ABSTRACT ADMINISTRATIVE OFFICE MANAGERS' UTILIZATION OF PARTICIPATIVE MANAGEMENT IN SUPERVISING OFFICE EMPLOYEES By Zane Keith Quible This study was an analysis of the role that administrative office managers perceive for the utilization of participative management in supervising office employees. The primary purpose for undertaking the study was to enable business educators to develop instructional programs in light of current practices found in the business world. Procedures This study involved sending questionnaires to 250 administrative office managers employed in companies dually listed in the 1971 Fortune magazine 1,000 list and the 1971 College Placement Annual. The question— naires consisted of two parts. Part I sought information from the adminis- trative office managers concerning their sex, age, number of years in pres- ent position, number of subordinates, level of education, major area of specialization in college, military experience, military officer experi- ence, and nature of office work experience. Part II consisted of a check- list on which the administrative office managers were asked to indicate the extent (always, often, sometimes, seldom, never) to which they utilize employee participation in 27 selected managerial activities in the plan- ning, organizing, staffing, directing, and controlling functions. Chi- square test of independence was used to determine the level of significance Zane Keith Quible of the relationships between the items in Parts I and II of the question- naire. Conclusions The following conclusions are based on the findings of the analysis of data: 1. Sex may have an effect on the extent to which administrative office managers utilize participative management in supervising office employees. 0n the basis of this study, the conclusive statement can- not be made that males tend to allow more participation than do females since only a few females were involved in the study. 2. Age apparently has an effect on the extent to which adminis- trative office managers utilize participative management in supervising office employees. The older administrative office managers tend to allow more participation than do the younger administrative office, managers. 3. The number of years that administrative office managers have been in their present positions apparently has little effect on the extent to which participative management is utilized in supervising office employees. In only two instances were there significant relation- ships between number of years in present position and the 27 selected managerial activities. 4. The analysis of data indicated that supervisory experience apparently has little effect on the extent to which administrative office managers utilize participative management in supervising office employ— ees. The basis for this particular conclusion is the lack of extensive relationships between supervisory experience and the activities. Zane Keith Quible 5. Having little effect on the extent to which administrative office managers utilize participative management in supervising office employees is clerical office experience. Only one significant relation- ship was found between clerical office experience and the managerial activities. Because of the lack of significant relationships, conclusive statements cannot be made as to the effect of clerical office experi- ence on the managerial activities. 6. General office experience of administrative office managers apparently does not have an effect on the extent to which they utilize participative management in supervising office employees. Only one sig- nificant relationship was found; hence, the inconclusiveness of the effect of general office experience on the 27 managerial activities. 7. Other office experience apparently has an effect on the extent to which administrative office managers utilize participative manage- ment in supervising office employees. Generally speaking, as the years of other office experience increases, the amount of participation utilized decreases. 8. The number of subordinates supervised by administrative office managers may have an effect on the degree to which they utilize partici- pative management in supervising office employees. This study found the larger the number of subordinates, the greater is the likelihood that participative management will be utilized by administrative office managers. 9. The level of education has very little effect on the extent to which administrative office managers use participative management in supervising office employees. Only one signficant relationship was found to exist between level of education and the extent to which Zane Keith Quible participative management is utilized in the 27 selected managerial activities; therefore, no conclusive statement as to the effect can be made. 10. The college majors of the administrative office managers apparently have little effect in determining the extent to which they utilize participative management in supervising office employees. Since only two significant relationships were found to exist between the col— lege major and the extent to which participative management is utilized in each of the 27 managerial activities, a conclusive statement cannot be made as to the effect of the college major. 11. The nature of military experience does affect the extent to which administrative office managers utilize participative management in supervising office employees. Generally, as the years of military experience of the respondents increases, the amount of participation utilized also increases. 12. Having served as an officer in theinilitary does affect the extent to which administrative office managers utilize participative management in supervising office employees. The data analysis indicated that administrative office managers with military officer experience tend to utilize less participation in supervising office employees than do those with no military officer experience. ADMNISTRATIVE OFFICE MANAGERS' UTILIZATION OF PARTICIPATIVE MANAGEMENT IN SUPERVISING OFFICE EMPLOYEES BY Zane Keith Quible A THESIS Submitted to Michigan State University in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY College of Education 1972 L3§Copyright by ZANE KEITH QUIBLE 1972 ACKNOWLEDGMENTS The assistance and encouragement of the individuals who made this study possible are gratefully acknowledged. I am especially grateful and indebted to Dr. Robert P. Poland, chair- man of the doctoral guidance committee and director of the dissertation. Dr. Poland provided invaluable encouragement, guidance, and assistance throughout the entire doctoral program. His unfaltering concern through- out the endeavor is greatly appreciated. For always being available when needed, I am sincerely grateful to Drs. Helen H. Green, Stanley E. Hecker, and Mary V. Moore. The patience, understanding, and cooperation of these three doctoral guidance committee members made the experience much more pleasant. The four guidance committee members will serve as models in many ways throughout my professional career. Grateful appreciation is also expressed to Miss Linda K. Glendenning for her part in the statistical analysis and interpretation of data. The dissertation was made a reality much more quickly because of her spending many hours of her own time in assistance. The time Miss Fran Fowler devoted to preparing the final draft is also greatly appreciated--especially working "overtime" to meet a deadline. To Messrs. John E. Kraeer and E. Stephen May, I am greatly apprecia- tive for their proofreading the final manuscript. For the patience and understanding expressed by my family, friends, and acquaintances, I am appreciative. iii TABLE OF CONTENTS ACKNOWLEWMENTS O O O O O O O O O O O O O O 0 O 0 O O I O 0 LIST OF TABLES O O O O O O O O O O O O O O O O O O O O I O 0 LIST OF FIGURES. . . . . . . . . . . . . . . . . . . . . . . Chapter 1 2 3 4 INTRODU CT ION O O O O O O O O O O O O O O O O O O 0 Statement of Problem. . . . . . . . . . . . . . . . Purpose of Study. . . . . . . . . . . . . . . . . Hypotheses. . . . . . . . . . . . . . . . . . . . . Need for the Study. . . . . . . . . . . . . . . . . Delimitations of the Problem. . . . . . . . . . Definitions . . . . . . . . . . . . . . . . . . Operational Definitions of the Variables. . . Assumptions of the Study. . . . . . . . . . . . . Organization of the Study . . . . . . . . . . . . REVIEW OF LITERATURE . I O O O O I O O O O O O O . Herzberg's Job Satisfiers and Job Dissatisfiers . . Maslow's Hierarchy of Needs . . . . . . . . . The Managerial Continuum. . . . . . . . . . . . . . The Participative Management Concept. . . . . . . . A Concluding Statement: The Role of Participative Management in Supervising Office Employees . Summary . . . . . . . . . . . . . . . . . . . . . . PROCEDURES 0 O O O O O O O O O O O O O O O O O 0 O O O 0 Sources of Data . . . . . . . . . . . . . . . The Questionnaire . . . . . . . . . . . . . . . . . Selecting the Sample. . . . . . . . . . Description of the P0pulation . . . . . . . . . . . Statistical Analysis. . . . . . . . . . . . . Composite Profile of Administrative Office Managers . THE FINDINGS: ANALYSIS OF THE RESPONSES OF ADMINISTRATIVE OFFICE MANAGERS . . . . . . . . . . . sex 0 O O O I O O O O O O O O O O O O O O O O O 0 Age . . . . . . . . . . . . . . . . . . . . iv Page iii vi H bib“ <3<3~o o w-l U Esteem and status g g Advancement “4 Recognition m Interpersonal relations- supervision peers subordinates Supervision—technical 7Company policy and administration Belonging and social activity Safety and security Job security Maintenance factors ‘Workin Conditions Overlapping Items Physiological needs.- Salary Personal life Figure 2: A Comparison of Maslow's Need-Priority Model with Herzberg's Motivation-Maintenance Model. Source: Davis, Human Relations at Work, 3rd Ed., p. 36. Herzberg's and Maslow's concepts are especially pertinent in discussing the topic of participative management since many of the factors involved in these two concepts (recognition, respon- sibility, a feeling of being an integral and important part of the Operation, a feeling of job importance, accomplishment, and achievement) are frequently cited as advantages of employing participative management. 20 THE MANAGERIAL CONTINUUM Theoretically, management styles can be completely authoritarian, can be completely democratic, or can be any degree between these two extremes o This section examines the managerial continuum through an analysis of Theory X and Theory Y, the Leadership Pattern, Mechanistic vs. Organic Organization, and Leadership Behavior. Theory X and Theory Y The concept of Theory X and Theory Y was originated by Douglas McGregor. Theory X is a less democratic process, whereas Theory Y is more democratic. Darr states that Theory X is based on the following assumptions: 1. Management is responsible for organizing the elements of productive enterprise--money, materials, equipment, people--in the interest of economic ends. With respect of people, this is a process directing their efforts, motivating them, controlling their actions, modifying their behavior, to fit the needs of the organization. Without this active intervention by management, people would be passive--even resistant to organization needs. They must therefore be persuaded, rewarded, punished, controlled-~their tasks must be directed. This is management's tasks-in managing subordinate managers or workers, we often sum it up by saying that management consists of getting things done through people. The average man is indolent--he works as little as possible. He lacks ambition, dislikes responsibility, prefers to be led. He is inherently self-centered, indifferent on organiza- tional needs. He is by nature resistant to change. 21 8. He is gullible, not very bright, the ready dupe of the charlatan and the demogague. 5 Under Theory X organization, the role of the individual employee is reduced to that of a "cog in a machine."17 For the employee to exert the amount of effort needed to achieve organi- zational objectives, he has to be coerced, directed, and controlled. His function is to perform his present job, and he is given little incentive for self-development or advancement. In organizations that are strictly Theory X oriented, employees are considered by managers to be ' "economic men,‘ responding primarily to money rewards and requiring prodding by a strong-willed manager."18 It is the Opinion of Darr that any form of organization that controls employees as if they are irresponsible, self-centered, and indifferent is likely to encourage them to act that way.19 This, then, is offered as a weakness of Theory X. Another weakness of Theory X is the assumption that a certain set of behavioral characteristics is common to all employees.2 Theory X is the traditional or classical approach or organi- zational structure. Because of its nature, Theory X results in a work-centered organization. Theory Y, on the other hand, is employee centered in its organizational structure. Sisk has the following to say concerning Theory Y: "Theory Y is an approach to organization problems that emphasizes human relations and results in an organization characterized as participative."21 The underlying assumptions of Theory Y are as follows: 1. Management is responsible for organizing the elements of productive enterprise-dmoney, materials, equipment, people—~in the interests of economic ends. 22 2. PeOple are not by nature passive or resistant to organizational needs. They have become so as a result of experience in organizations. 3. The motivation, the potential for develOpment, the capacity for assuming responsibility, the readiness to direct behavior toward organizational goals are all present in people. Management does not put them there. It is the responsibility for peOple to recognize and develop these human characteristics for themselves. 4. The essential task of management is to arrange organiza- tional conditions and methods so that people can achieve their own goals best by directing their own efforts toward organizational objectives. 5. The expenditure of physical and mental effort is as natural as play and rest. 6. External control and the threat of punishment are not the only means for bringing the effort toward organiza— tional objectives. Man will exercise self—direction and self-control toward organizational objectives to which he is committed. 7. Commitment to objectives is a function of the rewards associated with their achievement. 8. The average human being learns, under proper conditions, not only to accept but to seek responsibility. 9. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population. 10. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.22 Theory Y eliminates some of the weaknesses found in Theory X in that Theory Y treats employees as intelligent and willing and functioning members of a group. Individual growth and development are encouraged. Whereas Theory X is founded on external control and coercion, Theory Y is founded on self-control and motivation. Since employees have a chance to participate in the determination of the objectives 23 for the group, their goals become congruent with the goals of the organization.23 In essence, in Theory Y, it is the process that is controlled, not the people. Leadership Patterns In his continuum, Rensis Likert classifies leadership patterns as follows: 1. Exploitive authoritative 2. Benevolent authoritative 3. Consultative 4. Participative Likert differentiates between authoritative and participative systems of organization. Authoritative systems are categorized as exploitive, benevolent and consultative. The participative system is categorized as the participative group. Likert develOps this concept around the following characteristics: motivational forces; communication process; interaction-influence process; decisiondmaking process; goal-setting or ordering; control process; and performance. According to Argyris, the exploitive authoritative has the most unilateral control, whereas the participative has more mutually shared control.24 Leadership Pattern Continuum Beach, in his continuum, uses terminology very similar to that of Likert except for the following modifications: "exploitive 25 autocratic, benevolent autocratic, consultative, and participative." Figure 3 on the next page illustrates the continuum. 24 .- " MUCh m“ 1’ ’ ’ ’ T li’lnitlation oi ideas ,1 and actions by subordinates; amount at control by subordinates Use at authorlty and pour by leader "" Uttle Little Exploltlve Benevolent pmm tive Aubcratlc Autocratlc Consultative pa Figure 3: Patterns of Leadership and Relative Amounts of Authority by Leader and of Control by Subordinates. Source: Beach, Personnel: The Management of People at Work, p. 447. The autocratic leader (left end) relies heavily on force to compel his subordinates to obey his commands. This force generally produces a considerable amount of tension and frustration on the part of the subordinates. The exploitive autocratic pattern emphasizes money and basic physical working conditions as positive motivating factors. Fear of loss of job, fear of loss of pension, or fear of demotion are frequently used.26 Moving to the right one category, The benevolent autocrat is one who is reasonably sincere in believing that he must closely order the behavior of his subordinates and that he must provide their basic economic wants and to some extent, their social wants.27 Benevolent autocracy is further categorized by a considerable amount of downward communication and little upward communication. Decision making is centered in the autocratic leader rather than in the subordinates. Consultative leadership utilizes subordinates more than the previous two classifications. A consultative leader is one who invites 25 subordinates to make suggestions and to contribute ideas toward the solution of problems. It is the leaders, however, who make the final decision.28 Under the form of full participative leadership, the superior invites participation by his subordinates in the solving of a wide range of problems. The subordinates are led in such a way that they make the plans or decisions as a group or team. The leader may set the boundaries beyond which the group cannot go, but he does not make the final decision. The group arrives at a decision jointly.29 Mechanistic vs. Organic Organization The Argyris continuum places mechanistic organization on the left and organic organization on the right. Mechanistic organiza- tion deviates from the essential properties of organization, whereas organic organization is consistent with the essential properties of organization. The mechanistic organization is thought to be least effective in change and in the development of new ideas. Perhaps its greatest strength is in its ability to cope with routine matters and to exist in an environment that is stable. According to Argyris, The scholars have concluded that the organic organization tends to develop greater organizational flexibility, commit- ment, responsibility, effectiveness in problem solving, and adapting to the environment.30 The characteristics of mechanistic organization are: 1. Decision making and control at the top levels of the organization. < 2. An emphasis on unilateral management action, based on dependency and passive conformity. 26 3. The specialization of tasks so that the concern for the whole is broken down. 4. The centralization of information, rewards, penalties, and membership. 5. The management being responsible for developing and main- taining the loyalty, commitment, and responsibility of all participants on as high a level as possible. 6. An emphasis on social status, inter-group and individual competition, and rivalry.31 The organic organization, on the other hand, is characterized by: 1. Decision making widely done throughout the organization. 2. An emphasis on mutual dependence and cooperation based on trust, confidence, and high technical or professional competence. 3. A constant pressure to enlarge tasks and interrelate them so that the concern for the whole is emphasized. 4. The centralization of responsibility for and use of infor- mation, rewards, penalties, and membership. 5. Participants at all levels being responsible for developing and maintaining loyalty and commitment at as high a level as possible. 6. An emphasis on status through contribution to the whole and inter-group and inter-individual c00peration.32 Continuum of Leadership Behavior Figure 4 illustrates the various degrees of authority that can be exercised by a superior over his subordinates. As is shown in the illustration, boss-centered leadership (the most autoractic type) is at one end of the continuum, and subordinate- centered leadership (the most democratic type) is at the other end. The greatest amount of participation is found at the right. Various degrees of these two extremes are found between the right and left ends. 27 I Subordin ate- mud V centered the of embody ink-ma“ Ame! rmam he Mum 1 f f t 1‘ f , 9 Hana“ Manager Manager Mme:- Menagee Menage: M maze: Idea 'ulla" mam panama mats define: pertain. decide. dodala'l. Mae: and tentative problem. mails; subordinates and aa- Illvltee decision gate eug- ask: pinup tr: macro?“ abacus .done, Ion-1e sznim scum .. W eh'age. Slice de- dccision. defined by china. wpernor. Figure 4. Continuum of Leadership Behavior. Source: Chruden and Sherman, Personnel Management, p. 385. The Theory X and Theory Y concept, the Leadership Patterns concept, the Mechanistic vs. Organic Organization concept, and the Continuum of Leadership Behavior concept have been included for two reasons: (1) as a means of illustrating various management patterns; and (2) to provide a theoretical framework for the concept of participative management and its adaptations. THE PARTICIPATIVE MANAGEMENT CONCEPT The following is a thorough examination of the concept of partici- pative management. Definitions of Participative Management Many of the definitions of participative management that appear in the current literature tend to be patterned after Keith Davis' definition. That definition is as follows: Participation is defined as mental and emotional involvement of a person in a group situation which encourages him to .contribute to group goals and share responsibility for them.33 28 The mental and/or emotional involvement mentioned in the Davis definition is also mentioned in the following definitions of partici- pative management: Participation means being active in pursuit of a goal which involves the ego.34 (Participative management) means a mental involvement in the work enterprise in addition to the physical contribution that is obviously required by the job.35 Participation is the term used to designate the process by which people contribute ideas toward the solution of problems affecting the organization of their jobs. Basically, it concerns the actions by which managers involve their subordi- nates in the decisiondmaking process. Participation includes not only the physical participation of a person but also his intellectual and emotional involvement of the affairs of the organization.36 Participation may be defined as a management practice that encourages employees to have mental and emotional involvement in their work.37 Other definitions of participative management are as follows: Participative management is the name of a relatively new style of management which lends itself to the reduction or removal of the traditional gap between managenent and rank- and-file employees. Participative management can be viewed as a device for permit- ting management more fully in the making of decisions as well as a means for expanding the influence of lower echelons in the organization.39 By participation, we mean giving supervisors and employees an increasing part in helping to determine the policies, objectives, and methods used in an organization.40 An analysis of these definitions reveals several common charac- teristics of the various definitions of participative management. These characteristics are as follows: 1. Mental and emotional involvement are present, as is physical involvement. In other words, the employees are ego-involved rather than merely being task involved. 