is to locate a line in the M Space for which the separation of the groups is opti- mized when the individual points of the different groups are projected on it. The ratio of the among-groups to the within-groups sums of squared deviations is maximized. This program determines linear combinations of the variables, called discriminant functions, which maximizes the ratio of between group variability to pooled within- group variability. This method operates on a set of vari- ates measured on individuals in several groups. This program implements the method titled "Constellation and Distance Analysis" when first published by C. R. Rao and later called "Multiple Discriminant Analysis" when presented independently by Bryan and Lubin. Details may be found in Technical Report No. 33, Computer Institute of Social Science Research, Michigan State University, dated July 5, 1968. Other references include: J. G. Bryan, "The Generalized Discriminant Function: Mathematical Foundation and Computational Routine,” Harvard Education Review, 21: 2, (1951), 90-95. C. R. Rao, Advanced Statistical Methods in Biometric Research, Chapter Ix, John Wiley and Sons, (1952). A DESCRIPTION OF COMPUTER PROGRAMS: PERCOUNT, IDCORR, VALUTEST, AND DAPl PERCOUNT.--PERCOUNT provided frequency distribution tables of the requested variables, including number and per cent of total in each cell, cumulative number and cumulative per cent, total number of observations used, means, standard deviations, and number of unused obser- vations for each variable. Further details may be found in Technical Report No. 18, Computer Institute for Social Science Research, Michigan State University, dated May 6, 1968. Incomplete Data Correlation Program (IDCORR).--The Incomplete Data Correlation Program (IDCORR) computes arithmetic means, standard deviations, frequencies and Pearson product-moment correlation coefficients for data on cards or magnetic tape. A standard correlation coef- ficient is computed for complete data (i.e., no missing values for any observations). In the case of incomplete data, a correction technique was employed where the program will base computations on the data furnished, adjusting the frequencies in the computational formulae to compensate for the missing data. That is, the mean and standard deviation for each variable are based only on observations including measurement of that variable, 190 191 and correlations are computed only from observations which include measurements on both of the relevant variables. Further details may be found in Technical Report No. 4, Computer Institute for Social Science Research, dated June 28, 1968. VALUTEST.--Valutest is a type overlay system containing a series of routines written expressly for use with data from Rokeach's Value Survey. One of the routines, CHEKSUMS, offers a method of checking data cards for respondent, coding, and keypunching errors. It was run on all data cards so that errors may be detected and corrected before submitting data for the statistical analysis routines. The routine locates errors by adding up the sum of the N ranking scores for each subject for each ranking scale, then checking whether this sum is correct. Other routines in this system include ROUTINES ONEWAY and TWOWAY. ONEWAY provides comparisons of the median value rankings of several groups, as defined by an independent variable. It is analogous to a one-way analysis of variance. ROUTINE TWOWAY compares the value rankings of groups simultaneously defined by two inde- pendent variables. It is analogous to a two-way analysis of variance. 