29 2. Participation elicits a contribution on the part of the employees. Employees are given opportunities to direct their efforts, initiative, and creativity toward group objectives. 3. Participation encourages employees to accept responsibility for various activities. Since the employees are given an opportunity to make contributions to the group, they are more willing to accept responsibility for those activities. 4. Participation encourages a closer working relationship between subordinates and superiors. Bacgground of Participative Management One of the most important reasons for the development of partici— pative management has been the recent strong American belief in use of democratic principles of management rather than a belief the use of autocratic principles of management. The democratic principles on which this managerial concept based are as follows: 1. Every individual is equal before the law. 2. Each individual is accorded a basic request regardless of his social or economic status. 3. The ideas of every individual, as well as those of his superiors, should be given consideration. the in is 4. Each individual is given the right of appeal with regard to any important matters that involve justice.41 5. Emphasis is placed on the dignity of each individual and on the value of freely stated opinions before a decision is reached.42 The value of using democratic principles in industry was realized by the Congress of the United States as early as 1912. In that year, the Congress appointed a Commission on Industrial Relations, which 30 made an intensive study of the problems of industrial organization. The importance that this Commission assigned to democratic prin- ciples is illustrated by the following statement which the Commission issued in 1914. The question of industrial relations assigned by Congress to the Commission for investigation is more fundamental and of ggeater importance to the welfare of the nation than any other question except, perhaps, the form of government. The only hape for the solution of the tremendous problems created by industrial relations lies in the effective use of democratic institutions and in the rapid extension of democracy to industry.43 Designs of Participative Management The social scientists have contributed two designs for partici- pation by employees. These two are "employee participation by leadership style" and "employee participation by formal plan." The participative leadership style involves sharing more information with subordinates, eliciting their ideas, encouraging interchange among themselves, employing general rather than close supervision, and engaging in a supportive, interpersonal pattern. Emphasis is placed on face-to-face relationships.44 On the other hand, in the formal plan, employees usually participate through joint unionrmanagement or worker—management committees that encourage, collect, and pass on suggestions for improving productivity. In most formal plans, some scheme is used to share the fruits of increased productivity.45 The nature of these two designs provides some basic similarities between them: 1. Both styles are based on democratic principles. 31 2. Both styles assume that employees have knowledge, skill, and ingenuity that can improve the design of the production process. 3. Both styles assume that an opportunity to contribute ideas will have a further motivating effect by increasing employee sense of responsibility for product quality. 4. Both styles assume that the predicted increase in involvement and commitment to company goals will have the further effect of increasing employee readiness to accept technological change and other modifications in their work environment.46 According to Wortman, there are several contrasts between the leadership style and the formal plan. The leadership style emphasizes face-to-face discussions between the immediate supervisor and the subordinates in the work group. If subordinates have any influence or participation beyond their work group, it is only because of their supervisor. In some situations, the supervisor represents his subordinates in the next higher echelon since the supervisor is a member of the next higher participating group.“7 The formal plan, on the other hand, places more emphasis on the structure and procedures for participation through selected repre- sentatives. The formal approach does not rely exclusively upon the same hierarchical channel for downward instructions, for allocation of individual rewards and penalties, and for upward communication of ideas and influences. These two styles place emphasis on different motivators. The leadership style approach emphasizes social and psychological satisfactions which employees can obtain directly from the 32 participative process itself. This approach allows employees to use more of their skills to exercise upward influence and to enjoy member- ship in a task group. The leadership style rarely stresses economic rewards. By contrast, the formal plan does stress the economic rewards which can result from participation. The leadership style approach is more likely to be a local option, used only in one or more work groups or in only one or two of several levels in a given chain of command. The formal plan, on the other hand, is usually created by top officials of management 48 and union . Types of Manegement Structures Employing Participative Management This section provides a discussion of the various types of management structures utilizing participation in the management of employees. Included are the following: multiple management, consultative management, suggestion systems, the Scanlon Plan, the Managerial Grid, management by objectives, committees and group participation, and the Linking-Pin concept. Participative management may be formal, semi-formal, and informal in nature. The informal and semi-formal participative management may be either participation by individuals or by groups. Informal individual participation may be nothing more than employees expressing a particular viewpoint to their superior. An example of informal (and semi-formal participation) group partici- pation is consultative management. Two examples of formal partici- pation are multiple management and suggestion systems."9 33 Multiple Management. Multiple management is a type of partici- ‘pative management created by Charles P. McCormick in 1922 at McCormick & Company, Inc., Baltimore. 50 This concept is founded on the following principles: 1. 2. Business is primarily a matter of people. Employees are human beings first, citizens of our nation second, and factors in production third. The United States is the bulwark of individual freedom and economic stability in the world today. The welfare of the peOple cannot be legislated satisfactorily by any government. The ability of American business managers acting jointly with American workers to preserve the 'dignity of man' and 'freedom of choice' for the individual is the only positive approach toward obtaining and preserving democracy throughout the world. Finally, the destiny of man lies in being of service to others. No government or philosophy has ever lastingly endured unless it was based on a 'religious' or 'service' motive for bettering mankind.51 Multiple management functions through permanent committees that .assist.and advise the operating executives. Members of these stumpittees consist of representatives from many different depart— ments 0 52 These executives, supervisors, and younger men are those wduo show real management potential.S3 Ordinarily, these committees turve no decision-making power. Instead, their job is to recommend, - 54 discuss, and review. 34 Consultative Management. The consultative type of participative management also utilizes committees. Rather than use the formal standing committees found in multiple management, consultative management uses ad hoc committees. Whenever the situation is deemed necessary, utilizing the advice of subordinates is found at middle and lower levels of organization. Suggestions Systems. Suggestion systems are another technique for obtaining participation, especially at rank-and-file levels. Those systems that provide financial rewards for suggestions that are ultimately implemented are considered to be more effective than those systems which do not provide financial rewards.59 The Scanlon Plan. The Scanlon Plan, characterized by its incentive scheme, offers a flexible technique through which the company, union, and employees can adapt to changes in conditions in corporate structure. This plan, developed by Joseph Scanlon, is based on the following philosophy: Scanlan deeply believed that the typical company organization did not elicit the full potential from employees, either as individuals or as a group. He did not feel that the commonly held concept that 'the boss is the boss and a worker works' was a proper basis for stimulating the interest of employees in company problems; rather, he felt such a concept reinforced employees' belief that there was an 'enemy' somewhere above them in the hierarchy and that a cautious suspicion should be maintained at all times. He felt that employee interest and contribution could best be stimulated by providing the employee with a maximum amount of information and data concerning company problems and successes, and by soliciting his contribution as to how he felt the problem might best be solved and the job best done.60 The characteristics of the Scanlon Plan are as follows: 35 l. The plan's purpose is to heighten cooperation between labor and management, to sustain it by mutual participation in decision making, and to nourish it by mutual sharing of the fruits of that cooperation. 2. The underlying assumption of the plan is that there is a wealth of imagination and inventiveness in most organiza- tions that remain untapped (if not turned against the organization) when the individual has an adequate incentive to make suggestions and appropriate adaptations on his own. 3. The heart of the plan is one or more production committees, composed of equal numbers of management, personnel, and hourly employees who are elected periodically. Such committees consider management problems of appropriate (usually departmental) scope, evaluate suggestions from all sources, and perform an important function in communicating decisions and in providing broad representa- tion in decision making. 4. A higher-level screening committee--with a similar composi- tion--reviews suggestions of a very broad scope of those which require substantial cash expenditure. 5. The plan is a cost-saving plan.61 Because of the unique factors of the cost-saving plan, this facet 0f the Scanlon Plan is discussed in greater detail. The cost-saving plan is based on a ratio that measures in some historical period the relationship between total payroll in a particular production unit and the Sales value of what is produced by the payroll. Once this relationship is established, the difference between norm payroll and 36 the actual payroll constitutes the bonus pool for any month in which the labor costs are below this norm. 62 Some of the sources of productivity that become realized under this plan are: l. 6. Conscious restriction of output by individuals and groups gradually disappears, a helping hand is offered when the going is tough, and workers no longer take their major satisfaction from procrastinating. New ideas contributed by workers, often simple and obvious once they have been presented, are also an important source of productivity. Old ideas that have previously been impossible to implement become readily acceptable after coming forth as a worker suggestion. When management has an idea or a program for plan improve- ment, it can take them to the people affected and ask for further suggestions and comments. When a particular problem arises of concern either to one department or to the plant as a whole, it is impossible to communicate the real nature of the problem to the people involved. Management tends to improve the performance of its own function.63 In essence, the Scanlon Plan gives adults in an adult society an opportunity to express ideas as to how jobs might best be done. It is management's responsibility to carry forth at that point. Management by Objectives. Management by objectives has been defined as a "systematic way in which the subordinate participates With his superior in making certain managerial decisions. "64 This type of participative management is based on the following aSSmnptions: 1. It assumes that certain basic performance requirements are met on a continual basis in all key areas of the job. 37 2. It emphasizes continual analysis of the Operation with the purpose of improving results either in total or by specified individuals. 3. It assumes that the manager has identified the areas of the job or departmental activity where certain results are sought. 4. It implies that for each specified area of accountability, certain minimum acceptable levels of performance have been set and that these are met on a continual basis. 5. A concentrated effort is always made to reach new levels of achievement by identifying problems that hinder accomplish- ment and overcome these.65 The process of managing by objectives follows basic steps. The first step is to establish through meetings of superiors and subor- dinates at all levels, the expected goals, results, or Objectives for a specified period of time. Typical discussions include the specification of the scope and content of the subordinates' major areas Of responsibility; the Objectives that the subordinates should accomplish in terms of results; the methods by which the subordinates will achieve those objectives; and the standards of performance that the superior will use to evaluate progress. These established Objectives Of the subordinates and superiors should be related directly to the achievement of organizational goals. The second step is for a meeting of subordinates and superiors at a later date to GValuate the anticipated and actual goal achievement.66 Many advantages have been offered for management by objectives. Among ' these are: 38 To participate in the development of one's own objectives, to be given the latitude to accomplish them, and to know that one's performance will be measured against him is quite a motivator.67 It satisfies a number of basic individual psychological needs and provides the motivation to accomplish these tasks which have been set.68 Employees' jobs begin to take on more importance as to how they are related to the total department since the employees become more involved in their jobs.69 Management by Objectives creates a climate in which all the company's managers get into the act of solving the company's problems.70 The objective-setting process should result in the elimina— tion of overlapping responsibilities and of the duplication of effort and misunderstanding common between groups within organizations.71 Management by Objectives results in more precise and useful planning as well as tighter control.72 Possible disadvantages of management by objectives are: l. 2. The objective-setting process is time-consuming. Business organizations are dynamic, and as a result, the objective structure set at the beginning of an evaluation year may require frequent and significant revisions.73 The desired end-results are often not obtainable because of improper implementation of and lack of supervisory involvement in management by objectives programs.74 39 Tosi and Carroll75 and Schrieber and Sloan76 all point out that, for the most part, management by objectives has been implemented on the basis of its apparent theoretical practicality and advantages. There has been only limited empirical research examining its effects. Managerial Grid. R. R. Blake's Managerial Grid concept has the potential of using participative management under certain conditions. Other conditions, however, could result in movement away from participative management conditions. Figure 5 illustrates five theories of managerial behavior based on two key variables found in organizations. The variables are concern for people (vertical axis) and concern for production (horizontal axis). The five types of managerial behavior are characterized as follows: 1.1 - Minimum effort to get work done but sufficient to maintain organization. 9.1 - Emphasis on work with minimum interference from human factors. 1.9 - Primary emphasis on needs of people, a comfortable place to work. 5.5 - Balance between attention to work and attention to people. 9.9 - Work is accomplished by people committed to the organi- zation; a high degree of congruence between the goals of the organization and the goals of its members. The higher the numbers are on the vertical axis (concern for P60p1e), the more likely is the chance that participation is being utilized in the managerial process. Where management practices are oppressive, or production centered, with regard to the needs of workers, creativity is high, but this occurs in an anti-Organization direction or Pattern. Conflict is low, although latent, because management 4O 9 _ '1 3 l,9 MANAGEMENT 9.9} MANA EMENT tho ghtful attention to wo occom Iishment of _e for gatisfyina co imi -' tionships ieods too thrdiugh o "c co fortabie riendly in rgonizoti o- to lOtionships of trus md I act 7 / l 6 5,5 MANAGEMENT odequote organization performance is possible 1\ through balancing the necessity \ to get out work While maintain- ’ ing morale of people at O . satisfactory level. 4 \\ /f 3 \/ CWCERN FOR PEOPLE OI 9W M ‘A‘GEME T" 'r' 'f’ANAGE—MFNT efficienc in operatons ininimum results rDrn orrongfing °~fl “Gridgtivll cfifI‘V‘GU'U‘ VFW “.3 appropr ate a way "it? human elements ‘ gnuizoti-‘r interfere to a mini degree 83:33 3 4 5 6 7 CONCERN FOR PRODUCTION Figure 5: Managerial Styles Of the Managerial Grid Program. Source: Sisk, Principles of Management, p. 540. has suppression strategies available to minimize it. Commitment is low, although commitment to one's peer group or to outside Organizations hostile to their management may be high for purposes Of defense and survival. Where concern for people is at a maximum but concern for production is low, creativity remains low although commitment is high and conflict is avoided.78 41 LinkiEg-Pin Concep_. Rensis Likert and his associates have developed an organizational structure that represents a move toward a more effective organization. It is partially based on the traditional formal organizational structure. The Linking-Pin concept perceives a superior as a link between two groups. The superior is a representative of his group's viewb point to the group containing his own peers and to his own superior. This provides subordinates with an opportunity to voice their views on a particular matter to their superior. The superior then accurately presents these views to his peers and executives above him.79 These individuals who hold overlapping group membership are called linking pins.80 This concept is illustrated in Figure 6. The Linking-Pin concept places emphasis on work groups. According to Sutermeister, an organization functions best when personnel act not as individuals but as members of highly effective work groups with high performance goals. He also believes that management should deliberately endeavor to build these strong and effective work groups.81 The more multiple linkages there are among groups, the more influence participants may have. The greater the influence, the stronger will be the cohesiveness, loyalty, commitment, identifica- tion, and cooperation from within the organization.82 Group Participation. Much of the participation found in organi- zations is characterized as group participation. In group partici- Pation, subordinates initiate prOposals and listen to and react to one another's ideas at the same time and place and in the presence of one another . 83 42 (M $ /\ AA [a A A A A A A ‘V V .VflV-A (The arrows indicate linking pins) Figure 6: Linking-Pin Concept. Source: Likert, The Human Organization, p. 50. Several characteristics of group decisions have been identified. Among these are: 1. Area of freedom. The superior and his workers can make decisions only in their areas of freedom. This area is the limit of authority invested in the superior by higher management. It is obvious that the work group cannot make decisions that are in conflict with company policies or practices. 2. Unanimity. This is a goal of group decisions. If the majority forces its decisions on the minority, it is, in effect, acting autocratically. Hostility and agression, which are common in groups led by autocratic leaders, are likely to appear. 43 3. Effect on channel of communication. Group decisions, when properly applied, begin at the tap of the organization and continue to the bottom. Below the top man, the leader of one group is then a member of the next lower group, and on down the line. This provides a direct line of communica- tion.84 Some of the advantages accorded to group decisions are: 1. More creativity in decisions emerges when the participants discuss a problem together. 2. Group participation can also be a powerful means of arriving at an integrated decision. 3. Group decisions will save the manager's time. 4. Group decisions can stimulate group cohesion.85 5. Group decision-making can result in a sharp increase in the level of production.86 Committees. Koontz and O'Donnell define "committees" as: Two or more persons appointed by their immediate superior for the purpose of acting or advising their superior about a subject that is not clearly within the competence of any of them.87 Before any committee can function effectively, two basic require— ments are necessary: (1) the structure of the enterprise and the association of activities in this structure must conform to the principles of good organization; (2) the enterprise has to have effective managers.88 Among the advantages seen for the use of committees are: l. Committees can make a significant contribution in the way of improved planning and motivation.89 44 2. Committees can result in integrated group decisions when problems may require the coordinated application of a number of knowledge areas.90 3. Committees offer an approach to the problem of coordinated inter-departmental activities.91 4. Committees make possible participation by subordinates in the decision-making process.92 5. Committees, when formally established, can make efficient use of time.93 Albers cites the following as disadvantages of committees: l. Committees can become negative rather than positive instru— ments of cooperation. 2. The possibility of domination by a formally constructed or an informally derived leader is an ever-present danger. 3. The fact that an individual consented to a group decision does not mean necessarily that he is in accord with it.94 Hierarchical Location of Participative Management According to Beach, participation is appropriate for all levels in the organization hierarchy.95 Participation can occur between a president and his executive committee. It is appropriate in an individual situation as well as in a group situation.96 Leavitt feels that participative management has had its greatest impact at the managerial level rather than at the hourly level, even though it got its start at the hourly level.97 In industry, it rarely takes place at the level of the blue-collar and white-collar non-supervisory employee.98 45 Eggrees of Participation The degree of participation in solving a problem may fall between two extremes: (1) complete delegation of the problem to a subor- dinate, or (2) complete centralization of decision-making processes whereby a manager merely announces his conclusion and tries to get subordinates to carry out the plan. The degree of participation depends on three factors: (a) who initiates ideas; (b) how completely a subordinate carries out each phase of decision-making processes; (c) how much weight an executive attaches to the ideas he receives.99 Davis identifies three main degrees of participation: 1. Mutual-understanding degree. Its purpose is "to help all members understand each other's functions and attitudes so that they will develop better teamwork. They become more self-involved, more creative, and more responsible members."100 2. Advisory degree. It is "built upon the mutual-understanding degree because members are hardly ready to give sound advice until they understand the situation. In advisory participation, an individual can help make decisions and offer creative suggestions, but he lacks authority to apply his ideas. The leader finally decides the course of action after giving suitable weight to ideas of participants."10 3. Authoritative degree. It "gives the group a degree of power to effect its decision. This power may be formal, as when a manager delegates decision-making authority on a safety matter to his group, or informal, as when the group makes decisions subject to the manager's right to veto, but his veto is hardly ever invoked."10 Fox suggests that the best results of participation are obtained when the degree of participation used in somewhat greater than what the subordinates expect but still within their capacity to make an effective response.103 46 Prerequisites for Utilization of Participative Management The success of participative management depends upon how well certain prerequisite conditions are met. Some of these conditions pertain to the participants--others depend upon conditions within the organization. Major prerequisites are as follows: 1. There must be time to participate before action is required. Participation is hardly appropriate in emergency situations. The financial cost of participation should not exceed the values, economic or otherwise, that come from it. Employees cannot spend all their time participating, to the exclusion of all other work. The subject of participation must be relevant to the participants' organization or something in which they are interested, or else they will look upon it merely as busy work. The participants should have the ability, such as intelli- gence and knowledge, to participate. . . The participants must be able to communicate--to talk each other's language-~in other words to be able to exchange ideas. Neither party should feel that his position is threatened by participation. If a worker thinks his status will be adversely affected, he will not participate. If a manager feels that his authority is threatened, he will refuse participation or be defensive. Participation for deciding a course of action in an organi- zation can take place only within the group's area of job freedom. Some degree of restriction on subunits is necessary in any organization in order to maintain internal unity. Each separate subunit cannot make decisions which violate policy, collective-bargaining agreements, legal requirements and similar restraints. . Other prerequisites are: l. The subordinates must be able to contribute something worthwhile. 47 2. The proper psychological conditions must be present; subordinates must become psychologically involved. 3. Union-management relations must be such that the union does not feel that employee participation is bad; otherwise, resistance will occur.105 Factors Which Determine the Effectiveness of Participative Management The effectiveness of participative management is contingent on many factors. Calhoun identifies the following factors: expectency of the members, past experiences, and conditioning, communication, and the climate or atmosphere within the organization in general and in the group in particular.106 A detailed discussion of some of these factors follows. Some of the characteristics of subordinates needed for effective partici- pation are as follows: 1. Independence needs. Those subordinates who have strong needs for independence react more favorably toward the opportunity to participate in decision-making activities than do those who have low independence needs. 2. Desire to participate. In order for participation to succeed, the subordinates must be interested in the wider ramifications of their jobs, their department, and their organizations. 3. Intelligence and knowledge. The subordinates must possess a certain minimum amount of intelligence and knowledge for participation programs to succeed. 4. Training for participation. In order for participation to be effective, subordinates must be taught what is expected of them.107 48 Other characteristics needed of participants are the following: 1. The participants must be capable of becoming psychologically involved in the participational process. The participants must be free from "blockages" which may prevent them from re—arranging their particular goal pattern in the light of new experience. 2. The participants must see the relevance of the things being considered to their personal life pattern. When subordinates realize that through participation, they may affect the course of their future in such a fashion as to increase its positive goal elements and to diminish the negative ones, they will become motivated. 3. The participants must be able to express themselves satisfactorily with respect to the things being considered. They must be psychologically able to communicate.108 4. The participants should be made to feel that their efforts are important. As people, they are most likely to cooperate when they are made to feel indispensible.109 5. Participants are affected by their perception of the legitimacy of participation.110 6. It is the responsibility of the individual leader to see that the requirements of the situation, including the need for action, are made clear to the subordinates.111 7. For the greatest amount of effectiveness, the participants must be rewarded for substantial participation.112 Situational factors which determine the effectiveness of partici- pation are as follows: 49 1. Organizational climate. Participation is most likely to succeed when top management, starting with the board of directors, believes in it. 2. Problem must be appropriate. The nature of the problem must be considered relevant to those doing the partici- pating. 3. Scope and authority. Subordinates should be invited to participate only if the problems are within their sphere of authority and responsibility.113 4. Time available. The time necessary for using participative management may be more than that for authoritarian leader- ship. 5. Rational economics. The cost of participating in the decision-making process must not be so high that it will outweigh any positive values directly brought about by it. 6. Inter-plant strategy. Providing opportunities for participation must not open channels of communication to competing enterprises. 7. Provision for communication channels. For participation to be effective, channels must be provided through which subordinates may not participate in the decision-making ll4 process. Advantages of Participative Management A brief list of the advantages of utilizing participative management follows: 1. Participation reduces resistance to change.115 10. 11. 12. 13. ' 14. 50 Participation increases the degree of "we" feeling or 116 cohesiveness that participants have for the organization. Participation provides employees with an over—all organiza- tional point of view instead of the traditional point of view.117 Participation decreases the amount of conflict, hostility, and cut-throat competition among participants.118 Participation leads to increased tolerance and patience among the employees because of the individuals' under- standing of one another.119 Participation helps to develop a work climate in which the employees find Opportunities to be more creative and to come up with ideas beneficial to the organization.120 It leads to formation of better decisions by the manager 121 because of considerable amount of talent. Participation stimulates greater acceptance of the managers' 122 orders, thereby contributing to more effective motivation. Participation contributes to a feeling of importance since subordinates' ideas are valued and desired.123 Subordinates are more willing to accept responsibility for and to carry out decisions they help make.124 Participation can result in a higher rate of output.125 Participation can result in fewer grievances and conflicts between co-workers and between labor and management.126 Participation results in reduced turnover, absenteeism, 127 and tardiness. Participation enables employees to identify with their jobs. 128 15. 51 Participation enables all the members of an organization to make greater contributions and to gain more meaningful satisfactions and rewards.129 Disadvantages of Participative Management Among the disadvantages commonly seen for participative manage- ment are as follows: 1. 2. 10. Participation depends upon the ability of the employees.130 Subordinates' interest in the problem at hand may be lacking.131 The amount of time available for consultation may be limited.132 The area of job freedom may be restricted.133 The skill of the superior in creating a participative attitude may be limited.134 The power structure of the organizational hierarchy may not be conducive to participative management.135 There is present the fear that participation may undermine authority.136 The democratic—participative philosophy of management is somewhat incompatible with the bureaucratic traditions of most companies.137 Participation does not seem to work with all people in all situations.138 Decision-making responsibilities cannot be completely delegated to employees without subjecting the organization to the destructive forces of compromise and indecision.139 52 11. Participation, once started, gives the followers a greater feeling of responsibility and status--and it could be discontinued only at the risk of damaging attitudes and production.“0 12. The extent of employees' readiness of accepting and expecting participation methods will influence its effectiveness.141 Research on Participative Management Much of the research conducted on the utilization of participa- tive management is either fragmented or is incomplete. Many variables have an effect on worker productivity; and in attempting to conduct "scientific" research, variables other than participation have some- times been underemphasized by some behavioralists. The extent of participation has also frequently not been carefully outlined. The following provides a discussion of what is thought to be some of the more significant studies in participative management. Small-Scale Research. In a study by Lawrence and Smith,142 an investigation was made of the effect on production when groups discussed nonproduction matters and set production goals as opposed to the effect on production when groups also discussed nonproduction matters but did not set production rates. A total of 22 individuals were involved in the study (two groups, N - 5, N - 6). The data supported the hypothesis that goal-setting increased productivity significantly, whereas the discussion-only groups increased produc- tion also, but not to a significant level. The findings were positive. 53 Schlacter143 conducted a study to determine whether increased participation in decision-making would bring about corresponding increases in productivity, morale, quality, and efficiency. The study was conducted among operatives in the Ohio Department of Highways. Six crews were divided into groups of two's. Each group was granted the Opportunity to participate in scheduling its work activity for the six-month experimental period. Historically, the Central Office had been in charge of scheduling the work activity. The degree of participation in each group varied. The findings of the Schlacter study were: (1) productivity did not improve as a result of the participative decision-making; (2) in some instances, there was evidence that productivity decreased; (3) morale and efficiency improved in only one group; (4) results of the quality measure were ambiguous; (5) there was not evidence that productivity, quality, or efficiency varied in direct relation to the degree of participation; and, (6) there was some evidence that morale varied in direct relation to the degree of participation. One of the most enthusiastically endorsed experiments concerning participative management was a 1948 research study conducted by Coch and French.144 The research was conducted in a Harwood Manufacturing Corporation plant in Marion, Virginia. The plant produced pajamas and employed approximately 600 individuals, mostly women. Frequent transfers of personnel and method changes necessitated by rapidly changing styles resulted in major problems. Widespread resistance was evidenced by grievances, group and individual restriction of 54 output, low efficiency, and high turnover rates.145 The research tested the effect of participation on this resistance. Four groups were included in the design of the Coch and French study: (1) two "total participation" groups, consisting of 15 employees in total; (2) one "participation through representa- tion" group, 13 employees; and (3) one "no participation" group, 18 employees. In the "no participation" group, the change was implemented as usual and personnel involved were only informed of the pending change. In the Coch and French study, the necessity for change was dramatically stressed in the "participation by representation" group; and the need to control costs was ultimately shared by group members. In the "total participation" groups, the need for the smaller groups were involved in two ways: (1) by helping to determine the new piece rates and work methods; and, (2) by training some of the other operators. To ensure the comparability of the groups, an attempt was made to match before-transfer efficiency, the degree of change, and the amount of observed group cohesiveness. Each of the three general groups, however, performed different tasks before and after the change.146 The results of the Coch and French study were very significant. All of the groups drapped in productivity after the change, but the "total participation" group decreased less than the other two. Within five days, however, production (measured in units per hour) increased to a level above the before-transfer rate in the "total participation" groups. The "total participation" groups were above standard within two days after the change and ultimately increased 55 to a sustained level of 14 percent above standard. After four weeks, the "participation through representation" group ultimately attained a level approximately equaling the "total participation" groups, but the "no participation" group remained at its low productivity rate for the remainder of the original experiment. After two and a half months, the remaining 13 members (the other five had quit) of the "no participation" group were reassembled and assigned a new job employing the "total participation" procedure. Within 18 days, the new approach resulted in an increase in productivity of 14 percent above standard, a dramatic contrast with the earlier performance.147 The limitations of the Coch and French study, however, have rarely been mentioned in the literature. First, the participants consisted of young, rural women. Secondly, the "total participa- tion" groups were small, and the need for the change was dynamically emphasized only in the two general "participative conditions," each of which perhaps had an influence. Finally, in transferring the remaining employees from "no participation" to "total partici- pation," perhaps the resistant employees were the ones who had already quit.148 French, Israel, and A8149 attempted to duplicate the original Coch and French experiment-~this time in a different cultural setting. French and his colleagues were perhaps the first to ' or perceived influence, separate "psychological participation,’ from "objective participation" or actual influence. A major hypothesis was that increased participation should result in increased productivity because the involvement in decisions would improve the 56 decisions, and, therefore, workers would be more motivated to implement the decisions. Other areas studied pertained to employee satisfaction and better employee-management relations.150 The study by French, et. al., utilized nine groups of four workers each (N - 36). Two groups were allowed "moderate participa- tion" including allocation of articles, length of training, division of labor, and job assignment; three groups were allowe "weak partici- pation" consisting only of the allocation of articles; and, four groups were allowed "no participation, these being the control groups. The French research team found no significant change from the preexperiment productivity level in any of the nine groups. The research team concluded that the lack of significant changes in the participation groups resulted from management's not permitting participation in such critical areas as production level or rate setting. Also investigated was a concept called legitimacy, or how right and proper parties involved viewed participative decision-making. The results of this investigation were also found to be inconclusive.151 Raia152 attempted to evaluate, in numerous company plants, a system of participative goal-setting and self-control at the managerial level. The system was established by the company personnel, and Raia's role was that of conducting only an evaluation or case study of the system. Goals were set at each organizational level, and performance reports were disseminated to each manager rather than being given first to the manager's 57 supervisor. Periodic performance reviews were also completed between the manager and his subordinates.153 Raia found that over-all goal levels and productivity did increase over the period of the study, but the increase was small and not statistically significant. The degree of participation decreased as it moved down the organization hierarchy, possibly because management frequently viewed the program as a method of exerting tighter control on each lower level rather than of increasing the influence and utilization of managers at each lower level.154 The study made no attempt to isolate or control the variables that may have influenced the productivity at the various plants over the life of the study. The study illustrates problems resulting from a reluctant management in implementing participative manage- ment techniques in a large multi-divisional organization. Bavelas and Strauss155 sought to assess the effect on produc- tivity when eight girls were given complete control of a conveyor belt used on the job. The researchers found that the girls' productivity increased tremendously, as did group earnings. Other employees then demanded that these new inequities be corrected. Eventually, the conveyor belt was taken from the group's control, and productivity returned to a more normal rate. Within a month, all but two of the girls had quit.156 157 made a study to determine what (1) is believed Surveys. Ross to be the accountant's role, theoretically and empirically, in Scanlon Plan companies; and, (2) what the accountant's role should be in Scanlon Plan companies. 58 Ninety individuals participated in the Ross study--15 accountants in companies using the Scanlon Plan; 15 nonaccounting managers in companies using the Scanlon Plan; 20 accountants in non-Scanlon Plan companies; and 20 nonaccounting managers in non-Scanlon Plan companies. The empirical segment Of this study was divided into three main parts: (1) to determine whether accountants and Operating managers in Scanlon Plan companies were "less traditional" in their views of organization behavior when compared with accountants and the various Operating managers in non—Scanlon Plan companies; (2) to determine (a) whether employees in a participative setting were resistant to change from piece-rate pay system to a measured-day pay system, and, (b) whether the acceptance of the change was related tO the attitudes pertaining to the need for production standards, or the trust in management to not arbitrarily change standards, or the over-all fairness Of the new pay system, or the perceived size Of the economic benefit received from the increased effort, or the adequacy of the performance information feedback, or the Scanlon Plan, or the technological change, or the perceived and desired influence in a natural experimental setting; (3) to determine the amount of knowledge pertaining to the Scanlon Plan computation. The findings Of the Ross study were: (1) accountants and Operating managers in Scanlon Plan companies were significantly less traditional in their attitudes than were their counterparts in non-Scanlan Plan companies; (2) accountants in Scanlon Plan companies were found to be somewhat more traditional than were Operating mana- gets in Scanlon Plan companies; (3) attitudes associated with the 59 "perceived size of the economic benefit received from the increased effort" and the "technological change" were significantly related to acceptance of the change; (4) very favorable attitudes were found toward the need for "production standards," the "Scanlon Plan in general," and the "desire for more involvement"; (5) unfavorable attitudes were found regarding the "new pay system" and "adequacy of performance feedback"; (6) longer—tenured and higher positioned employees generally had more favorable attitudes toward partici- pation; (7) total knowledge was significantly and positively correlated with tenure, position, and the extent Of participation as measured by the number of suggestions made and the number of times the employees had been elected a Scanlon Plan representative. Vroom158 investigated the relationship between "personality" and "participative decision-making" of 108 supervisors in a parcel delivery company. Vroom hypothesized that performance and attitudes with respect to participation would be positively related to strong independence needs and low authoritarianism. The research found participation in decision-making significantly related and posi— tively correlated with various measures of performance. In a study which attempted to further substantiate Vroom's 159 found that package handlers, whose work findings, Vroom and Mann was highly interdependent, preferred general or employee-centered supervision. Truck drivers and dispatchers, on the other hand, whose work was primarily independent, preferred more of a production- centered or authoritarian approach to supervision. This study illustrated the effect that personality and the nature of the task may have on the benefits accruing from participative management. 