192 Further details may be found in the program description and user's manual for VALUTEST by Charles C. Hollen, Department of Psychology, Michigan State Uni- versity, dated January 17, 1969. Data Plot and Statistics for Variables (DAPl).-- The purpose of this routine was to form histograms for each variable along with computations of the mean, standard deviation, skewness, kurtosis, variance coef- ficient of variation, lower quartile, median, upper quantile, and range. The histograms are printed out on a standard score abscissa in categories, each of which is a quarter standard deviation wide. Further discussion of this routine may be found in Technical Report No. 15, Computer Institute for Social Science Research, Michigan State University, dated February 7, 1968. APPENDIX G HIERARCHICAL CLUSTERING BASED ON A CRITERION OF LARGEST AVERAGE WITHIN-CLUSTER SIMILARITY [This discussion is a condensation of a paper by the same title by Leighton A. Price, Computer Institute for Social Science Research, Michigan State University, East Lansing, Michigan, March, 1969.] The general purpose of hierarchical clustering methods is to realistically summarize and divide complex data into clusters and subclusters. Two specific major objectives underlie hierarchical clustering methods. The first is to construct sets of successively more inclusive clusters. The second is to form these clusters in such a manner that the elements within each cluster are as similar to one another as possible and as dissimilar from all other elements as possible. Both of these objectives are derived from the broader theoretical objective of identifying types and sub-types. In the purest form, a type is a set of elements in which each member has greater similarity to every other member of that set than to any element outside the set. A number of other requirements must also be sought at the same time. These are: l. The data must determine the form of the re- sulting hierarchical classification, i.e., the number of clusters, the unions of elements with clusters and the unions of clusters with one another. 2. Pairwise element interrelationships should not be misrepresented. 193 194 3. Arbitrary classification decisions should be avoided. 4. The hierarchical structure should realistically display the nature of the predominant structure of the relationships in a matrix. The method used herein was introduced by Leighton A. Price and is called Hierarchical Clustering by Largest Average Within-Cluster Similarity (LAWS). It is related to methods developed by L. L. McQuitty but is unique in that decisions regarding the acceptance or rejection of potential clusters are based upon a criterion of largest average within-cluster similarity, where the element interrelationships for all pairs of elements in a cluster are the data for this average. Some Features of Hierarchical Clustering by LAWS Method: 1. Element relationships are processed by order of magnitude in the order of decreasing similarity. This is not necessarily true with the reciprocal pairs methods. 2. It focuses upon Within-Cluster Characteristics: its decision rule is based upon regional matrix values: hence, larger clusters are not automatically formed as in all reciprocal pairs and typical analysis methods. 195 3. Order effects are avoided by eliminating arbitrary decisions in the handling of tied interrelationships. Most other methods are arbitrary in their handling of tied inter- relationships. 4. The LAWS Method does not accentuate the importance of values just slightly higher than others as do most similar methods. 