60 Laggg:8cale Experiments. Morse and Reimer,160 in one of the first large-scale field experiments, attempted to determine the effect of participative management on productivity. A large clerical department of an industrial organization was the research site. Two divisions Of the department were redesigned to permit more rank- and-file decision-making, and two comparable divisions were redesigned to utilize more autocratic decisions. The experiment lasted one and one-half years, including a period Of training for supervisors in the autonomous or participative program. Before-and-after questionnaire results and measures of productivity were Obtained. Morse and Reimer found that employee satisfaction with the participatory program was much greater than with the more autocratic program; the participatory groups wanted the program to continue, whereas the more autocratic groups wanted the program to end. However, the hypothesis related to productivity was not confirmed. Both programs resulted in significant increases in productivity, but the more autocratic program resulted in productivity signifi- cantly greater than the participatory program.161 Morse and Reimer pointed out that, since the work volume was not controlled by the groups, the productivity measurements were somewhat "stacked against" the participatory program. The only way to increase productivity was to rapidly decrease the number of personnel. The more autocratic supervisors did increase the number of personnel, but the participatory groups decided against this action. Instead, the participatory groups decided to reduce their staff by not replacing the employees who left and by trying to transfer certain others. Hence, over the short-run, the autocratic 61 program was able to decrease its staff more rapidly and increase productivity even more than the other groups. Turnover was also higher in the autocratic program but no effort was made to determine the cost Of this variable. Likert and Others have not questioned the short-run effectiveness and efficiency of autocratic cost reduction drives, but they have stressed the importance of the time variable in appraising the over-all results.162 Unfortunately, the experiment was not continued to test the time variable, so all that can be concluded from the study was that autocratically oriented cost reduction programs may be able to reduce costs even more than participative programs, at least in the short run. Ritchie163 conducted research to identify some of the variables that are related to a manager's satisfaction with an immediate supervisor. Included were 320 managers from six divisions of a large corporation. The subjects represented five hierarchical levels Of management, ranging from division manager to first-line supervisors. The design of Ritchie's study involved sending a questionnaire to respondents to determine: (1) the extent of involvement in the initiation Of decision-making; (2) the degree of consultation by the superior; (3) the extent to which superiors follow subordinate recommendations; (4) the degree of final choice possessed by the manager. Data were also gathered to determine the degree of trust and confidence the superior had in subordinates and the degree of subordinate satisfaction with the immediate supervisor. Ritchie found that: (l) superior attitudes toward subordinates had a greater impact on subordinate satisfaction than did the degree Of participation in decision-making; (2) different forms of participation had the following relationships with satisfaction: (a) consultation by superiors was the most significant form Of participa— tion; (b) the degree to which recommendations were followed was less significant than item "a" above; (c) the degree of initiation in the decision—making process and the degree to which the manager had a final choice in the decision-making were not significant; (3) managerial level and occupational field had an impact on the relationships of all variables; therefore, a superior's participa- tive attitude toward subordinates had more significance at higher levels Of management than at lower levels Of management. Seashore and Bowers164 reported on a comprehensive three-year experiment, the purpose Of which was to bring three departments of a manufacturing company's home plant closer to Likert's participative group style of organization. Two other departments within the home plant served as control groups. Extensively utilized were supervisory training sessions, individual counseling sessions, and meetings with employees. Before-and-after question- naires were administered. The goals of the Seashore and Bowers study were to improve the following independent variables: group supervision, group interaction and influence, supervisory and peer supportiveness. and participative decision~making and control at the lower hier- archical levels. The research indicated that seven of the eleven predicted variables in the experimental departments improved significantly. The authors interpreted these results as substan- tiating Likert's interaction-influence theory.165 63 Smith and Jones166 utilized data from the Seashore and Bowers study, and investigated whether increases in the independent variables outlined above resulted in increased total control and increased rank-and-file control relative to higher level control. The findings resulted in the authors concluding that total control was increased, whereas the relative hypothesis was not substantiated. Most of the total control increase resulted from control increases in the middle levels Of management.167 The research substantiated the claim that total perceived control, especially at the middle management levels, may increase with increased participative management techniques. A comprehensive study involving total organizational change toward participative management was reported by Marrow, Bowers, and Seashore.168 In 1962, Harwood Manufacturing purchased Weldon Manufacturing Company. Financially, Weldon was a declining company, authoritatively controlled by two brothers. Reports were found to be falsified; supervisors were held responsible for uncontrollable costs on which they received little or no information; and there was continuous, ineffective cost reduction programs. Labor costs were approximately 50 percent of sales value, so efficient utiliza- tion of personnel was critical.169 In the Marrow, Bowers, and Seashore study, the change program was substantial--both technically and behaviorally. The program Offered a great opportunity for a systematic study of planned participative organizational change. Performance measurements were Obtained weekly, and questionnaires were administered in 1962, 64 1963, and 1964. The performance measurements were compared to 1962 and 1964 questionnaire results at Harwood. Substantial amounts of new equipment were purchased, and equipment layout was greatly improved. Managers at all levels were given training in inter- personal relations. Group problem-solving sessions were extensively used in attempting to involve both supervisors and rank-and-file workers in Weldon's decision-making processes. At first, the problemrsolving sessions were viewed with skepticism, hostility, and were even boycotted by some employees.170 Eventually, infor- mation began to flow more freely, and many employees became more concerned with costs. Performance at Weldon improved substantially from 1962 to 1964. Return on invested capital improved from a negative 17 percent; makeup pay decreased eight percent; and production efficiency as a percent of standard increased from a negative 11 percent to a positive 15 percent.171 Attitudes of the workers at Weldon improved only slightly and total control, as measured by Tannenbaum's influence approach did not increase at Weldon.172 A CONCLUDING STATEMENT: THE ROLE OF PARTICIPATIVE MANAGEMENT IN SUPERVISING OFFICE EMPLOYEES The proponents of participative management feel that partici- pative management has a definite role in supervising Office employees. These same proponents also feel that the extent of its utilization should be determined by the circumstances of each individual situation. 65 The value of using employee ideas in setting goals, in formulating plans, in improving morale, and in controlling performance has been discussed. A participative process brings to light many sound ideas. In the following statement, Littlefield and Rachel provide a good summarization of the role of participative management: Many managers have found that allowing and encouraging an employee, or group, to participate in setting goals will have highly beneficial effects. If they are provided information regarding general needs, measures by which to guage performance, and a general atmosphere in which merit is recognized and rewarded, they usually will set higher goals for themselves than management would think of setting, and they probably will achieve them. This experience has been repeated with many types of achieve- ment-—quantity, quality, promptness, costs, getting to work on time, etc. SUMMARY Chapter 2 has been designed to accomplish the following purposes: (1) to identify a theoretical framework around which the concept Of participative management could be developed; (2) to examine the managerial continuum-—and the positions occupied by participative management within this continuum; (3) to examine in detail the concept of participative management, including definitions, background information, designs, types Of management structures employing participative management, hierarchical location, degrees of utilization, necessary prerequisites, factors desirable for effective utilization of participative management, advantages, disadvantages; and (4) to examine significant research. 10. ll. 12. l3. 14. 15. l6. l7. 18. 19. 20. 66 FOOTNOTES H. L. Hall, "Management: A Continuum of Styles," Advanced Management Journal, 33:68, January, 1968. Bert Scanlan, Results Management in Action, Revised Edition (Cambridge, Massachusetts: Management Center of Cambridge, 1969), p. 42. Ibid. R. A. Sutermeister, People and Productivity (New York: McGraw- Hill Book Company, 1963), p. 492. Ibid., p. 494. Scanlan, 92, 215,, p. 42. Sutermeister, 223.315., p. 493. Ibid. E. Fleishman, Editor, Studies in Personnel and Industrial Psychology, Revised Edition (Homewood, Illinois: The Dorsey Press, 1967), p. 286. Scanlan, 92,.gi£., p. 31. Sutermeister, 223.215., pp. 475-476. Scanlan, op, cit., p. 33. Keith Davis, Human Relations at Work, 3rd Edition (New York: McGraw-Hill Book Company, 1967), p. 36. Scanlan, 22, cit., p. 42. Davis, loc. cit. John W. Darr, "Motivation and Morale: Two Keys to Participation," Personnel Journal, 47:393-394. June, 1968. Henry L. Sisk, Principles of Manggement (Cincinnati: South- Western Publishing Company, 1969), p. 244. Dalton McFarland, Personnel Management: Theory and Practice (New York: The Macmillan Company, 1968), p. 508. Darr, 22, cit., p. 395. J. M. Rosenfeld and M. J. Smith, "Emergence of Management Theory 2," Personnel Journal, 44:490, October, 1965. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 67 Sisk, pp, cit., p. 245. Darr, loc. cit. Sisk, 22. cit., p. 249. Chris Argyris, Integgating the Individual and the Organization (New York: John Wiley & Sons, Inc., 1964), p. 182. Dale Beach, Personnel: The Management of People at Work (New York: The Macmillan Company, 1965), p. 447. Ibid., p. 450. ‘lbid., p. 451. Ibid., p. 452. Ibid., p. 453. Argyris, pp, gi£., p. 185. 'lbid., p. 184. Ibid., p. 185. .1219!» p. 128. Thomas W. Harrell, Industrial Psychology, Revised Edition (New York: Rinehart & Company, Inc., 1964), p. 249. Edwin Flippo, Principles of Personnel Management, 2nd Edition (New York: Rinehart & Company, Inc., 1964), p. 74. Beach,_Jg. cit., p. 510. Harvey Heper, Perceptive Management and Supervision (Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1964), p. 48. W. J. Mueller, "Participation Requires New Work Climate," Administrative Management, 28:54, September, 1967. James G. March and Herbert A. Simon, Organizations (New York: John Wiley & Sons, Inc., 1966), p. 54. Fremont A. Shull, Selected Readings in Management (Homewood, Illinois: Richard D. Irwin, Inc., 1958), p. 228. Heper, loc. cit. Frederick G. Lesieur, Editor, The Scanlon Plan (Cambridge, Massachusetts: The MIT Press, 1958), p. 51. 43. 44. 45. 46. 47. 48. 49. 50. 51. 52. S3. 54. 55. 56. 57. 58. 59. 60. 61. 62. 63. 64. 65.. 68 Shull, _p, cit., p. 229. Max S. Wortman and Fred Luthans, Emerging Concepts in Management London: The Macmillan Company, 1970), p. 252. Ibid,, p. 253. Ibid. £§E§1. .lEle: p. 254. Beach, pp, gig., p. 524. Heper, 2p,.gi£., p. 58. Robert Golembiewski, Men, Manggement, and Morality (New York: McGraw-Hill Book Company, 1965), p. 225. S. G. Huneryager and I. L. Heckman, Human Relations in Management 2nd Edition (Cincinnati: South-Western Publishing Company, 1967), p. 585. Heper, 122, gig. Huneryager and Heckman, 122, gig. Golembiewski, _p. __c_i_t., p. 56 Heper, leg, gig. Ibid. Huneryager and Heckman, pp, cit., p. 59. .Justin G. Longenecker, Principles of Management and Ogganizational Behavior, 2nd Edition (Columbus, Ohio: Charles E. Merrill, Inc., 1964), p. 485. Lesieur, pp, £15., p. 110. Golembiewski, _p, gi£., p. 216. Lesieur, pp, gi£., p. 66. l;p;g,. pp. 56-57. Stanley Sloan and David Schrieber, "What We Need to Know About Management by Objectives," Personnel Journal, 49:206, March, 1970. Scanlan, pp, cit., p. 85. 66. 67. 68. 69. 70. 71. 72. 73. 74. 75. 76. 77. 78. 79. 80. 81. 82. 83. 84. 85. 86. 69 J. M. Ivancivich, "Theory and Practice of Management by Objectives," Michigan Business Review, 21:13, March, 1969. R. A. Howell, "Managing by Objectives--A Three-Stage System," Business Horizons, 13:42, February, 1970. Ibid. Scanlan, pp, cit., p. 125. W. L. Wickstrom, "Management by Objectives or Appraisal by Results," Conference Board Record, 3:31, July, 1966. R. A. Howell, "Fresh Look at Management by Objectives," Business Horizons, 10:56, Fall, 1967. "Management by Objectives, First Visualized as Rating Method Proves Valuable as Approach to Management," Management Services, 6:11, March, 1969. Howell, loc. cit. Ivancivich, loc. cit. H. L. T081 and S. J. Carroll, "Management Reaction to Management by Objectives," Academy of Management Journal, 1, No. 4:416, December, 1968. Sloan and Schrieber, loc. cit. H. Richard Wall, "Reconciling Organization and Personal Goals," Personnel Journal, 49:43, January, 1970. Sisk, pp, cit., p. 539. Argyris, _p, cit., p. 201. Rensis Likert, The Human Organization (New York: McGraw-Hill Book Company, 1967), p. 50. Sutermeister, _p, cit., p. 505. Argyris, _p. cit., p. 70. William Newman, Charles E. Summer, and E. Kirby Warren, The Process of Management (Englewood Cliffs, New Jersey: Prentice- Hall, Inc., 1967), p. 543. Harrell, _p, cit., p. 341. Newman, loc. cit. Harrell, pp, cit., p. 250. 87. 88. 89. 90. 91. 92. 93. 94. 95. 96. 97. 98. 99. 100. 101. 102. 103. 104. 105. 106. 107. 108. 70 Harold Koontz and Cyril O'Donnell, Management: A Book of Readingp (New York: McGrawbHill Book Company, 1964), p. 63. Ibid. William M. Fox, The Management Process (Homewood, Illinois: Richard D. Irwin, Inc., 1963), p. 253. Henry Albers, Principles of Management (New York: John Wiley & Sons, Inc., 1969), p. 214. $2£Q°' p. 215. $232!: p. 216. Newman, _p, pip,, p. 545. Albers, pp, pip., p. 219. Beach, _p. pip., p. 511. Douglas McGregor, The Human Side of Enterprise (New York: McGraw- Hill Book Company, 1960), p. 127. Harold J. Leavitt, Managerial Psychology, 2nd Edition (Chicago: The University of Chicago Press, 1964), p. 338. Beach, loc. cit. Newman, _p, cit., p. 534. Keith Davis, Human Relations in Business (New York: McGraw—Hill Book Company, 1957), p. 257. Ibid. Ibid. Fox, pp, cit., p. 210. Keith Davis, Human Relations at Work, 3rd Edition (New York: McGrawbHill Book Company, 1967), p. 131. Longenecker, _p, cit., p. 486. Richard P. Calhoun, Managing Personnel (New York: Harper & Row Publishers, 1963), p. 495. Beach, _p, cit., p. 521. Huneryager and Heckman, pp, cit., p. 600. 109. 110. 111. 112. 113. 114. 115. 116. 117. 118. 119. 120. 121. 122. 123. 124. 125. 126. 127. 128. 129. 130. 131. 132. 71 Norman Maier, Psychology in Industry, 3rd Edition (Boston: Houghton Mifflin Company, 1964), p. 136. Laurence Siegel, Industrial Psychology (Homewood, Illinois: Richard D. Irwin, Inc., 1962), p. 330. Heper, pp, p35,, p. 59. Golembiewski, _p, pip., p. 232. Beach,.lpp..p£p. Sutermeister, _p, pi£., p. 468. Sisk, _p. pip., p. 512. Chris Argyris, "Organizational Leadership and Participative Management," Journal of Business, 48:6, January, 1955. 1219: ‘Ipip. Ipip. lpip, Flippo, lpp, pip. gpgg, 2211' Albers, pp, pip., p. 216. Keith Davis, "Management by Participation--Its Place in the Business World," The Management Review, 46:71, February, 1957. Ibid. Ibid. Schuyler Dean Hoslett, Human Factors in Management (Parkville, Missouri: Park College Press, 1946), p. 258. Mueller, loc. cit. Flippo, _p, cit., p. 75. Ibid. Ibid. 133. 134. 135. 136. 137. 138. 139. 140. 141. 142. 143. 144. 145. 146. 147 I 148. 149. 150. 151. 152. 153. 72 Ibid. Ibid. Beach, pp, cit., p. 513. Calhoun, _p, cit., p. 497. Herbert J. Chruden and Arthur W. Sherman, Jr., Personnel Manegement, 3rd Edition (Cincinnati: South-Western Publishing Company, 1968), p. 373. R. C. Albrook, "Participative Management: Time for a Second Look," Management Review, 56:24, June, 1967. Alberts, pp, cit., p. 217. Sutermeister, pp, cit., p. 43. Heper, pp, cit., p. 60. L. C. Lawrence and P. C. Smith, "Group Decision and Employee Participation," Journal Of Applied Psychology, 39:334-337, 1955. John L. Schlacter, "Increased Participation in the Decision- Making Process Among Field Crews in the Ohio Department of High- ways: A Field Experiment," (unpublished Doctoral dissertation, The Ohio State University, 1969). L. Coch and J. R. P. French, Jr., "Overcoming Resistance to Change," People and Productivity (New York: McGraw—Hill Book Company, 1963), p. 436-458. Ibid., p. 437-443. Ibid., p. 444-446. Ibid., p. 446-448. William Gomberg, "The Trouble with Democratic Management," Trans-action, 3:30-35, 1966. J. R. P. French, J. Israel, and D. As, "An Experiment on Participation in a Norwegian Factory," Human Relations, 13: 3-19, 1960. Ibid., p. 4-50 Ibid., p. 13-160 Anthony P. Raia, "Goal Setting and Self—Control," The Journal of Management Studies, 2:34-53, 1965. Ibid., p. 35-36. 154. 155. 156. 157. 158. 159. 160. 161 O 162. 163. 164. 165. 166. 167. 168. 169. 170. 171. 73 Ibid., p. 48-500 A Bavelas and G. Strauss, "Group Dynamics and Intergroup Relations," The Planningpof Change (New York: Holt, Rinehart & COO, 1961), p0 587-5910 Ibid., p. 590. Timothy L. Ross, "The Accountant's Role in Participative Decision-Making," (unpublished Doctoral dissertation, Michigan State University, 1969). Victor H. Vroom, "Some Personality Determinants of the Effects of Participation," Journal of Abnormal and Social Psychology, 59:322-327, 1959. V. H. Vroom and F. C. Mann, "Leader Authoritarianism and Employee Attitudes," Personnel Psychology, 13:125-140, 1960. N. C. Morse and E. Reimer, "The Experimental Change of a Major Organizational Variable," Journal of Abnormal and Social Psychology, 52:120-129, 1956. Ibid., p. 126-1270 Likert, pp, cit., 1967, p. 78-100. J. Bonner Ritchie, "Managerial Attitudes and Leadership Behavior" (unpublished Doctoral dissertation, University of California, 1968). S. E. Seashore and D. G. Bowers, Chapging the Structure and Functionipgpof an Organization: Report of a Field Experiment (Ann Arbor: Institute for Social Research, The University of Michigan, 1963). Ibid., p. 74-100. A. S. Tannenbaum, Control in Organizations (New York: McGraw- Hill Book Company, 1968). Ibid., p. 175-181. A. J. Marrow, D. G. Bowers, and S. E. Seashore, Management py Participation (New York: Harper 8 Row, 1967). Ibid., p. 6-15. Ibid.. p. 128-129. Ibid., p. 146-147. 74 172. Ibid., p. 183-184. 173. C. L. Littlefield and Frank Rachel, Office Administration Management, 2nd Edition (Englewood Cliffs, New Jersey: Prentice—Hall, Inc., 1964), p. 476. Chapter 3 PROCEDURES The purpose of this chapter is to discuss the sources of data, to describe the research instrument (questionnaire), the sampling techniques, the population, and the statistical tools utilized to determine the nature of and extent to which it is perceived that administrative Office managers utilize participative manage- ment in supervising Office employees. SOURCES OF DATA The data summarized in this study were compiled from the 132 usable questionnaires returned by the randomly selected sample of 250 administrative Office managers employed in 250 Of the companies identified in the 1971 Fortune magazine list of the 1,000 largest companies (as measured by sales volume). For a company to be eligible for inclusion in this study, two requirements had to be met: (1) the company had to be listed in the 1971 Fortune magazine 1,000 list; and, (2) the company had to be included in the 1971 College Placement Annual. The rationale for using the dually listed companies was as follows: The belief that the personal approach would elicit a higher response necessitated sending each questionnaire to a specific individual within a company rather than to a "title" within a company. 'It was not feasible to Obtain the names Of each of the administrative 75 76 office managers in each of the 250 companies prior to mailing the questionnaires. It was, however, feasible to Obtain the names of the personnel directors (or those with similar titles) from the College Placement Annual; and for this reason, the dual-listing technique was utilized. The individual to whom each questionnaire was sent was then requested to transmit it to the administrative Office manager within his company. Of the 1,000 companies listed in the 1971 Fortune magazine 1,000 list, 358 were also listed in the College Placement Annual, and thus were considered eligible for the study. THE QUESTIONNAIRE A portion Of the questionnaire utilized in this study was originally constructed in 1970 as part of an independent investi- gation project conducted by this researcher. The 1970 questionnaire only consisted of a portion of what is Part II of the present questionnaire. Part I of the questionnaire was concerned with the respondent's sex, age, number of years employed in present position, number Of subordinates supervised, level of educational attainment, college major, military experience, military officer experience, and number of years Of office experience. Part I Of the questionnaire was revised in light of the suggestions and recommendations of the research consultants in the Office of Research Consultation, College Of Education, Michigan State University. Also having an influence on the design and wording of Part I were other questionnaires seeking similar kinds of information. 77 Part II of the questionnaire (a portion of which was originally deveIOped for the 1970 study), is concerned with the extent ("always," "Often, sometimes, seldom, never") to which administrative Office managers utilize the help, ideas, and suggestions Of their subordinates in selected managerial activities in each of the five managerial functions. The basis for Part II of the questionnaire is the literature that was studied and reviewed. In Part II, care was taken to select words that represent concrete physical activities--for example, the use of the word "writing" as Opposed to the word "developing." This caution was taken because of the conviction that the more concrete the physical activity, the easier it would be for the respondents to ascertain the extent to which they utilize the ideas, suggestions, and help of their subordinates. The specific wording and design of Part II was refined by the research consultants in the Office of Research Consultation, the various members of the guidance committee, and a jury of selected individuals. Among the jurors serving on the panel were several administrative Office managers in the Greater Lansing, Michigan, area and several individuals employed in the College of Business, Michigan State University, who perform some of the duties of administrative Office managers. The activities listed on the questionnaire were not categorized as to which of the five functions each belonged. It was thought that listing the activities in a random order would assure more accurate responses given by the respondents. When the data was processed, each activity was then categorized as to its proper managerial function. 