5. The LAWS Method may yield overlapping clusters. This advantage is shared only with the re- ciprocal pairs method. No attempt was made to standardize the variables nor to "weight" them. "Weighting" is automatically implied when the varying and different variables are left untouched. Variables with a range of one through 100 would carry more weight than continuous variables with a scale of one through five. The values associated with relationships between all pairs of elements are processed in order of decreasing element similarity. All pairs of elements having a given index value are compared with clusters that may already have been accepted and which are not themselves completely included in some larger cluster. A record is made of all non-included clusters in which one and/or the other element in the pair can be found. 196 All pairs in the block are processed at this time. The order of processing the pairs is immaterial because of the manner by which the block is processed. Some new clus- ter possibilities are formed based on overlap information. Whenever more than one possibility occurs, some decisions must be made before clusters may be accepted. These decisions are based upon the objective to accept clusters having the largest average within-cluster similarity. After processing all the pairs in a block, the procedure is repeated for the next block, and so on, until all data have been examined. Four decision situations may be encountered for each pair in the ordered list. These are: 1. Neither element of the pair appears in any of the clusters that are in the list of final clusters. 2. One element of the pair is included in one or more of the existing clusters and the other is included in none. 3. The pair of elements links previously accepted clusters [one element is in some c1uster(s) and the other is in other c1uster(s)]. 4. Both elements of the pair already appear in some c1uster(s). Situations two or three result in the tentative formation of more than one cluster. This necessitates decision rules to make the choice among the alternatives. 197 These are: Rule 1 If neither element of a pair overlaps with any clusters, add the pair to the list of clusters which have been accepted thus far. Rule 2 If just one element of a pair overlaps with one or more clusters, tentatively form larger clusters. Determine and, if applicable, accept the largest ones having greater average within-cluster similarity. Otherwise, add only the pair to the list of clusters already accepted. Rule 3 If a pair of elements lends one or more pairs of clusters, tentatively form all the resulting clusters. Determine those clusters having greatest average within- cluster similarity and add them to the list of clusters already accepted. Rule 4 When a pair of elements is already included in some of the clusters which have already been accepted, proceed to the next pair in the ordered interrelationships. Rule 5 If the average within-cluster similarity associated with an accepted cluster reflects lower average similarity 198 than a cluster in which it is included, eliminate the included cluster from the set of accepted clusters. Rule 6 If the element pairs associated with a block of tied values include all possible pairs for some set(s) of elements, identify all sets which are not subsets of others. Add each of these to the list of accepted clusters if none of its elements are included in the clusters accepted prior to processing the block of pairs. It is proposed that the LAWS method should do a better job than other methods of producing clusters with higher average within-cluster similarity. As a result, cluster differentiations should be kept sharper over an entire structure. APPENDIX H PROCEDURE UTILIZED FOR DEVELOPMENT OF THIRTEEN SUBSETS AND THEIR LISTING The reason for the development of the thirteen ssubsets from the 363 variables was because of the limited czapacity of the computer and its programs, to analyze all 363 items at one time. The rules used for forming these original thirteen s ubsets were : 1. The maximum number of items in each subset had to be ninety-two due to the capacity constraint of the factor analysis and Incomplete Data Correlation computer programs. Some of the same items must be in every subset. These were: (a) the division location (Item 1), (b) the biographical data (Items 3, 4, 5, and 6). An attempt was made to keep items together which were believed to form the same subscales-- in other words, those items which appeared to have the same "face validity." Every item was included in two or more subsets. (The only exception to this were the four environmental factors which were filled in by one respondent only.) 199 200 The specific procedure utilized by the writer in forming the subsets was: 1. The variable listing with the recoded variable number in the left column was composed. See Appendix,B. A tentative listing of the subsets by general categories was formulated. See following page. Each subset was coded on a programming sheet. As items were listed on the programming sheet, it was recorded on the variable listing. This was continued until every one of the 363 vari— ables was included in two or more subsets. 201 The Listing of the Thirteen Subsets Subset No. l 2.1 Organization Effectiveness (3420-3490) 1.211 Personal Values (4060-4760) 1.212 Personal Background and Present Location (2251-2256) (1090-1130) (1061-5) (1071-6) .l.214- Leadership Style--LPC (2060-2210) J-.217 Local—Cosmo (2220-2240) J..2162 Positive Power 2560 (J..22332) 3410 J..2215 Positive Multiplicity, Specificity, (:L.2232) Direction and Demand J..221Sl Goal Clarity 2270 J..22155 Extent-Controllable and Predictable 2330 1”.22152 Difficulty 2280 abset No. l . 211 1.212 1.214 Total 2 Personal Values (Ten) Personal Background and Present Location Leadership Styles LPC Likert B & S Technical Management-Environment Total Number of Variables 36 21 16 I... 36 21 16 17 12 92 202 Subset No. 3 1.21213 Pass Background and Pass Loc. 1.2211 Division Values--Term 1.2212 Division Structure 1.2213 Division Management Style (Bowers) (1.22141 Function of Department) 1.2215 Goal Orientation .l.2216 Time Orientation .142217 Competition of Division J..2218 Technology of Division .2.]. Organization Effectiveness by Each Individual J..22142 (Function of Division) Subset No. Rate of Change of Technology Direction and Demand Total 4 Pers. Biog. and Pres. Location Division Structure Division Management Style (Bowers) Goal Orientation Time Orientation Competition Technology of Division Rate of A in Technology Local-Cosmo Number of Variables 15 36 13 (l) Subset No. 203 Dynamic Climate and Processes Communication Coordination Goal Setting Interdepartment Relation Total 5 fllbset No. Positive Location and Biography Dynamic Climate and Processes (Interdepartment Relation 30) Technology (5341-42) Organization Effectiveness (Individual) Total 6 Personal Location and Biography Terminal Values Organizational Factors Dynamic Factors (Less Coordination and Goal Setting) Likert Scale Suppliers Rank and File Attitude and Morale Total Number of Variables 21 18 11 18 12 12 92 204 Number of ESubset No. 7 Variables Personal Location and Biography 21 Organization Effectiveness 12 Rating of 14 Leadership Style (Bowers) 2340-2410 8 Local Cosmo 3 Positive Power 2 Values 18 Competition for Final