78 After the questionnaire was sufficiently refined and was approved by the guidance committee, it was prepared for mailing to the 250 individuals selected for the study. A questionnaire, a cover letter, and a business reply envelOpe were sent to each of the selected individuals whose names were listed in the 1971 College Placement Annual. In most instances, these individuals had the title Of "personnel director" or "college recruiter." The individuals to whom the questionnaires were mailed were instructed to transfer the questionnaire to the individual within their companies who had the title of "administrative Office manager" and/or who performed many Of the following functions: (1) aids in a staff capacity by coordinating Office services, personnel, budget preparation and control, records control, and special management studies; (2) studies management methods in order to improve work flow; (3) simplifies reporting procedures and implements cost reductions; (4) analyzes unit operation practices, forms control, and office layout; (5) analyzes jobs for use in wage and salary administration; and (6) studies methods of improving work measure- ments 0 SELECTING THE SAMPLE The first step in selecting the sample was to determine which companies were dually listed in the 1971 College Placement Annual and the 1971 Fortune magazine 1,000 list. The companies dually listed were then numbered serially. Of the1358 companies dually listed, it was determined that a sample size'of 250 would be 79 sufficient for the purposes of this study. With the utilization of a Rand Corporation Table of Random Numbers, 250 companies were Y then randomly selected. DESCRIPTION OF THE POPULATION The population for this study consisted of the administrative office managers employed in the 358 companies dually listed in the 1971 Fortune magazine 1,000 list and the 1971 College Placement Annual. Table 1 illustrates the number of companies selected in each Of the ten categories (100 companies in each category and ranked according to sales volume), the number of responses in each category, the number of usable responses in each category, and the percentage Of usable responses in each category. As is shown in Table l, of the 100 largest companies (as measured by sales volume), 48 companies were randomly selected to participate in the study. Of the 48 companies, 35 responded, and 26 of the returned questionnaires were usable, representing 54.17 percent of usable questionnaires in the 1-100 category. Each individual in the 1-100 category who responded but who could not complete the questionnaire stated that the administrative office manager functions in his company were performed by several individuals-~not just one individual--and therefore, it was not feasible to complete the questionnaire. Forty-four companies were selected in the 101—200 category. Twenty-two individuals responded, and 18 questionnaires were usable, representing 40.90 percent usable questionnaires in the category. 80 Table 1 NUMBER OF COMPANIES SELECTED IN EACH CATEGORY, NUMBER OF RESPONDENTS, NUMBER OF USABLE QUESTIONNAIRES, AND PERCENTAGE OF USABLE QUESTIONNAIRES Percent Of Number of Number of Number of Usable Rank in Companies Companies Usable Questionnaires Sales in Category Responding Questionnaires in Category 1- 100 48 35 26 54.17 101- 200 44 22 18 40.90 201- 300 37 24 22 59.46 301- 400 29 17 13 44.82 401- 500 27 18 16 59.25 501- 600 24 15 13 54.16 601- 700 17 10 8 47.05 701- 800 9 7 7 77.77 801- 900 8 5 4 50.00 901-1000 ._;1 __p_ __;§ 71.43 250 159 132 The 701-800 sales volume group had the highest percentage of usable questionnaires by category; the group with the lowest percent of usable questionnaires by category was the 101-200 group. STATISTICAL ANALYSIS The information from the returned questionnaires was transferred by keypunch machine to 80-column computer cards. The cards were then 81 processed through the Computer Laboratory facilities at Michigan State University. The CISSR - ACT 11 - PFCOUNT (Computer Institute for Social Science Research - Analysis of Contingency Table II - Percentage and Frequency of Response Count) computer program was utilized to compile the data. Chi-square was selected as the statistical analysis method to study the nature of the relationships between the independent and dependent variables. Chi-square test of independence was used to test the null hypotheses that the selected variables were essentially independent of one another. The level of significance for the rejection of the null hypotheses of no significant relationships was set at the .05 level. Product moment correlations were used to determine whether the significant relationships were positive or negative. COMPOSITE PROFILE OF ADMINISTRATIVE OFFICE MANAGERS Table 2 illustrates the frequency count and percentage of response for each of the 12 independent variables. The table shows that the levels most frequently selected for each of the 12 independent variables were as follows: male, between ages 36-45, having been employed in the present position for one to three years; having 21 or more subordinates, having a bachelor's degree in an area Of business or commerce; having two through four years Of mili- tary experience; not having served as an officer in the military; having 11 or more years Of supervisory experience; and not having clerical, general, or other office experience. 82 Table 2 COMPOSITE PROFILE OF ADMINISTRATIVE OFFICE MANAGERS (N = 132) Question Frequency Percent 1. Sex Male 125 94.70 Female 7 5.30 TOTAL 132 100.00 2. Age 35 or less 33 25.00 36 through 45 42 31.82 46 through 55 40 30.30 56 through 65 17 12.88 over 65 -- --- TOTAL 132 100.00 3. Number of years in present position Less than 1 year 24 18.18 1 through 3 years 40 30.30 4 through 6 years 30 22.73 7 through 9 years 12 9.09 10 or more years 25 19.70 TOTAL 132 100.00 4. Number of subordinates supervised 5 or fewer 43 32.58 6 to 10 27 20.45 11 to 15 9 6.82 16 to 20 4 3.03 21 or more 49 37.12 TOTAL 132 100.00 5. Highest level of formal education Less than 12 years -- --- High school graduate 5 3.79 Less than one year of college 2 1.52 At least one year of college but no degree 18 13.64 Bachelor's degree ' 77 58.33 Master's degree 21 15.90 WOrk beyond master's degree 9 6.82 TOTAL 132 100.00 83 Table 2, Continued Question Frequency Percent 6. Major area of specialization in college Business or commerce 69 52.27 Other 57 43.18 Left blank 6 4.55 TOTAL 132 100.00 7. Military experience NO military experience 37 28.03 Less than 2 years of active duty 13 9.05 2 through 4 years of active duty 71 53.79 More than 4 years Of active duty 10 7.57 Left blank 1 .76 TOTAL 132 100.00 8. Military officer Yes 39 29.54 NO 91 68.94 Left blank 2 1.52 TOTAL 132 100.00 9. Number of years of supervisory office experience No supervisory experience 13 9.85 Less than 2 years 3 2.27 2 through 4 years 20 15.15 5 through 7 years 15 11.36 8 through 10 years 11 8.33 11 or more years 70 53.04 TOTAL 132 100.00 10. Number of years of clerical office experience NO clerical experience 104 78.79 Less than 2 years 9 6.81 2 through 4 years 10 7.58 5 through 7 years 5 3.79 8 through 10 years 3 2.27 11 or more years 1 .76 TOTAL 132 100.00 11. Number of years of general office experience NO general Office experience 88 66.67 Less than 2 years 12 9.09 2 through 4 years 15 11.37 5 through 7 years 7 5.30 8 through 10 years 3 2.27 11 or more years 7 5.30 TOTAL 132 100.00 84 Table 2, Continued Question Frequency Percent 12. Number Of years of other office experience No other Office experience 99 75.00 Less than 2 years 7 5.30 2 through 4 years 4 3.03 5 through 7 years 11 8.33 8 through 10 years 4 3.04 11 or more years 7 5.30 TOTAL 132 100.00 SCHEMATIC TIME TABLE OF ACTIVITIES IN STUDY Figure 7 provides a graphic illustration of the more important activities and time sequences involved in the completion of the study. 85 .moqu new meoum Housooooum wo uumno 30am .n muswfim NA\8---\m ~5\m - -Nk\m--~5\~ moon Housmaou mo .1, nmsouna uwoum Housmeo mamzaoq< oommoooum puma mo unoenoao>on «H ma NH NN\N -\H ~5\H HN\HH H~\oa Hn\oa onwOGOOHumoso mz¢ meanoosamox Illldousoaaomrllll est-630m mo IIIL III. umoe uoaam one wcaooo vacuum umufim wcHHHmz umufim coama>mm vacuum Ha 0H m w n o H~\oa HN\0H H~\oa H~\m omma mmoonom namesuumcH ouHmOOOfiumosd mo noumomom 1 MO QMUHHOU I NC _I UGUEOHQKIUQ «HOW ll.lH MO OOHmH>om OOOH uoaam unmanoao>ma ousumuoqu mo mamonuchm coaumuaamsumoosoo n e m N a Chapter 4 THE FINDINGS: ANALYSIS OF THE RESPONSES OF ADMINISTRATIVE OFFICE MANAGERS The purpose of this chapter is to present an analysis of the responses of the 132 administrative office managers who participated in the study. This chapter is divided into three main parts. The first part presents an analysis of the effect of the 12 independent variables on the 27 selected managerial activities. The chi-square test of indepen- dence was used to analyze the data to determine the level of significance (.05 level). The product moment correlation analysis was used to deter- mine whether the relationships were positive Or negative. Although the hypotheses were stated in the research form in Chapter 1, each hypothesis was tested in the null form (for statistical purposes) in this chapter. The second major part of the chapter (correlation matrix) is con- cerned with correlating the five dependent variables against one another to identify the significant correlations. The third part is a frequency count and percent of response for each of the 27 selected managerial activities. Also provided in the third part are the mean numerical values for each of the 27 activities. 86 87 SEX Of the 132 administrative office managers, 125 were male, which represents 94.70 percent of the total respondents. The seven females represent 5.30 percent of the total. Planning Activities Table 3 illustrates the relationships between sex and the four selected activities in the planning function. Using the chi-square Table 3 RELATIONSHIPS BETWEEN SEX AND PLANNING ACTIVITIES (df = 5) Sign. Activities Chi-Sq. Level PMC 1. Writing short-term departmental objectives 1.135 NS .0354 2. Evaluating existing resources necessary to achieve departmental goals 2.542 NS .0616 3. Writing long-term departmental objectives 1.669 NS .0102 4. Identifying primary duties of jobs that must be performed 1.997 NS .0813 analysis, no significant relationships were found to exist between the sex of the administrative office managers and each of the four planning activities. Therefore, the null hypothesis that the sex of the adminis- trative Office managers is independent of the four activities in the planning function cannot be rejected. 88 Organizipg Activities The relationships between sex and each of the five activities in the organizing funCtion are illustrated in Table 4. Table 4 RELATIONSHIPS BETWEEN SEX AND ORGANIZING ACTIVITIES (df = 5) The statistical analysis Sign. Activities Chi-Sq. Level PMC 1. Developing lines of communication within department 1.451 NS .0217 2. Defining relationships among jobs in department 4.846 NS -.0535 3. Defining lines of authority within department 4.981 NS -.0845 4. Defining responsibilities of subordinates in department 18.765 .05 -.1116 5. Developing efficient methods and procedures for Office work 1.406 NS .0019 reveals one significant relationship-—between "sex" and "defining responsibilities of subordinates in department." The chi-square test of independence for this relationship is illustrated in Table I.* The product moment correlation for this comparison is -.lll6, indicating that male administrative office managers tend to utilize more participation in this particular organizing activity than do female administrative office managers. The null hypothesis that sex is independent of "defin- ing responsibilities of subordinates in department" is rejected. *All tables with Roman numeral references appear in Appendix B. 89 Staffing_Activities Illustrated in Table 5 are the relationships between sex and the six staffing activities. A significant negative relationship is found to exist between "sex" and "appraising candidates for positions in depart- ment." The significant negative product moment correlation of -.1299 Table 5 RELATIONSHIPS BETWEEN SEX AND STAFFING ACTIVITIES (df = 5) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 9.330 NS -.0293 2. Preparing descriptions of various departmental jobs 4.044 NS .0536 3. Orienting new employees in department 3.109 NS -.0752 4. Appraising candidates for positions in department 12.758 .05 -.1299 5. Training new subordinates in department 2.058 NS -.0606 6. Selecting candidates for positions in department 2.128 NS -.1112 shown in Table 11 indicates that males tend to utilize more participation than do females when appraising candidates for positions in the depart- ment. The null hypothesis is rejected that the sex of administrative office managers is independent of "appraising candidates for positions in department" activity in the staffing function. ,1 90 DirectingrActivities As is shown in Table 6, none of the activities in the directing function are found to have a significant relationship with the sex of the administrative office managers. Consequently, the null hypothesis Table 6 RELATIONSHIPS BETWEEN SEX AND DIRECTING ACTIVITIES (df = 5) Sign. Activities Chi-Sq. Level PMC 1. Formulating personnel policies necessary to maintain desirable level of morale 2.660 NS -.O649 2. Establishing procedures for uniformity of work 1.267 NS -.0198 3. Preparing directives for accomplishment of departmental Objectives 2.738 NS -.0821 4. Supervising subordinates in department 4.937 NS -.0852 5. Making accurate measurement of work through development of systematic procedures 3.939 NS -.0885 that sex is independent of the directing activities cannot be rejected. Controllipg;Activities Table 7 indicates that two of the seven controlling activities are found to be significantly related with sex. One significant negative relationship is found to exist between "sex" and "taking a corrective action if there is a failure to achieve objectives." This relationship is shown in Table III, and it has a product moment correlation of -.O983. 91 Table 7 RELATIONSHIPS BETWEEN SEX AND CONTROLLING ACTIVITIES (df = 5) Sign. Activities Chi—Sq. Level PMC 1. Determining whether objectives are being achieved 9.885 NS -.1042 2. Preparing office manuals for departmental employees 1.100 NS .0120 3. Formulating standards of performance based on goals, policies, programs, budgets 2.365 NS -.0732 4. Adopting means of reviewing Operations to check if expected results are obtained 3.652 NS -.0526 5. Taking corrective action if there is a failure to achieve objectives 19.513 .05 -.0983 6. Writing departmental policies for employees 3.570 NS -.0046 7. Measuring performance of departmental subordinates 14.944 .05 -.l315 Table IV illustrates the other significant relationship--between "sex" and "measuring performance of departmental subordinates." The negative relationship for each of these two controlling activities indicates that male administrative office managers have a tendency to permit more participation in each of the two activities than do their female counter- parts. The null hypotheses are rejected that the sex of the adminis- trative office manager is independent of "taking corrective action if there is a failure to achieve objectives" and "measuring performance of departmental subordinates" activities of the controlling function. 92 ACE Of the 132 administrative office managers involved in the study, one fourth (33) were 35 years of age or less; 42 (31.82 percent) were between ages 36 and 45; 40 were between ages 46 and 55, representing 30.30 per- cent; and 17 (12.88 percent) were between ages 56 and 65. None of the respondents were over 65. Plannipg Activities As illustrated in Table 8, none of the four activities in the planning function are found to be significantly related to the age of the Table 8 RELATIONSHIPS BETWEEN AGE AND PLANNING ACTIVITIES (df = 15) Sign. Activities Chi-Sq. Level PMC 1. Writing short-term departmental Objectives 23.525 NS .1027 2. Evaluating existing resources necessary to achieve departmental goals 12.456 NS .1377 3. Writing long-term departmental objectives 15.381 NS .1573 4. Identifying primary duties of jobs that must be performed 24.856 NS .2540 administrative office managers. Consequently, the null hypothesis that the age of the administrative Office manager is independent of the four planning activities cannot be rejected. 93 ngenizipgiActivities The relationships between age and each Of the organizing activities are illustrated in Table 9. Two significant relationships are found: between "age" and "defining reaponsibilities of subordinates in depart- ment" and between "age" and "developing efficient methods and procedures Table 9 RELATIONSHIPS BETWEEN AGE AND ORGANIZING ACTIVITIES (df = 15) Sign. Activities Chi-Sq. Level PMC 1. Developing lines of communication within department 22.874 NS -.0716 2. Defining relationships among jobs in department 22.404 NS .1647 3. Defining lines of authority within department 14.958 NS .2088 4. Defining responsibilities of subordinates in department 28.862 .05 .2393 5. Developing efficient methods and procedures for office work 38.794 .05 .0455 for Office work." According to Table V, the relationship between "age" and "defining responsibilities of subordinates in department" is positive, with a product moment correlation of .2393. Table VI compares "age" with "developing efficient methods and procedures fOr office work," and a product moment correlation of .0455 is found. The positive product moment correlations found in Tables V and VI indicate that as the age of the administrative Office managers increases, so does their tendency to 94 utilize more participation in these two organizing activities. Therefore, the null hypotheses are rejected that age is independent of "defining responsibilities of subordinates in department" and "developing efficient methods and procedures for office work" activities in the organizing function. StaffingfiActivities Table 10 illustrates the relationships between age and the six selected activities in the staffing function. A significant relationship. Table 10 RELATIONSHIPS BETWEEN AGE AND STAFFING ACTIVITIES (df = 15) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 25.872 .05 .1572 2. Preparing descriptions of various departmental jobs 15.504 NS .1258 3. Orienting new employees in department 11.985 NS -.0305 4. Appraising candidates for positions in department 23.678 NS .2840 5. Training new subordinates in department 8.704 NS .0221 6. Selecting candidates for positions in department 29.999 .05 .2599 at the 0.95 level of confidence is found between "age" and "recruiting candidates for positions in department." Table VII indicates that the 95 product moment correlation is .1572, which means that the Older the administrative office manager is, the greater is the tendency for par- ticipative techniques to be utilized in recruiting candidates. Table VIII shows a positive product moment correlation of .2599 between "age" an "selecting candidates for positions in department." The older administrative office managers are more likely to permit participation in this particular activity than are the younger administrative office managers. The null hypotheses are rejected that age is independent of "recruiting candidates for positions in department" and "selecting can- didates for positions in department" activities of the staffing function. DirectipgTActivities Shown in Table 11 are the relationships between age and the five activities in the directing function. Since none of the relationships Table 11 RELATIONSHIPS BETWEEN AGE AND DIRECTING FUNCTIONS (df - 15) Sign. Activities Chi-Sq. Level PMC 1. Formulating personnel policies necessary to maintain desirable level of morale 13.564 NS .0630 2. Establishing procedures for uniformity of work 23.432 NS .0898 3. Preparing directives for accomplishment of departmental objectives 10.838 NS .0545 4. Supervising subordinates in department 20.210 NS .1053 5. Making accurate measurements of work through development Of systematic procedures 9.970 NS -.0300 96 are found to be significant, the null hypothesis that age is independent of the activities in the directing function cannot be rejected. ControllinggActivities The relationships between age and activities in the controlling function are illustrated in Table 12. NO relationships are found to be Table 12 RELATIONSHIPS BETWEEN AGE AND CONTROLLING ACTIVITIES (df = 15) Sign. Activities Chi-Sq. Level PMC 1. Determining whether Objectives are being achieved 14.266 NS .0348 2. Preparing Office manuals for departmental employees 13.600 NS -.0747 3. Formulating standards of performance based on goals, policies, programs, budgets 16.654 NS .1303 4. Adopting means of reviewing Operations to check if expected results are Obtained 13.349 NS .0084 5. Taking corrective action if there is a failure to achieve objectives 15.389 NS .1461 6. Writing departmental policies for employees 15.537 NS .0320 7. Measuring performance of departmental subordinates 14.524 NS .1206 significant. Therefore, the null hypothesis that age is independent of the activities in the controlling function cannot be rejected. 97 NUMBER OF YEARS IN PRESENT POSITION Twenty-four (18.18 percent) of the administrative office managers have been in the present position for less than one year. Forty (30.30 percent) have been in the present position for one through three years; 30 (22.73 percent), four through six years; 12 (9.09 percent), seven through nine years; and 25 (19.70 percent) ten or more years. Planning Activities None of the relationships between years in present position and the four activities in the planning function are significant. (See Table 13). Table 13 RELATIONSHIPS BETWEEN YEARS IN PRESENT POSITION AND PLANNING ACTIVITIES (df - 20) Sign. Activities Chi-Sq. Level PMC 1. Writing short-term departmental objectives 18.837 NS .0254 2. Evaluating existing resources necessary to achieve departmental goals 21.564 NS .0004 3. Writing long-term departmental objectives 24.289 NS .1409 4. Identifying primary duties of jobs that must be performed 16.448 NS .1414 The null hypothesis that the number of years that administrative office managers have been in the present position is independent of the activi- ties in the planning function, therefore, cannot be rejected. 98 Organizing Activities Illustrated in Table 14 are the relationships between number of years in present position and five activities comprising the organizing function. None of the relationships are found to be significant. Table 14 RELATIONSHIPS BETWEEN YEARS IN PRESENT POSITION AND ORGANIZING ACTIVITIES (df - 20) Sign. Activities Chi-Sq. Level PMC 1. Developing lines Of communication within department 24.265 NS .0190 2. Defining relationships among jobs in department 21.043 NS .1342 3. Defining lines of authority within department 12.181 NS .1046 4. Defining responsibilities of subordinates in department 17.932 NS .1742 5. Developing efficient methods and procedures for office work 21.000 NS .0335 Therefore, the null hypothesis concerned with the independence between the number of years that administrative Office managers have served in the present position and the activities in the organizing function can- not be rejected. 99 Staffing:Activities 0f the six activities shown in Table 15, only "orienting new employees in department" is found to be significantly related to "number of years in present position." Table IX indicates that the relationship Table 15 RELATIONSHIPS BETWEEN YEARS IN PRESENT POSITION AND STAFFING ACTIVITIES (df - 20) la Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 27.362 NS .0700 2. Preparing descriptions of various departmental jobs 17.776 NS .0178 3. Orienting new employees in department 32.201 .05 .0539 4. Appraising candidates for positions in department 20.574 NS .2007 5. Training new subordinates in department 24.313 NS .0393 6. Selecting candidates for positions in department 27.950 NS .2356 is significantly positive with a product moment correlation of .0539. This indicates that the longer an administrative office manager has served in his present position, the greater is the tendency for him to allow more participation in orienting new employees. The null hypothesis is rejected that the number of years that administrative office managers have served in their present positions is independent of "orienting new employees in department" activity of the staffing function. 