Product 12 Trust _2_ Total 92 Subset No. 8 Personal Location and Biography 21 Division Technology 2 Dynamic Climate and Processes 6 Inter Division Relation 36 Likert Scale 18 Organization Effectiveness _8 Total 92 EEEEEEErt No. 9 Personal Location and Biography 9 Interdepartment Relation 43 Inter Division Relation 36 Technical 2 A of Technology 2 Total 92 205 Number of :Subset No. 10 Variables Personal Location and Biography 21 Values--Instrument Only 18 Rating of Immediate Subordinate 14 Organization Effectiveness ll LPC 16 Public Policy 12_ Total 92 S ubset No . 11 Personal Location and Biography 15 Comm. and Coordination and Integr. 3 External Environment (Partial) 66 Competition Supplies Rank and File Attitude Public Policy Union-Management Marketing and Sales Organization Effectiveness ‘_8 Total 92 éflEEEEszt.No. 12 Personal Location and Biography 21 Technology 2 Motivation 1 External Environment 48 Subset No. 206 Availability of Financial Resources Marketing and Sales U.S. Economy Level of Skill Possessing Training Program Rank and File Attitude Component Structure Organization Effectiveness Comments Total 13 Personal Location and Biography Technology (12) ( 6) ( 6) ( 6) ( 6) (12) ( 4) Availability of Financial Resources Personal Values Goal Orientation Technology Time Orientation Rate of Change of Technology Total Number of Variables 21 12 APPENDIX I A LISTING OF THE SIXTY-THREE SUBSCALES AND THE SCORES 207 o.m on o.~ mam. aa.n Ama.mav smoaoaaooe ma Amha.msa.~aa.mma .e»~.m>~.mo~.mm~.mm~.om~.mm~.mna.hea.aea .oaa.one.hma.owe.mme.mn~.mn~.~hm.an~.os~ .mo~.mm~.eo~.mom.~6~.Ho~.eoa.moe.~oa.eoa mmm.m .ooa.mma.mma.emav moasucmounuumxflq .mumsom AH o.m on o.a Ham. 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NN.H ooo. ooo. coo. Nam.¢a nom.a mms.m~ Nam.h~ Nah.mm mHN.NH hmv.MN omm.¢H oc9.o~ amm.m omm.md Hca.vA own. MN «NN. a cam. we cvh.m mmm.m mmv.va av. H cm. a ms. or. ca. vn. vm. ooo. cc. ooo. ooo. occ. coc. vam.HH ooo.HH Hoh.mn HmH.vm mmmonn oNo.NA mvH.oN mmw. HN 5mm. m hmv.m MNN.HN Hmm.va mmo.HN NHh.a mvo.na ooo.o vwm.m mmN.wH oc.H oo.H Hm. . .mo. hm. mm. moo. «H. mm. OH. on. mma. Now. 5 Hmo. m bom. mm mwh.ON Mbm.MH mm¢.HH HmH.OH mva.m mnm.va mac.~a NNm.aH mmr.m HH~.m~ hom.m wa.vN NNm.H mv~.NN hum.HH hm. .m ho.a mo.A am. No. oo. nu. ma. mo. coo. «HN. ho.H coo. ooo. ooo. mm.NH «Ho.ma Hmh.NN mmh.hN 6mm.wN moo.NH Hwo.m~ www.ma mmo.HH Hhv.m mam.NH chv.MH HOH.HN Hod.m hm~.NH va.m ohv.m ooo.o Hm.N mv.~ vo.m mn.m co.H mm.a aa.n oa.a ho.H HN.H mm.m om.H No.N ooo.a vo.w mdw.~H wa.OH mmm.m omN.OH mHN.m mmH.cH mmh.m mvw.m mmo.m NmN.m omm.NH Nmo.MH Hon.h mmo.w HNH.0 mo~.aa 5.: cm. ha. hv. no. NN. ms. hv. oo. ooo. co. NM. coo. ccc. ooo. mvm.m Ham.ha va.Hm HHH.mm m.mH mh.ma mN.m th.MH mvo.m ooo.m 5mm.oH vvm.HH hmo.vH mmm.m vvv.vH mmv.m omm.co ah.~ mw.m vv.m mm.~ mn.H Hm.N mm.m oo.H oc.H co.H HH.¢ cm.H No.N oom.H HHH.m mmM.NH huh.m HHH.OH ooo.o mmo.m ooo.m vev.v mmm.h o~.oa oom.h hhh.ma mmm.vH mma.m huh.m HHH.m voa.mo 31.: SS: APPENDIX J PROCEDURE FOR DETERMINATION OF LEVEL OF SIGNIFICANCE IN FACTOR ANALYSIS In answer to the question as to what are the chances for random factor loadings, there seems to be no obvious answer. The sampling distribution of statistics arising in factor analysis has been largely neglected. Holzinger and Harmon developed approximation procedures. The principal results are presented in Harmon's Modern Factor Analysis in table form (Table B). Their basic assumption is that individual correlations may be replaced by the mean (v) of the set. Additional assumptions which led to the approximations tabled were out of consideration of computational labor. For each successive approximation, the sampling error formulas become smaller. Knowing that the sampling errors are probably under-estimated Harmon recommends that a more stringent level of significance should be required. The standard error of a factor coefficient for a population N of 110 where .30 is the average value in the correlation matrix is .125. For a significance level of .05, i .25 or higher should be considered to significant correlation.1 — 1Harry Harmon, Modern Factor Analysis (2nd ed.; Chicago: University of ChiCago Press, 1967). 