100 Directing Activities Table 16 illustrates the relationships between the number of years in the present position and the activities in the directing function. Table 16 RELATIONSHIPS BETWEEN YEARS IN PRESENT POSITION AND DIRECTING ACTIVITIES (df - 20) Sign. Activities Chi-Sq. Level PMC l. Formulating personnel policies necessary to maintain desirable level of morale 29.413 NS -.0405 2. Establishing procedures for uniformity Of work 24.650 NS .1325 3. Preparing directives for accomplishment of departmental objectives 15.061 NS .1472 4. Supervising subordinates in department 41.458 .05 .1824 5. Making accurate measurement of work through development of systematic procedures 25.632 NS .0218 "Supervising subordinates in department" and "number of years in present position" are significantly related at the 0.95 level of confidence. Table X shows that the relationship of these two variables has a product moment correlation of .1824. Therefore, the longer administrative Office managers have been in their present positions, the greater is the tendency for the managers to utilize participative management techniques in supervising subordinates. The null hypothesis is rejected that is concerned with the independence between number of years in present position and "supervising subordinates in department" activity. 101 Controlling Activities Table 17 is concerned with the relationships between number of years in present position and the activities in the controlling function. No Table 17 RELATIONSHIPS BETWEEN YEARS IN PRESENT POSITION AND CONTROLLING ACTIVITIES (df = 20) Sign. Activities Chi-Sq. Level PMC 1. Determining whether objectives are being achieved 16.349 NS .0254 2. Preparing office manuals for departmental employees 14.227 NS .0470 3. Formulating standards of performance based on goals, policies, programs, budgets 17.672 NS .1090 4. Adopting means of reviewing operations to check if expected results are Obtained 16.456 NS .0150 5. Taking corrective action if there is a failure to achieve Objectives 26.858 NS .0841 6. Writing departmental policies for employees 20.854 NS .1246 7. Measuring performance of departmental employees 20.120 NS .1254 relationships are found to be significant. Consequently, the hypothesis related to the independence Of the number of years that administrative office managers have served in the present position and the activities in the controlling function cannot be rejected. 102 NUMBER OF SUBORDINATES The respondents were asked to indicate the number of subordinates under their supervision. Forty-three respondents (32.58 percent) super- vise five or fewer subordinates, while 27 of the respondents (20.45 per- cent) supervise six to ten subordinates. Nine administrative office managers (6.82 percent) supervise 11 to 15; four (3.03 percent) supervise 16 to 20; and 49 (37.12 percent) supervise 21 or more employees. Planning Activities As shown in Table 18, none of the activities in the planning function are significantly related to the number of subordinates under the super- vision of the administrative Office managers. The null hypothesis that Table 18 RELATIONSHIPS BETWEEN NUMBER OF SUBORDINATES AND PLANNING ACTIVITIES (df = 20) Sign. Activities Chi-Sq. Level PMC 1. Writing short—term departmental Objectives 14.866 NS .1226 2. Evaluating existing resources necessary to achieve departmental goals 19.464 NS .1454 3. Writing long-term departmental objectives 19.337 NS .1500 4. Identifying primary duties of jobs that must be performed 19.181 NS .1633 the number of subordinates is independent of the activities in the plan- ning function cannot be rejected. 103 OrganizingpActivities The relationships between the number of subordinates supervised and the activities in the organizing function are illustrated in Table 19. Table 19 RELATIONSHIPS BETWEEN NUMBER OF SUBORDINATES AND ORGANIZING ACTIVITIES (df = 20) Sign. Activities Chi-Sq. Level PMC 1. Developing lines of communication within department 27.102 NS .1010 2. Defining relationships among jobs in department 25.902 NS .1120 3. Defining lines of authority within department 18.320 NS .0318 4. Defining responsibilities of subordinates in department 13.911 NS .1070 5. Developing efficient methods and procedures for Office work 13.846 NS .1970 None of the relationships are significant. The null hypothesis that there is independence between the number of subordinates and the activi- ties in the organizing function, therefore, cannot be rejected. Staffipg:Activities One significant relationship is found between the number of subordi- nates supervised and the six activities in the staffing function. (See Table 20). The relationship between "number of subordinates" and "pre- paring descriptions of various departmental jobs" is significant at the .05 level. Table XI indicates that the product moment correlation for 104 Table 20 RELATIONSHIPS BETWEEN NUMBER OF SUBORDINATES AND STAFFING ACTIVITIES (df = 20) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 13.270 NS .0356 2. Preparing descriptions of various departmental jobs 31.626 .05 .2638 3. Orienting new employees in department 12.426 NS .0470 4. Appraising candidates for positions in department 22.206 NS .2837 5. Training new subordinates in department 19.073 NS .1641 6. Selecting candidates for positions in department 27.984 NS .2557 this relationship is .2638, meaning that as the number of subordinates supervised by the administrative office managers increases, so does the tendency for the managers to permit participation in preparing descrip- tions of jobs. The null hypothesis is rejected, therefore, that the number of subordinates is independent Of the "preparing descriptions of various departmental jobs" activity in the staffing function. DirectipggActivities 0f the five activities shown in Table 21, only "preparing directives for accomplishment of departmental Objectives" is found to be related significantly to the "number of subordinates" supervised by administrative 105 Table 21 RELATIONSHIPS BETWEEN NUMBER OF SUBORDINATES AND DIRECTING ACTIVITIES (df = 20) Sign. Activities Chi-Sq. Level PMC l. Formulating personnel policies necessary to maintain desirable level of morale 16.446 NS -.0038 2. Establishing procedures for uniformity of work 14.181 NS .1790 3. Preparing directives for accomplishment of departmental objectives 32.126 .05 .1432 4. Supervising subordinates in department 20.214 NS .0777 5. Making accurate measurement of work through development of systematic procedures 30.863 NS .2565 Office managers. Table XII shows that the relationship has a product moment correlation of .1432, interpreted to mean that administrative office managers seek more participation in preparing directives as the number of subordinates increases. The null hypothesis that is concerned with the independence of the number of subordinates supervised and the activities in the directing function is rejected. ControllingActivities Table 22 illustrates the relationships between the number of subordinates and the activities in the controlling function. A signifi- cant relationship is found between "number of subordinates" and "formu- lating standards of performance based goals, policies, programs, and budgets.’ As is shown in Table XIII, the product moment correlation is 106 Table 22 RELATIONSHIPS BETWEEN NUMBER OF SUBORDINATES AND CONTROLLING ACTIVITIES (df = 20) Sign. Activities Chi-Sq. Level PMC 1. Determining whether objectives are being achieved 17.615 NS .1362 2. Preparing office manuals for office employees 16.371 NS .0633 3. Formulating standards of performance based on goals, policies, programs, budgets 40.376 .05 .1565 4. Adopting means of reviewing operations to check if expected results are obtained 29.468 NS .1527 5. Taking corrective action if there is a failure to achieve objectives 15.683 NS .0712 6. Writing departmental policies for employees 27.083 NS .1085 7. Measuring performance of departmental employees 20.668 NS .3001 .1565, which means that as the number of subordinates increases, so does the amount of participation that administrative office managers utilize in formulating standards of performance based on goals, policies, programs, and budgets. The null hypothesis is rejected that is concerned with the independence between the number of subordinates supervised and "formu- lating standards of performance based on goals, policies, programs, budgets" activity of the controlling function. 107 LEVEL OF EDUCATION Each of the administrative office managers was asked to indicate the highest level of formal education that he had attained. All of the respondents had been graduated from high school. Five (3.79 percent) of the respondents had not gone beyond high school. Two (1.52 percent) had less than one year of college, while 18 (13.64 percent) had at least one year of college but had not received a degree. Seventy-seven (58.33 per- cent) had received a bachelor's degree; 21 (15.90 percent), a master's degree; and nine (6.82 percent) of the administrative office managers had work beyond a master's degree. PlanningiActivities Table 23 presents the relationships between education and the activi- ties in the planning function. Since none of the activities are found to Table 23 RELATIONSHIPS BETWEEN EDUCATION AND PLANNING ACTIVITIES (df = 25) Sign. Activities Chi-Sq. Level PMC 1. Writing short-term departmental Objectives 20.821 NS -.1024 2. Evaluating existing resources necessary to achieve departmental goals 28.873 NS .0935 3. Writing long-term departmental objectives 22.865 NS —.0879 4. Identifying primary duties of jobs that must be performed 27.145 NS -.l787 108 be significant, the null hypothesis that the education level of the administrative office managers is independent of the activities in the planning function cannot be rejected. Organizing Activities Presented in Table 24 are the relationships between the education level and the activities in the organizing function. None of the activi- ties are significant; therefore, the null hypothesis that the education Table 24 RELATIONSHIPS BETWEEN EDUCATION AND ORGANIZING ACTIVITIES (df - 25) Sign. Activities Chi-Sq. Level PMC 1. Developing lines of communication within department 20.773 NS -.1824 2. Defining relationships among jobs in department 28.498 NS -.l717 3. Defining lines of authority within department 17.088 NS -.0742 4. Defining responsibilities of subordinates in department 25.602 NS -.1690 5. Developing efficient methods and procedures for Office work 19.633 NS -.0711 level is independent of the activities in the organizing function cannot be rejected. 109 Staffipg:Activities The relationships between the education level of administrative office managers and the activities in the staffing function are illus- trated in Table 25. None of the relationships are found to be signifi- cant. Therefore, the null hypothesis that the education level is independent Of the activities in the staffing function cannot be rejected. Table 25 RELATIONSHIPS BETWEEN EDUCATION AND STAFFING ACTIVITIES (df = 25) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 18.673 NS -.1762 2. Preparing descriptions of various departmental jobs 29.006 NS -.0691 3. Orienting new employees in department 14.706 NS -.0479 4. Appraising candidates for positions in department 18.996 NS -.1541 5. Training new subordinates in department 16.091 NS -.0984 6. Selecting candidates for positions in department 15.432 NS -.1721 DirectingpActivities The relationships between the education level of administrative office managers and the activities in the directing function are illus- trated in Table 26. A significant negative relationship between the 110 Table 26 RELATIONSHIPS BETWEEN EDUCATION AND DIRECTING ACTIVITIES (df - 25) Sign. Activities Chi-Sq. Level PMC l. Formulating personnel policies necessary to maintain desirable level of morale 25.435 NS .0349 2. Establishing procedures for uniformity of work 11.894 NS -.0225 3. Preparing directives for accomplishment of departmental objectives 29.201 NS -.0949 4. Supervising subordinates in department 57.101 .05 -.1088 5. Making accurate measurements of work through development of systematic procedures 37.423 NS -.1870 education level of the administrative office managers and "supervising subordinates in department" is found. As shown in Table XIV, the relation- ship has a product moment correlation of -.1088, meaning that as the education level of the administrative office managers increases, there is a tendency for the managers to allow less participation in this par- ticular activity. The null hypothesis is rejected, therefore, that the education level of the administrative office managers is independent of "supervising subordinates in department" activity of the directing function. Controllipg:Activities The relationships between the education level of administrative ~office managers and the activities in the controlling function are illustrated in Table 27. significant at the .05 level. 111 Table 27 RELATIONSHIPS BETWEEN EDUCATION AND CONTROLLING ACTIVITIES (df = 25) None of the activities are found to be Therefore, the null hypothesis that the Sign. Activities Chi-Sq. Level PMC 1. Determining whether objectives are being achieved 20.049 NS -.O673 2. Preparing office manuals for departmental employees 28.096 NS .0014 3. Formulating standards of performance based on goals, policies, programs, budgets 22.106 NS -.1l64 4. Adopting means of reviewing operations to check if expected results are obtained 15.899 NS -.0198 5. Taking corrective action if there is a failure to achieve objectives 28.211 NS -.0723 6. Writing departmental policies for employees 25.924 NS -.1805 7. Measuring performance of departmental subordinates 27.619 NS -.l382 education level is independent of the activities in the controlling function cannot be rejected. area of specialization in college. .they were business or commerce majors. MAJOR IN COLLEGE The respondents were asked to identify the nature of their major Sixty-nine (52.27 percent) indicated Fifty-seven (43.18 percent) 112 indicated a major in an area other than business or commerce. Majors other than business most frequently cited were psychology, education, and engineering. Six of the respondents (including the five who did not attend college) did not respond to the questionnaire item. Planning Activities Illustrated in Table 28 are the relationships between the major area of specialization in college and the activities in the planning function. Table 28 RELATIONSHIPS BETWEEN MAJOR IN COLLEGE AND PLANNING ACTIVITIES (df = 10) Sign. Activities Chi-Sq. Level PMC 1. Writing short-term departmental Objectives 6.574 NS -.1237 2. Evaluating existing resources necessary . to achieve departmental goals 15.432 NS -.1594 3. Writing long-term departmental Objectives 9.307 NS -.0840 4. Identifying primary duties of jobs that must be performed 13.032 NS -.2372 None of the activities are shown to be significant. The null hypothesis that the major area of specialization is independent of the activities in the planning function cannot be rejected. Organizing Activities The relationships between the major area of specialization in college and the five activities in the organizing function are presented 113 in Table 29. Since none of the relationships are found to be at a significant level, the null hypothesis that independence exists between Table 29 RELATIONSHIPS BETWEEN MAJOR IN COLLEGE AND ORGANIZING ACTIVITIES (df = 10) Sign. Activities Chi-Sq. Level PMC 1. Developing lines of communication within department 5.903 NS -.1290 2. Defining relationships among jobs in department 10.191 NS -.l718 3. Defining lines of authority within department 3.595 NS .0240 4. Defining responsibilities of subordinates in department 7.082 NS -.1846 5. Developing efficient methods and procedures for office work 6.166 NS -.1549 the major area of specialization in college and the activities in the organizing function cannot be rejected. StaffipgfiActivities Illustrated in Table 30 are the relationships between the major area of specialization in college and the six staffing activities. No significant relationships are found between the major area of speciali- zation and the various activities in the staffing function. The hypothesis, therefore, that the major area of collegiate specialization . 0f the administrative office managers is independent of the activities 11m the staffing function cannot be rejected. 114 Table 30 RELATIONSHIPS BETWEEN MAJOR IN COLLEGE AND STAFFING ACTIVITIES (df - 10) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 5.065 NS .0046 2. Preparing descriptions of various departmental jobs 10.489 NS -.0553 3. Orienting new employees in department 10.407 NS -.0916 4. Appraising candidates for positions in department 10.130 NS -.1906 5. Training new subordinates in department 12.667 NS -.1326 6. Selecting candidates for positions in department 7.015 NS -.l477 DirectingpActivities Table 31 illustrates the relationships between the major area of college specialization and the activities in the directing function. A significant negative relationship is found between the major area of specialization and "making accurate measurements of work through develop- ment of systematic procedures." Table XV shows that the relationship has a product moment correlation of -.2810, which means that those administrative office managers who were business or commerce majors in college tend to seek less participation in this particular activity than do the nonbusiness majors. The null hypothesis is rejected that is ‘ concerned with the independence between the major area of specialization 115 Table 31 RELATIONSHIPS BETWEEN MAJOR IN COLLEGE AND DIRECTING ACTIVITIES (df = 10) Sign. Activities Chi-Sq. Level PMC l. Formulating personnel policies necessary to maintain desirable level of morale 17.054 NS .0484 2. Establishing procedures for uniformity of work 5.748 NS -.l333 3. Preparing directives for accomplishment Of departmental objectives 8.772 NS -.O429 4. Supervising subordinates in department 14.046 NS -.ll75 5. Making accurate measurement of work through development of systematic procedures 20.457 .05 -.2810 and "making accurate measurement of work through development of systematic procedures" activity of the directing function. Controlling Activities As illustrated in Table 32, the relationships between the major area of specialization in college and the activities in the controlling function have one significant (negative) comparison--"measuring per- formance of departmental subordinates." Table XVI shows that the relationship has a product moment correlation of -.3526, which indicates that business or commerce majors are less participative in this activity than are those who majored in a nonbusiness area. The null hypothesis is rejected that is concerned with the independence between the major area of specialization and "measuring performance of departmental Snbordinates" activity of the controlling function. 116 Table 32 RELATIONSHIPS BETWEEN MAJOR IN COLLEGE AND CONTROLLING ACTIVITIES (df = 10) Sign. Activities Chi-Sq. Level PMC 1. Determining whether Objectives are being achieved 9.642 NS -.0956 2. Preparing office manuals for departmental employees 8.033 NS .0355 3. Formulating standards of performance based on goals, policies, programs, budgets 10.667 NS -.0817 4. Adopting means of reviewing operations to check if expected results are obtained 9.488 NS -.1013 5. Taking corrective action if there is‘a failure to achieve Objectives 10.109 NS -.1095 6. Writing departmental policies for employees 8.872 NS -.1136 7. Measuring performance of departmental subordinates 19.290 .05 —.3526 MILITARY EXPERIENCE Of the 132 respondents, 37 (28.03 percent) reported no military experience. Thirteen (9.05 percent) reported less than two years of active duty, while 71 (53.79 percent) served two through four years of active duty in the military. Ten (7.57 percent) have served more than four years of active duty in the military, and one of the respondents did not respond to the questionnaire item. 117 Planning Activities The relationships between military experience and activities in the planning function are illustrated in Table 33. None of the activities Table 33 RELATIONSHIPS BETWEEN MILITARY EXPERIENCE AND PLANNING ACTIVITIES (df - 20) Sign. Activities Chi-Sq. Level PMC 1. Writing short-term departmental Objectives 24.109 NS -.0415 2. Evaluating existing resources necessary to achieve departmental goals 14.495 NS -.0620 3. Writing long-term departmental Objectives 21.281 NS .0796 4. Identifying primary duties of jobs that must be performed 18.821 NS .0041 are significant; therefore, the null hypothesis that military experience is independent of the activities in the planning function cannot be rejected. Organizing Activities Table 34 shows the relationships between military experience and activities in the organizing function. The relationships between mili- tary experience and the following three activities are found to be significant: (1) "defining relationships among jobs in department"; (2) "defining lines of authority within department"; and, (3) "defining ‘responsibilities of subordinates in department." Table XVII reflects 118 Table 34 RELATIONSHIPS BETWEEN MILITARY EXPERIENCE AND ORGANIZING ACTIVITIES (df - 20) Sign. Activities Chi-Sq. Level PMC 1. Developing lines of communication within department 10.851 NS .0189 2. Defining relationships among jobs in department 41.333 .05 -.0009 3. Defining lines of authority within department 54.788 .05 .1161 4. Defining responsibilities of subordinates in department 140.355 .05 .0884 5. Developing efficient methods and procedures for Office work 14.678 NS .0280 the relationship between "military experience" and "defining relation- " and a product moment correlation of ships among jobs in department, -.0009 is found. The correlation shows that the fewer the years of mili- tary experience of administrative office managers, the greater is the tendency for the managers to utilize participation in defining relation- ships among departmental jobs. Table XVIII is concerned with the relationship between military experience of administrative office managers and defining departmental lines of authority. The product moment cor- relation of .1161 indicates that as the number of years of military experience increases, there is a greater tendency for administrative office managers to use participation in this organizing activity. The relationship between "military experience" and "defining responsibilities of subordinates in department" is illustrated in Table XIX. The product 119 moment correlation of .0884 indicates that as the number of years of military experience increases, so does the amount of participation utilized by administrative Office managers increase. The null hypotheses are rejected that relate to the independence between military experience and "defining relationships among jobs in department," "defining lines of authority within department," and "defining responsibilities of subordinates in department" activities of the organizing function. Staffipngctivities Illustrated in Table 35 are the relationships between military experience and activities in the staffing function. Three of the Table 35 RELATIONSHIPS BETWEEN MILITARY EXPERIENCE AND STAFFING ACTIVITIES (df - 20) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 10.352 NS .0584 2. Preparing descriptions of various departmental jobs 21.581 NS -.0121 3. Orienting new employees in department 32.788 .05 .1557 4. Appraising candidates for positions in department 72.035 .05 .0521 5. Training new subordinates in department 41.959 .05 .0207 6. Selecting candidates for positions -in department- 28.926 NS .0344 120 activities are significantly related to military experience. Table XX shows that "orienting new departmental employees" is significantly related to military experience, and the relationship has a product moment correlation of .1557. This relationship means that as the number of years of military experience increases, the greater is the tendency for the administrative Office managers to utilize participative management in orienting new departmental employees. Table XXI shows that "military experience" and "appraising candidates for positions in the department" are correlated with a product moment correlation of .0521. The cor- relation indicates that as the number of years of military experience increases, administrative office managers tend to utilize participative techniques in appraising candidates for positions in the department. The third significant relationship, as shown in Table XXII, is between military experience and training new departmental subordinates. The positive product moment correlation Of .0207 indicates that the number of years of military experience of administrative office managers is directly correlated with their tendency to utilize participative manage- ment techniques in this particular activity. The null hypotheses are rejected that military experience is independent of "orienting new employees in department, appraising candidates for positions in department, and "training new subordinates in department" activities of the staffing function. Directipg_Activities Table 36 indicates that one of the activities in the directing function is significantly related to military experience. "Establishing procedures for uniformity of work," as shown in Table XXIII, has a 121 Table 36 RELATIONSHIPS BETWEEN MILITARY EXPERIENCE AND DIRECTING ACTIVITIES (df - 20) Sign. Activities Chi-Sq. Level PMC l. Formulating personnel policies necessary to maintain desirable level of morale 17.545 NS -.0662 2. Establishing procedures for uniformity of work 34.079 .05 -.0760 3. Preparing directives for accomplishment Of departmental objectives 16.687 NS -.0157 4. Supervising subordinates in department 22.145 NS .0730 5. Making accurate measurement of work through development of systematic procedures 24.213 NS .0344 significant negative relationship with "military experience," and a product moment correlation of —.0760 is found to exist. This is inter- preted to mean that as the number of years of military experience increases, the less likely are the administrative office managers to use participation in establishing procedures for uniformity of work. The null hypothesis is rejected that military experience is independent of "establishing procedures for uniformity of work" activity of the direct- ing function. Controlling:Activitiep The relationships between military experience and the activities in the controlling function are shown in Table 37. A significant relation- ship (presented in Table XXIV) is found between "military experience" and 122 Table 37 RELATIONSHIPS BETWEEN MILITARY EXPERIENCE AND CONTROLLING ACTIVITIES (dfI 20) Sign. Activities Chi-Sq. -Leve1 PMC 1. Determining whether Objectives are being achieved 20.499 NS -.0273 2. Preparing Office manuals for departmental employees 18.580 NS .0235 3. Formulating standards of performance based on goals, policies, programs, budgets 15.712 NS .0328 4. Adopting means of reviewing Operations to check if expected results are Obtained 28.660 NS -.1247 5. Taking corrective action if there is a failure to achieve objectives 25.419 NS -.0475 6. Writing departmental policies for employees 38.165 .05 .0471 7. Measuring performance of departmental subordinates ' 31.912 .05 .0196 "writing departmental policies for employees." With a product moment correlation of .0471, the interpretation is that as the number of years of military experience increases, so does the tendency for administrative Office managers to utilize participation in this particular controlling activity. Another significant relationship is found to exist between "military experience" and "measuring performance of departmental subordi- nates" (see Table XXV). These two variables have a product moment cor- relation of .0196, which indicates that as the number of years of military experience increases, administrative office managers tend to utilize more participation in this particular activity. The null hypotheses are 123 rejected that military experience is independent of the "writing departmental policies for employees" and "measuring performance of departmental subordinates" activities of the controlling function. MILITARY OFFICER EXPERIENCE When the respondents were asked if they were an officer in the military, 39 (29.54 percent) replied in the affirmative. Ninety-one (68.94 percent) have not served in the capacity of a military Officer, and two did not respond to the item on the questionnaire. Planning Activities The relationships between military officer experience and the four activities in the planning function are shown in Table 38. A significant Table 38 RELATIONSHIPS BETWEEN MILITARY OFFICER EXPERIENCE AND PLANNING ACTIVITIES (df = 10) Sign. Activities Chi-Sq. Level PMC 1. Writing short-term departmental objectives 21.684 .05 .1653 2. Evaluating existing resources necessary to achieve departmental goals 12.769 NS .1045 3. Writing long-term departmental objectives 13.064 NS -.0137 4. Identifying primary duties of jobs that must be performed 20.087 .05 .0510 relationship is found to exist between "military Officer experience" and 'R'riting short-term departmental Objectives," as reflected in Table XXVI. 124 With a product moment correlation of .1653, the interpretation is that administrative Office managers who do not have experience as a military officer tend to use more participation in "writing short-term depart- mental Objectives" than those who do have military officer experience. "Identifying primary duties of jobs that must be performed" is also sig— nificantly related to military Officer experience. (See Table XXVII). A product moment correlation of .0510 indicates that administrative office managers who have not served in the capacity of military Officers tend to utilize more participation in this particular planning activity. The null hypotheses are rejected that military Officer experience is independent of "writing short-term departmental objectives" and "iden- tifying primary duties of jobs that must be performed" activities of the planning function. Organizing Activities Illustrated in Table 39 are the relationships between "military Officer experience" and the five activities in the organizing function. Three of the activities are found to be significant. Table XXVIII shows a significant relationship between "military officer experience" and "defining relationships among jobs in the department." For this relation- ship, the product moment correlation is .1760. Table XXIX shows a sig- nificant relationship between "defining lines of authority within the department" and "military officer experience," with a product moment cor- relation Of .0925. A significant relationship is also found between "defining responsibilities Of subordinates in the department" and "mili- tary officer experience"; and as shown in Table XXX, 3 product moment correlation of .0523 exists. The interpretation of the three significant relationships found between military officer experience and the three 125 Table 39 RELATIONSHIPS BETWEEN MILITARY OFFICER EXPERIENCE AND ORGANIZING ACTIVITIES (df = 10) Sign. Activities Chi-Sq. Level PMC 1. Developing lines of communication within department 10.011 NS .0709 2. Defining relationships among jobs in department 24.353 .05 .1760 3. Defining lines Of authority within department 20.352 .05 .0925 4. Defining responsibilities of subordinates in department 69.362 .05 .0523 5. Developing efficient methods and _ procedures for office work 7.931 NS -.0074 activities in the organizing function is that nonmilitary Officers tend to seek more participation than do the military officers. The null hypotheses are rejected that military Officer experience is independent of "defining relationships among jobs in department," "defining lines of authority within department," and "defining responsibilities of sub— ordinates in department" activities of the organizing function. Staffipg:Activities . Table 40 illustrates the relationships between military officer experience and the activities in the staffing function. According to Table XXXI, a significant relationship exists between "military officer experience" and "appraising candidates for positions in department." 126 Table 40 RELATIONSHIPS BETWEEN MILITARY OFFICER EXPERIENCE AND STAFFING ACTIVITIES (df = 10) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 15.025 NS .1066 2. Preparing descriptions of various departmental jobs 7.567 NS .1147 3. Orienting new employees in department 13.966 NS -.0116 4. Appraising candidates for positions in department 37.221 .05 .0638 5. Training new subordinates in department 18.198 NS .0729 6. Selecting candidates for positions in department 14.478 NS .0611 With a product moment correlation of .0638, the interpretation is that nonmilitary officers have a greater tendency to utilize more partici- pation in appraising candidates for positions in department than do the military officers. The null hypothesis is rejected that is concerned with the independence between military Officer experience and "apprais- ing candidates for positions in department" activity of the staffing function. _pirectipglActivities The relationships between military Officer experience and the five activities in the directing function are illustrated in Table 41. Since 127 Table 41 RELATIONSHIPS BETWEEN MILITARY OFFICER EXPERIENCE AND DIRECTING ACTIVITIES (df = 10) Sign. Activities Chi-Sq. Level PMC l. Formulating personnel policies necessary to maintain desirable level of morale 4.811 NS .0290 2. Establishing procedures for uniformity of work 10.143 NS .0523 3. Preparing directives for accomplishment of departmental objectives 13.990 NS .1907 4. Supervising subordinates in department 12.826 NS .0529 5. Making accurate measurement of work through development of systematic procedures 6.873 NS .0719 none are found to be significant, the null hypothesis that is concerned with the independence between military officer experience and activities in the directing function cannot, therefore, be rejected. Controlling Activities The relationships between military officer experience and the seven activities in the controlling function are illustrated in Table 42. A significant relationship exists betwen "military officer experience" and "measuring performance of departmental subordinates." According to Table XXXII, the product moment correlation between these two variables is .0569, which means that administrative office managers who have served in the capacity of military officers tend to utilize less amounts 128 Table 42 RELATIONSHIPS BETWEEN MILITARY OFFICER EXPERIENCE AND CONTROLLING ACTIVITIES (df - 10) Sign. Activities Chi-Sq. Level PMC 1. Determining whether objectives are being achieved 8.873 NS .0638 2. Preparing office manuals for departmental employees 9.381 NS -.0290 3. Formulating standards of performance based on goals, policies, programs, budgets 14.204 NS .1288 4. Adopting means of reviewing operations to check if expected results are obtained 12.940 NS .1233 5. Taking corrective action if there is a failure to achieve objectives 7.101 NS .1254 6. Writing departmental policies for employees 18.026 NS .0523 7. Measuring performance of departmental subordinates ’ 20.304 .05 .0569 of participation in this particular activity than do those with no mili- tary officer experience. The null hypothesis is rejected that is con- cerned with the independence between military officer experience and "measuring performance of departmental subordinates" activity of the controlling function. SUPERVISORY EXPERIENCE The administrative office managers were asked to report the extent of their supervisory office experience. Thirteen (9.85 percent) listed 129 no previous supervisory experience; three (2.27 percent) reported less than two years; and two through four years of supervisory office experi- ence was reported by 20 (15.15 percent). Fifteen of the respondents (11.36 percent) reported five through seven years of supervisory experi- ence; 11 (8.33 percent), eight through ten years; and 70 (53.04 percent) reported 11 or more years of supervisory experience. PlanningfiActivities Illustrated in Table 43 are the relationships between supervisory office experience and the activities in the planning function. None are Table 43 RELATIONSHIPS BETWEEN SUPERVISORY EXPERIENCE AND PLANNING ACTIVITIES (df = 25) Sign. Activities Chi-Sq. Level PMC 1. Writing short-term departmental objectives 19.799 NS -.0857 2. Evaluating existing resources necessary to achieve departmental goals 25.029 NS .0513 3. Writing long-term departmental objectives 21.323 NS .0573 4. Identifying primary duties of jobs that must be performed 24.531 NS .1532 found to be significantly related. Consequently, the null hypothesis concerned with independence between supervisory office experience and planning activities cannot be rejected. 130 Organizing Activities The relationships between supervisory office experience and the organizing activities are the substance of Table 44. Since none of the Table 44 RELATIONSHIPS BETWEEN SUPERVISORY EXPERIENCE AND ORGANIZING ACTIVITIES (df = 25) Sign. Activities Chi-Sq. Level PMC l. DevelOping lines of communication within department 22.235 NS -.0248 2. Defining relationships among jobs in department 29.227 NS .0614 3. Defining lines of authority within department 28.450 NS .0676 4. Defining responsibilities of subordinates in department 28.087 NS .1860 5. Developing efficient methods and procedures for office work 20.722 NS .0425 relationships are found to be significant, the null hypothesis that supervisory office experience is independent of organizing activities cannot be rejected. Staffing Activities Illustrated in Table 45 are the relationships between supervisory experience and the six activities in the staffing function. Table XXXIII, concerned with the significant relationship between "supervisory experi- ence" and "appraising candidates for positions in department." indicates 131 Table 45 RELATIONSHIPS BETWEEN SUPERVISORY EXPERIENCE AND STAFFING ACTIVITIES (df = 25) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 24.755 NS .0230 2. Preparing descriptions of various departmental jobs 16.018 NS .1669 3. Orienting new employees in department 22.979 NS .0381 4. Appraising candidates for positions in department 49.811 .05 .2298 5. Training new subordinates in department 30.390 NS .1123 6. Selecting candidates for positions in department 43.605 .05 .1814 a product moment correlation of .2298. This correlation means that the greater the number of years of supervisory experience of administrative office managers, the greater is the amount of participation utilized in this particular activity. Illustrated in Table XXXIV is the significant relationship between "supervisory experience" and selecting candidates for positions in the department. Since the product moment correlation is .1814, the interpretation is that the longer administrative office managers serve in a supervisory capacity, the more participative they tend to be in this particular activity. The null hypotheses are rejected that there is independence between supervisory experience and "appraising 132 candidates for positions in department" and "selecting candidates for positions in department" activities of the staffing function. Directing Activities The relationships between supervisory experience and activities in the directing function are illustrated in Table 46. None of the Table 46 RELATIONSHIPS BETWEEN SUPERVISORY EXPERIENCE AND DIRECTING ACTIVITIES (df . 25) Sign. Activities Chi-Sq. Level PMC l. Formulating personnel policies necessary to maintain desirable level of morale 28.115 NS .0759 2. Establishing procedures for uniformity of work 27.568 NS .0551 3. Preparing directives for accomplishment of departmental objectives 25.663 NS .0077 4. Supervising subordinates in department 25.842 NS .1250 5. Making accurate measurement of work through systematic development of procedures 24.374 NS .0129 relationships are significant at the .05 level of significance. There- fore, the null hypothesis concerned with the independence between supervisory experience and activities in the directing function cannot be'rejected. 133 Controlling:Activities Table 47, concerned with the relationships between supervisory experience and activities in the controlling function, indicates that Table 47 RELATIONSHIPS BETWEEN SUPERVISORY EXPERIENCE AND CONTROLLING ACTIVITIES (df = 25) Sign. Activities Chi-Sq. Level PMC 1. Determining whether objectives are being achieved 23.100 NS .0493 2. Preparing office manuals for departmental employees 22.457 NS -.0451 3. Formulating standards of performance based on goals, policies, programs, budgets 31.549 NS .0965 4. Adopting means of reviewing operations to check if expected results are obtained 23.418 NS -.0020 5. Taking corrective action if there is a failure to achieve objectives 22.521 NS .1292 6. Writing departmental policies for employees 10.385 NS -.0130 7. Measuring performance of departmental subordinates 21.496 NS .1084 none of the relationships are significant. cerned with the independence between the supervisory experience of Hence, the hypothesis con— administrative office managers and the controlling activities cannot be rejected. 134 CLERICAL OFFICE EXPERIENCE Of the 132 respondents, 104 (78.79 percent) reported no clerical office experience. Nine (6.81 percent) have had less than two years of clerical office experience, and ten (7.58 percent) have had two through four years of clerical office experience. Five of the respondents (3.79 percent) have had five through seven years of experience, while three (2.27 percent) have had eight through eleven years of experience in a clerical capacity. One respondent (.76 percent) has had 11 or more years of experience in this category. Planning Activities Illustrated in Table 48 are the relationships between clerical experience and the activities in the planning function. None are found significant; therefore, the null hypothesis concerned with the amount Table 48 RELATIONSHIPS BETWEEN CLERICAL EXPERIENCE AND PLANNING ACTIVITIES (df = 25) Sign. Activities Chi-Sq. Level PMC 1. Writing short-term departmental objectives 17.165 NS .0683 2. Evaluating existing resources necessary 1 to achieve departmental goals 31.180 NS .0350 3. writing long-term departmental objectives 19.624 NS .0007 4. Identifying primary duties of jobs that must be performed 15.483 NS .1609 135 of independence between clerical experience and the activities in the planning function cannot be rejected. OrganizingfiActivities Since none of the relationships between clerical experience and the activities in the organizing function (see Table 49) are found to be Table 49 RELATIONSHIPS BETWEEN CLERICAL EXPERIENCE AND ORGANIZING ACTIVITIES (df - 25) Sign. Activities Chi—Sq. Level PMC 1. Developing lines of communication within department 22.233 NS .0993 2. Defining relationships among jobs in department 8.882 NS .1326 3. Defining lines of authority within department 22.098 NS -.1570 4. Defining responsibilities of subordinates in department 20.707 NS .0857 5. Developing efficient methods and procedures for office work 11.534 NS .0510 significant, the null hypothesis concerned with the independence of these two variables cannot be rejected. StaffingrActivities Illustrated in Table 50 are the relationships between clerical experience and the activities in the staffing function. None of the relationships between clerical experience and the staffing activities 136 Table 50 RELATIONSHIPS BETWEEN CLERICAL EXPERIENCE AND STAFFING ACTIVITIES (df - 25) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 19.560 NS .0099 2. Preparing descriptions of various departmental jobs 24.301 NS -.0432 3. Orienting new employees in department 20.320 NS -.0267 4. Appraising candidates for positions in department 24.391 NS -.0054 5. Training new subordinates in department 26.365 NS .0696 6. Selecting candidates for positions in department 25.999 NS .0608 are significant. Therefore, the null hypothesis concerned with the independence between the staffing activities and clerical experience can- not be rejected. Directing Activities The purpose of Table 51 is to show the relationships between clerical experience and activities in the directing function. Table XXXV indicates that a significant relationship (negative) exists between "clerical experience" and "formulating personnel policies necessary to maintain a desirable level of morale." The correlation is -.1534, which means that as the number of years of clerical experience of administrative office managers increases, the amount of participation that the managers utilize 137 Table 51 RELATIONSHIPS BETWEEN CLERICAL EXPERIENCE AND DIRECTING ACTIVITIES (df - 25) Sign. Activities Chi-Sq. Level PMC 1. Formulating personnel policies necessary to maintain desirable level of morale 42.926 .05 -.1534 2. Establishing procedures for uniformity of work 18.629 NS .1705 3. Preparing directives for accomplishment of departmental objectives 13.443 NS .0803 4. Supervising subordinates in department 24.477 NS -.0350 5. Making accurate measurement of work through development of systematic procedures 17.285 NS .1379 decreases. The null hypothesis is rejected that clerical experience is independent of "formulating personnel policies necessary to maintain desirable level of morale" activity of the directing function. Controlling Activities Illustrated in Table 52 are the relationships between clerical experience and the activities in the controlling function. None are found to be significant; therefore, the null hypothesis that clerical experience is independent of the activities in the controlling function cannot be rejected. 138 Table 52 RELATIONSHIPS BETWEEN CLERICAL EXPERIENCE AND CONTROLLING ACTIVITIES (df = 25) Sign. Activities Chi-Sq. Level PMC 1. Determining whether objectives are being achieved 12.353 NS .0697 2. Preparing office manuals for departmental employees 19.503 NS -.0623 3. Formulating standards of performance based on goals, policies, programs, budgets 21.469 NS -.0449 4. Adopting means of reviewing operations to check if expected results are obtained 17.869 NS -.0659 5. Taking corrective action if there is a failure to achieve objectives 35.067 NS .0148 6. Writing departmental policies for employees 28.966 NS .1056 7. Measuring performance of departmental employees 34.057 NS .0604 GENERAL OFFICE EXPERIENCE The respondents were asked to indicate the number of years of general office experience they have had. Eighty-eight (66.67 percent) claimed no general office experience; 12 (9.09 percent) reported less than two years of general office experience; and fifteen indicated two through four years of general office experience. Seven (5.30 percent) have had between five and seven years of experience; three (2.27 per- cent), eight through ten years; and seven (5.30 percent), 11 or more years of general office experience. 139 PlanningrActivities The relationships between general office experience and the four activities in the planning function are illustrated in Table 53. Since Table 53 RELATIONSHIPS BETWEEN GENERAL OFFICE EXPERIENCE AND PLANNING ACTIVITIES (df = 25) Sign. Activities Chi-Sq. Level PMC 1. Writing short-term departmental objectives 23.704 NS .0254 2. Evaluating existing resources necessary to achieve departmental goals 28.718 NS .0321 3. Writing long-term departmental objectives 22.822 NS .0078 4. Identifying primary duties of jobs that must be performed 30.006 NS -.1106 none are below the .05 level of significance, the null hypothesis that general office experience is independent of the activities in the planning function cannot be rejected. Organizing_Activities Table 54 illustrates the relationships between general office experi- ence and the activities in the organizing function. All of the chi- square values are at a nonsignificant level. Hence, the null hypothesis that general office experience and the activities in the organizing function are independent of one another cannot be rejected. 