213 APPENDIX K DETAILED RESULTS OF THE FACTOR ANALYSIS, CLUSTER ANALYSIS, AND CORRELATION MATRIX OF THE SIXTY-THREE SUBSCALES 214 ovom. vomo.l anomm.u omoo. mhoo. mmom.: ¢~mo. mmNN. ooHH.: mm momm. mhoH.I aomma.l ommo.| oHNN. vmmo. vao.l vomH. mmbo.u Nm mvhm. NNVN.I «mmmv.| mhmo.| homH. hHoo.I mHhH. voNN. mmHo. Hm homm. mhmo.n aNmHm. NmNH. omoo.: vhHo. hmmo. mooN.| momH. om mvom. omvo. aoovm. mmmo. 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I l I II IIIIIIIIII II I I II I I II I III II III III III IIIII II IIII I II III II I I I I I I I I III IIII I III I. II I I-I!I-IIII: I I I i . III I IIIIII .l I I I II.III I d 1 I u I IIIIIIIII.II I I .II I II II I I 2 I IIIIII IIIIIIII IIIII I: .II IIII I II II I I III: I I I I I I IIIIII III ..III III-I. I I.IIII III: I II IIII II. II .II I I III II I} I III.‘. I I I I I I I I II If I'll, III ..IIIIIIIII-II'I|'IIIIIII'IIII I .II ‘ I I ‘ I, I I III I I II I II III I I I I I I. II I II II II- I I, I I I I I I I III I I..IIIIIIII I III I III I III 0 IIIII econ.” -wwmm~u II I-onuw.::;;I . ..nm .¢‘> a .No 52>. N 2:31" Giza->34- aqua.a--I-::eono..ay. . . ZIJSIIIINQIJ;;§::3: --II-I. no mo do IIIIIIIIIIII II.III III 233 TABLE K-4.--A descriptive extract of the rotated eight factor loadings of the Varimax Rotation Analysis of the sixty-four subscales. Factor Loadings Factor 1 consisted of the following subscales: (—) Division D (Controllers) (7) (+) lst Level (Foremen) (10) (-) 4th Level (13) (~) Education (15) (+) Did not have enough information to make (26) 3 even an evaluation of the divisional ‘"% relationships or relationships not required (-) Mature Love (37) (+) Wisdom-Logical (41) (-) Rate of Change in Technology (57) Factor 2 consisted of the following subscales: (-) Inner Harmony-Responsible-Self-Control (36) (~) Responsible-Self-Control (49) (-) Local Cosmo (53) (+) Q C Department (54) Factor 3 consisted of the following subscales: (+) Organizational Effectiveness (Subjective) (1) (+) LPC I (3) (+) LPC II (4) (+) Bowers - Likert - "Dynamics" (17) (+) Department and Divisional Relationships (24) (-) Obedient - Politeness (48) (-) Multiplicity - Specificity of Job (60) (-) Direction and demand from Superior (61) (+) Goal Setting in Division (63) 234 TABLE K-4.--Continued. Factor Loadings Factor 4 Loading consisted of the following subscales: (-) (+) (+) (+) (+) (-) (-) (+) (-) (+) Division A Division C 2nd Level Length of Service Age Environment (not enough information) Broadminded Courageous Personnel/Maint./Guard Departments Length of Time Feedback (not possible to evaluate) Position Power and Authority Organizational Effectiveness (Objective) Self—Respect - Social Responsibility - True Friendship Technology of Production - Small Batch Technology of Production - Large Batch Number of Product Changes Local - Cosmo (5) (8) (11) (14) (16) (19) (43) (45) (56) (59) (62) Factor 5 Loading consisted of the following subscales: (2) (40) (50) (51) (52) (53) Factor 6 Loadings consisted of the following subscales: (+) (+) (+) (+) (+) (-) Technology Competition — Suppliers - Rank and File - Finances Rank and File Public Policy Finances - Availability Structure Design (18) (20) (21) (22) (23) (27) 235 TABLE K-4.--Continued. Factor Loadings (+) (+) (+) (+) (+) (+) (+) Comfortable Life Exciting Life and Imaginative Sense of Accomplishment World of Peace World of Beauty Equality - Forgiving - Loving - Helpful Pleasure Salvation - Honest Ambitious Capable Independent Intellectual Factor 7 Loadings consisted of the following subscales: (28) (29) (30) (31) (32) (33) (38) (39) (42) (44) (46) (47) Factor 8 Loadings consisted of the following subscales: (-) (-) (-) (+) (+) A A A | I v v U Division B Main Office 3rd Level Department Relationships (not enough information) Family Security Freedom Sales Department Length of Time Feedback for "Success" (6) (9) (12) (25) (34) (35) (55) (59) 236 No mv mm mm mH mH vH No me bv vv Hg mm om mm mm mH HH Nm Hm ow mm Hm om ov hm 5H MH 5 v m HH mm nAnH mawmv .mmamumnsm no may no mamaamc4n=umumsao= man an smsuom =mumumsao= he mv vv Mom mm mm 5N mm mm Hm m Mme mv mH HH m 9H «H m on «N H MHm th v hm Hv mm mm mH MMH HMMQ‘VLDkDI‘l‘m lea mafimv .muflamcsssoo =umumsao= can Houowm mo MHHmuHuU 03» um: SOsz manouuluouomm cma one .m hm ow mm vm HH om hm mq mm hm mm Hm mH mH MH Hm om mm mm NH mm hv wv vv mv Hv hm om mm mm mm mm mH mH MH HH mm mm Hm mm 5H wH m Q‘Mo—I NC!) lea waned .Amflmmamcm =umumsao=v conumz wuHumHHEHm umumsHU cHnqu mmmum>¢ unwound man an Umfiuom =mnmumoHu= .¢ HmumsHo Honomm .mH mHHm co mmHmomnsm mm on» no mHmmHmcm =HmudeU= map mo mHMEESm 41:.mIM mammh .Am>Huomnn5mv mmwcm>Huommmm HmcoHpmNHcmmuo mo muouoHomHm HmEmeE on» .Uonuoz conmmHmmm mHmHuHsz ms» ou UGHoHooom .wn ou oczom mmHmomnsm mmocp mmumoHocHo .coHuomqu meow on» cH mHucmumHmcoo pawn ou Houomm comm chuH3 mmHmomndm HHm m>ms on mm; mmomusm was .mm .oq .mH .HH .H .H@ .m .hm .mH "5H mHHm :H Acmmum>muv omuomHmmu mums mmHmomnsm mcHonHom was .mH wHHm some mHuanHm mumMMHc 5H mHHmn 237 .mmmcm>Huommmm HmcoHHMNHcmmHo mo mnouoHomHm HmEmeE .mHthmcd conmmHmmm mHmHuHoz may on mcHoHooom .mn ou bosom OmHm who: 50H£3 memomncm omen» mmumoHchm mm Hm e um OH H He mH H . mm m m owe me mH SH vH HH m a be we oom mm mm e um Hm ow m m on ow onH e m H m 25H mHHmv .monomnsm mm may «0 HuHHmcsssoo guwumsHo= USN HOU.UM.W MO MHH@#HHU m5“. #m2 SUHSH.» mQQOHUIHOUBVMm #fimmfim 03H. .9 me mH nm on 0H m m APPENDIX L ANALYSIS OF VARIANCE TABLES OF MULTIPLE REGRESSION ROUTINES 238 mnmwm.o mvoH~.on smo.o nHwo.m wmv~.~u ammoo.o nmva.ou ooomvao.o mohmmwho.ou no anhom.o oHoo~.o voo.o hNnh.» «Hoa.~ HmNBo.o momH~.o nmmmv~vo.o nomhhmmH.o no onhHm.o oovo~.on «Ho.o wn~m.w uvmn.~| somho.o nHmoH.ou thommoo.o >~m~HmmH.os Ho wFMNm.o hvaN.OI hmo.o ovmo.m nom~.~l ~w~no.o vamH.on thvvmoo.o «Hmvawo.ov mv oomav.o N~o~n.on Hoo.o now~.~H mmom.nu avaoo.o mmmvN.ou ommmNmHo.o mmomvmmo.ou cm nmvmv.o mvoan.on Hoo.o -~m.HH Hoov.na QNHho.o ~mvv~.oo mmwmmOHo.o vmwmmmmo.ou on oorvn.o mowmm.on mooo.o hHmH.mv mmHh.ot mmwho.o mnmov.0I om~ommmo.o Hmmv-ov.ol SH mHnHm.o hoowm.o| hoo.o man.h vnnh.~c ~vono.° mvNaH.ou oomsmNOH.o mvaNHm~.on nH Hvav.o «movm.ou mooo.o ammo.vH Hmvh.n| OHoho.o omwom.on vmonoaoo.o nmmnomnm.o- o mooo.o Hamm.va ooow.nH mmmoohmm.o smomMHHm.h o nouoHoo .uuoou .uuou .0 m as auguuol anon nunoHos nucwHoHuumou mo aucoHuHuuoou .uo Nu HoHuuom «m M NO lacuna .vum muom nuouuu .cum coHnmouuwm > vaoHanv.o oHHh.o vuom.o ommh.o Hmvm.o mHH ounfiauuu no uouuu vuovaoum m mm m N“ m mcoHun>uowno uquHuHuuwou coHuuHuuuoo onHuHs: NHH mmoonHmm.vv Acooe usonnv Huuos onuvnme.o moH H-hnn-.o~ uouum mooo.o pooh.MH vsomcnon.~ a hwmmmhnn.v~ Hence usonav coHnnwumwm .on h oumsvm ado: novOoum no «common mmumovm mo 65m .conmoumou HHmum>o now oocoHuo> uo «meHmc