140 Table 54 RELATIONSHIPS BETWEEN GENERAL OFFICE EXPERIENCE AND ORGANIZING ACTIVITIES (df - 25) Sign. Activities Chi-Sq. Level PMC 1. Developing lines of communication within department 26.102 NS -.0302 2. Defining relationships among jobs in department 26.954 NS .0014 3. Defining lines of authority within department 24.962 NS -.0603 4. Defining responsibilities of subordinates in department 31.262 NS -.0568 5. Developing efficient methods and procedures for office work 25.520 NS .0491 Staffing Activities Table 55 illustrates a significant relationship (negative) between general office experience and one of the activities in the staffing function. Table XXXVI indicates that the correlation between "general office experience" and selecting candidates for positions in the depart- ment is -.0659, which means that as the number of years of general office experience increases, administrative office managers tend to use less participation in this particular activity. Therefore, the null hypothesis is rejected that general office experience is independent of "selecting candidates for positions in department" activity of the staffing function. 141 Table 55 RELATIONSHIPS BETWEEN GENERAL OFFICE EXPERIENCE AND STAFFING ACTIVITIES (df I 25) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 24.622 NS .0285 2. Preparing descriptions of various departmental jobs 27.443 NS -.l441 3. Orienting new employees in department 20.890 NS -.0647 4. Appraising candidates for positions in department 22.938 NS -.0433 5. Training new subordinates in department 19.069 NS -.0484 6. Selecting candidates for positions in department 38.189 .05 -.0659 Directinngctivities experience and the activities in the directing function. Table 56 illustrates the relationships between general office None of the relationships are significant; consequently, the null hypothesis con- cerned with the independence between these two variables cannot be rejected. 142 Table 56 RELATIONSHIPS BETWEEN GENERAL OFFICE EXPERIENCE AND DIRECTING ACTIVITIES (df I 25) Sign. Activities Chi-Sq. Level PMC 1. Formulating personnel policies necessary to maintain desirable level of morale 14.570 NS -.0539 2. Establishing procedures for uniformity of work 15.692 NS -.0810 3. Preparing directives for accomplishment of departmental objectives 24.931 NS .0239 4. Supervising subordinates in department 31.753 NS -.0054 5. Making accurate measurement of work through development of systematic procedures 32.605 NS .0754 Controlling Activities Illustrated in Table 57 are the relationships between general office experience and the five selected activities in the controlling function. The null hypothesis that general office experience is independent of the activities in the controlling function cannot be rejected since none of the relationships are significant. 143 Table 57 RELATIONSHIPS BETWEEN GENERAL OFFICE EXPERIENCE AND CONTROLLING ACTIVITIES (df I 25) Sign. Activities Chi-Sq. Level PMC 1. Determining whether objectives are being achieved 25.708 NS -.0173 2. Preparing office manuals for departmental employees 32.449 NS .0192 3. Formulating standards of performance based on goals, policies, programs, budgets 22.784 NS .0107 4. Adopting means of reviewing operations to check if expected results are obtained 27.277 NS -.0480 5. Taking corrective action if there is a failure to achieve objectives 29.765 NS -.0883 6. Writing departmental policies for employees 29.070 NS -.0007 7. Measuring performance of departmental subordinates 27.727 NS -.1214 experience other than supervisory, clerical, or general. (75 percent) indicated no other type of office experience, whereas OTHER OFFICE EXPERIENCE The respondents were asked to indicate the nature of any office Ninety-nine seven (5.30 percent) indicated they had less than two years of other office experience. Four of the respondents (3.03 percent) had two through four years of experience; 11 (8.33 percent) had five through seven years; and four had eight through ten years of experience classifed as "other." 144 Seven (5.30 percent) had 11 or more years of experience. The most frequently listed kind of other office experience was "administrative staff assistant." Planninngctivities Illustrated in Table 58 are the relationships between other kinds of office experience and activities in the planning function. "Evalu- ating existing resources necessary to achieve departmental goals" is Table 58 RELATIONSHIPS BETWEEN OTHER OFFICE EXPERIENCE AND PLANNING ACTIVITIES (df I 25) Sign. Activities Chi—Sq. Level PMC 1. Writing short-term departmental objectives 28.294 NS -.0130 2. Evaluating existing resources necessary to achieve departmental goals 40,293 .05 .1186 3. Writing long-term departmental objectives 29.555 NS .0589 4. Identifying primary duties of jobs that must be performed 21.990 NS .0010 significant at the .05 level of significance. Table XXXVII indicates that the product moment correlation is .1186, which means that as administrative office managers have a greater number of years of "other office experi- ence," they tend to use more participation in this particular activity. The null hypothesis is rejected that is concerned with the independence between other types of office experience and "evaluating existing resources 145 necessary to achieve departmental goals" activity of the planning function. Organizing Activities Shown in Table 59 are the relationships between other office experi- ence and five activities in the organizing function. A significant nega- tive relationship is found between "other office experience" and "defin- ing responsibilities of subordinates in department." Table XXXVIII Table 59 RELATIONSHIPS BETWEEN OTHER OFFICE EXPERIENCE AND ORGANIZING ACTIVITIES (df I 25) Sign. Activities Chi—Sq. Level PMC 1. Developing lines of communication within department 24.542 NS .0365 2. Defining relationships among jobs in department 27.052 NS .0698 3. Defining lines of authority within department 21.678 NS -.0088 4. Defining responsibilities of subordinates in department 47.087 .05 -.0799 5.' Developing efficient methods and procedures for office work 36.963 NS -.0049 indicates that the product moment correlation is -.0799, which means that as administrative office managers have more years of other office experi- ence, the managers tend to utilize less participation in this particular activity. The null hypothesis is rejected that other office experience is independent of this particular activity in the organizing function. 146 Staffing Activities Table 60 reflects the relationships between other office experience and the activities in the staffing function. Table 60 Four of the six activities RELATIONSHIPS BETWEEN OTHER OFFICE EXPERIENCE AND STAFFING ACTIVITIES (df I 25) Sign. Activities Chi-Sq. Level PMC 1. Recruiting candidates for positions in department 37.761 .05 -.0294 2. Preparing descriptions of various departmental jobs 30.444 NS .0222 3. Orienting new employees in department 52.120 .05 —.0151 4. Appraising candidates for positions in department 40.366 .05 .0041 5. Training new subordinates in department 24.097 NS -.0722 6. Selecting candidates for positions in department 43.042 .05 -.0010 are found to be significant at the .05 level. An examination of Table XXXIX reveals that "other office experience" and "recruiting candidates for positions in department" are negatively correlated (-.0294), which means that the greater the number of years of other office experience, the less is the tendency for administrative office managers to utilize participation in this particular staffing activity. Table XL, concerned with the relationship between "other office experience" and "orienting new employees in department," has a product moment correlation of -.0151. 147 This indicates that the fewer the number of years of other office experience, the greater is the tendency for the administrative office managers to utilize participation in orienting new office employees. Table XLI, illustrating the relationship between "other office experi- " shows a ence" and "appraising candidates for positions in department, product moment correlation of .0041. This correlation means that the greater the number of years of other office experience of administrative office managers, the more likely are the managers to utilize participation in this particular activity. Illustrated in Table XLII is the relation- ship between "other office experience" and "selecting candidates for positions in department." The product moment correlation of -.0010 is interpreted to mean that as administrative office managers have more years of other office experience, they are less likely to use partici- pation in selecting candidates for positions in the department. The null hypotheses are rejected that other office experience is independent of "recruiting candidates for positions in department, orienting new employees in department, and "selecting candidates for positions in department" activities of the staffing function. DirectingiActivities The relationships between other office experience and the activities in the directing function are illustrated in Table 61. As illustrated in Table XLIII, a significant relationship exists between "other office experience" and "establishing procedures for uniformity of work." The product moment correlation of —.0418 indicates that the fewer the years of other office experience, the greater is the tendency for administrative office managers to utilize participation in this particular activity. Table XLIV shows a product moment correlation of .0628 between "other 148 Table 61 RELATIONSHIPS BETWEEN OTHER OFFICE EXPERIENCE AND DIRECTING ACTIVITIES (df = 25) Sign. Activities Chi-Sq. Level PMC l. Formulating personnel policies necessary to maintain desirable level of morale 32.914 NS .0349 2. Establishing procedures for uniformity of work 60.010 .05 -.0418 3. Preparing directives for accomplishment of departmental objectives 15.179 NS -.0262 4. Supervising subordinates in department 38.314 .05 .0628 5. Making accurate measurement of work through development of systematic procedures 20.010 NS .0097 office experience" and "supervising subordinates in department." This is interpreted to mean that the greater the years of other office experi- ence, the greater is the tendency for administrative office managers to utilize participation in supervising office employees. The null hypotheses are rejected that are concerned with the independence between other office experience and "establishing procedures for uniformity of work" and "supervising subordinates in departmenfl'activities of the directing function. Controlling Activities Table 62 illustrates that three of the seven activities in the controlling function are significantly related to other office experience. Table XLV illustrates the relationship between "other office experience" 149 Table 62 RELATIONSHIPS BETWEEN OTHER OFFICE EXPERIENCE AND CONTROLLING ACTIVITIES (df I 25) Sign. Activities Chi-Sq. Level PMC 1. Determining whether objectives are being achieved' 48.533 .05 -.1438 2. Preparing office manuals for departmental employees 26.682 NS -.0637 3. Formulating standards of performance based on goals, policies, programs, budgets 52.619 .05 -.0619 4. Adopting means of reviewing operations to check if expected results are obtained 31.190 NS .0181 5. Taking corrective action if there is a failure to achieve objectives 25.976 NS .0540 6. Writing departmental policies for employees 24.346 NS .0173 7. Measuring performance of departmental subordinates 55.551 .05 .1030 and "determining whether objectives are being achieved." A -.1438 product moment correlation is found, which indicates that as adminis- trative office managers have a greater number of years of other office experience, the managers tend to utilize less participation in this particular activity. Also found to be significant is the relationship between "other office experience" and "formulating standards of perfor— mance based on goals, policies, programs, budgets" (see Table XLVI). Since a -.0619 product moment correlation is found, the interpretation is made that administrative office managers with fewer years of other office experience generally tend to utilize more participation in this 150 particular activity. The relationship between "other office experience" and "measuring performance of departmental employees" is shown in Table XLVII. A product moment correlation of .1030 is shown, which means that the fewer the years of other office experience that administrative office managers have, the less likely is the chance that participation is utilized in this particular activity. The null hypotheses are rejected that other office experience is independent of "determining whether objectives are being achieved," "formulating standards of performance based on goals, policies, programs, budgets,’ and "measuring performance of departmental subordinates" activities of the controlling function. Summaryjof Relationships Between Independent Variables and Activities Table 63 is a composite summary of the relationships between the 12 independent variables and the 27 selected managerial activities. The significant relationships are indicated by an "X" at the appropriate grid. It is found that the planning function has three significant relation- ships with the independent variables; organizing, ten significant relation— ships; staffing, sixteen significant relationships; directing, eight sig- nificant relationships; and controlling, ten significant relationships. The five independent variables with the greatest number of signifi- cant relationships with the dependent variables are as follows: other office experience, military experience, military officer experience, sex, and age. The managerial activities with the greatest number of significant relationships are as follows: (1) defining responsibilities of subordi- nates in department; (2) training new subordinates in department; (3) measuring performance of departmental subordinates; (4) selecting can- didates for positions in department; and (5) orienting new employees. Ho>oH no. on oosmoHMchHm mouosoo I x H x ooauomuon on ones umSu wnofi mo ooHusv mumBHua weH%wHuaooH .q o mo>Huoofino Hmucosuumaoo EnoulwcoH wcHuHuz .m H x mHmow Hmucoauuoaoo o>oHnoo ou Snowmoooc moousooou wsHumeo wcHumaHo>m .N H ex mo>Huoonno kucoEuuwooo shouluuono wcHuHus .H wszzHHU< H Hzm92mmmnzH zmMBHmm mmHmmZOHH¢Hmm mo mmon .m x x x x ueosuumnoo cH mouoaHouonso mo ooHuHHHoHocoaoou onusoa .q x x usoauumnoo sHsuHa huHuoSusm mo moaHH wchHmon .m x x ucoauuoaov cH moo“ wooed oanmcoHumHou oneHmoa .N ucoauumnov sHsuHs soHuooHeaaaoo mo mosHH msHQOHm>oo .H quNHz mo meOHuaHuumov waHummoum .N N x x ucoauumaov :H wSOHUHmon you moumoHosmo wcHanuowm .H oszmoo H x swsounu xuoa mo uaoaousomoa ououoooo wstmz .m m x x x ucoauuonoo sH mouoaHouonsm wchH>uoasm .q H x mo>Huoofino Hmucoauummoo mo unmaanHmsoooo mom mo>Huooun wsHuonoum .m N x x xuos mo ADHEquHss u0m monsooooua wcHanHnmumm .N H x onuoE mo Ho>oH oHoouHmoo sHmuaHoa ou zpmmmooos moHoHHom Hoscomuon wCHumHsauom .H UzHHummHn x. n. no no as "w ”w "a “N “N V. q. no > o o n a I n I I m p n m s a 3:334 A u. u a d T. 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O u a .4 a a u .1 a o o a u auscfluaoo .mo manna 155 Ne HH H H N N m N H m N w e mHmuou sasHoo as; u N “N I moumsHouopsm Housmauuonoo mo oosmeuowuon wcHHSmooz .N H N mo050Haao you ooHoHHon Housoauuoaoo wsHuHuS .o H x oo>Huoofioo opoHnoo ou muaHHom m mH muonu MH aoHuoo o>Huoouuoo weonH .m o uosHouno mum ouHaoou wouoonxo NH xoono ou ocoHumuono wcHBoH>ou mo momma wsHuaoo< .c N x “W ouowosn .oamuwoun .moHUHwom .mHmow no woman oososhomuoa mo mouoosouo cHumHsauom .m a. mooonaao How mHmssoa oonmo wsHumnoum .N H x oo>oHsoo maHoo mum mo>Huoofioo nonuoss msHsHsuouon .H ozHHHomHzoo x. no nu no no "u “N “N "V as mmmuanmmmrmmsm 32...... a a 1 a I. I. o o a. a. 3 1 1 I. M 3 3 1 a a a o a o a s 3 1 1 3 o I. s I. 1 1 .r s I. T. s .A .A o o o .1130 O u}; s I. 1. o 1 o a DJJrAJX ISA 31...: 3d anfl 37t37t3 A0. a a a x a 1 a o 1 x a .d a I. I. 1 s “a...” w... 1 .u .u I. a a u u I. a a x a s a 1 a u .d 3 .o u I. 1 o a a o a a I. a 1 s s a u a I. I. an a 3 .1... w m. umsaauaoo .mo manna 156 CORRELATION MATRIX Table 64 illustrates the correlations between each of the five managerial functions. It is found that there are low correlations between staffing and planning, between staffing and directing, between Table 64 CORRELATION MATRIX Functions Planning Organizing Staffing Directing Controlling Planning 1.00000 Organizing 0.72573 1.00000 Staffing 0.44695 0.62073 1.00000 Directing 0.60702 0.68615 0.55069 1.00000 Controlling 0.72054 0.75690 0.58681 0.72428 1.00000 staffing and controlling; and between staffing and organizing. Figure 8 provides a graphic illustration of the percentage of responses for each of the five managerial functions. This figure also illustrates the dissimilarity between staffing and the other functions. FREQUENCY AND PERCENT OF RESPONSE Table 65 provides a frequency count and percentage of response for each of the 27 managerial activities. The table also provides a weighted mean ("always" equals 6 points; "often" equals 5; "sometimes," 4; "seldom," 3; "never," 2; "not applicable," 1 point). Thus, the higher the weighted 157 Z Planning _ - _ ._ - Organizing -.....-. .. - . Staffing Directing __ _— 40 -—- Controlling __ --- 35 __ I \ ’1 I 30 _,,_ / ’I I A‘.. \ //. I’ \ \‘~ . ’I/ \ .0, ~ 25 1.. ,’ . \ II ‘ I I,’ \ I7" I I I, 20 _._ I ' I I 0 l” I 15 _;_ I i g I / // I I o //’ 10 ._ ’ I, [I ./o’ l ’ / ’I 5 __ /’I / / / 7%.: :7/ 1 1 l J I l I T fi 7— T r Not Applicable Never Seldom Sometimes Often Always Figure 8: Percentage of Response for Managerial Functions 158 m.o< m.qm mMMH H.o N.o th m usoa mo.m on we HN m H N m nonmaoo sHsuHa sOHuooHcsa taco mo mosHH wsHQOHo>on .H ozHNHzHuoofino Hmucoa NN.q NN mN mm NN m m a Iguanas aumuumaoN maNuNuz .m N.NN m.m: o.NN o.N N.o o.m m oHoow Housmauuoaoo HN.q om mm mN OH H q m o>oHsoo ou mumoooooc moousoo Ion weHumeo waHuosHo>m .N N.NN N.NN H.3N N.NN o.N o.N N mu>NuomHno Nmucua mm.q mN mm m. SN 4 s a -uumaou somBquoau maNuNus .N quzzm3H< coumo moaHuoaom aooHom uo>oz oHooUHHaA< moHuH>Huo< counmNuz uoz mmHHH>HHU< H NN.N as Nm NN NH N N No NaoNuaNuummu maNumNmuN .N H.Nm H.Nm N.wH m.m w.m N.o uamsuumamu aH unoHuNmoa NN.N Nn n. «N m m N NON NNNNNNuamo maNuNsuomm .N qummoa .m o.mN H.Hm m.oN 0.0H H.o N.o acme om.q mm H: mm «H w H uuuoaoo sH oouochuoosm mo moHuHHHoHoaoaoou wchHmon .q o.NN m.mN o.mN «.4H m.o o.m ucmsuumnoo aHsuHa NN.N NN an Nm NN N . NusuonBsm No NaaNN chaNNoa .m N.:N H.Nm N.NN q.qH m.H o.m Noosuumooo oH mach macaw 0N.N Nm m. on NH N N mNNnNNONumNou NaNaNtmn .N emaaNuaoo .ozHNNzo3H< coumo moBHuoaom aovHom uo>oz oHnmoHHam< moHuH>Huo< wouanos uoz euacNuaoo .ne mNnaN 160 0.0N 5.5: 5.0H m.H 5.0 m.N xuoa mo huHENOMHc: NN.. NN no 0N N N N NON mmusuuuoua waNaNNNnmumm .N oHouoa m.MN N.0q N.HN w.m 5.0 m.H mo Ho>oH oHnmuHooo sHmu mw.q Hm H0 Nm m H N asHma ou Naommooos ooHoHHoa Hoodoouon wsHuoHsauom .H ozHaommHn 0.0m «.mN 0.0H H.5 m.m 0.N 50.: mom NNN 0mH 0m 0N 0H mHoz oHpmoHan< moHuH>Huo< umunmNmz uoz eoaaNuaoo .No «Name 161 N.NN N.NN N.NN N.NN N.N N.NN N mmoNoNNam Nauaoauumva nm.q mm mm on NN N mN N NON NNmaama NUNNNo waNNmNouN .N N.NN N.Nm N.NN N.N N.N N.N N em>oNnNm NaNop cum mupNu Nm.¢ 0: m: 0N 0 N m m noofino nonuosa moHsHsuouoa .H ozNNNoNNzoo «.0N N.NN N.NN N.o N.N N.N N «0.3 NNN omN NNN ms NN NN N mNaeoa manna N.NN N.NN N.NN N.NN N.N 0.0N N -oooNN UNuaauumNm No unuaNo NN.N NN mm N. «N N «N N uNm>mo nmaounu apes No News nouaoooa ouwuaoom wstmz .m N.Nm N.NN m.oN N.N N.N o.n N uaoauumNoo 0N.. on an NN NN N N N aN Nauchuuonso chNN>uuN=m .N N.NN N.NN N.HN N.N N.o N.N N mo>Nuumeo Nm.q an Nm N. ON N e N NmuamaupmNov No ucoszaNNNaou loo pom oo>HuoouHo wsHuonoum .m uuaaNuaoo .ozNaomNNN coax m>m3H< soumo moaHuoaom sooHom uo>oz oHnooHan< ooHuH>Huo< vauszmz uoz ooseHusoo .mo oHnoH 162 n.0N 5.0N 0.QN c.0H 0.m 0.m m H0.q H5N :5N NNN 00 NN mm N HHuoohno o>oHnoo m5.< mm 5: 0m HH m H N ou ousHHow o NH oposu NH eoHuom o>Huoouuoo wstoa .n m.mN 0.Nm 0.wN N.HH 5.0 N.N m ooaHouoo mum .NNNHNNoo.N wouoonxo NN.N NN N. NN NN N N N NN Noose ou maONuuNuNo waHaoH>ou mo memos wcHuaoo< .e N.NN N.NN NNNN N.NN .wmmo N.N N Nummssp .maaNNoNN .NNNUNNON m5.q me 0w 0N 0H H N m .onow no woman oocmauow name No nonaccouo wcHuoHsauom .m cmaaNucoo .ozNNNoNNzoo coo: who3H< coumo moaHuoaom aooHom uo>oz oHnooHHag< moHuH>Huo< NuuNNNmz Noz ouaaNuaoo .NN «Name 163 mean value, the more participation that administrative office managers utilize in that particular activity. The five most participative activities are: A. Developing lines of communication in department B. Training new subordinates in department C. Recruiting candidates for positions in department D. Orienting new employees in department E. Establishing procedures for uniformity of work The five least participative activities are: A. Making accurate measurement of work through development of systematic procedures B. Writing long-term departmental objectives C. Writing departmental policies for employees D. Defining lines of authority within department E. Preparing office_manuals for departmental employees The ranking of the functions from the most participative to the least participative is as follows: A. Staffing--4.87 B. Organizing--4.67 C. Directing-~4.64 n. Controlling--4.6l E. P1anning--4.48 Chapter 5 SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS PURPOSE OF THE STUDY This study was an analysis of the role that administrative office managers perceive for the utilization of participative manage- ment in supervising office employees. The primary purpose for under- taking the study was to enable business educators to develop relevant instructional programs in light of the current practices found in the business world. Hypotheses of the Study The following hypotheses were tested in light of the analysis of the data. 1. There is a significant relationship between the sex of the administrative office manager and the extent to which he utilizes participative management in each of the activities in the planning, organizing, staffing, directing, and con— trolling functions. 2. There is a significant relationship between the age of the administrative office manager and the extent to which he utilizes participative management in each of the activities in the planning, organizing, staffing, directing, and con— trolling functions. 3. There is a significant relationship between the length of time the administrative office manager has been employed in his present position and the extent to which he utilizes participative management in each of the activities in the planning, organizing, staffing, directing, and controlling functions. 4. There is a significant relationship between the number of subordinates that the administrative office manager super- vises and the extent to which he utilizes participative management in each of the activities in the planning, organizing, staffing, directing, and controlling functions. 164 165 There is a significant relationship between the educational attainment of the administrative office manager and the extent to which he utilizes participative management in each of the activities in the planning, organizing, staffing, directing, and controlling functions. There is a significant relationship between the college major or area of specialization of the administrative office manager and the extent to which he utilizes participative management in each of the activities in the planning, organizing, staffing, directing, and controlling functions. There is a significant relationship between the military experience of the administrative office manager and the extent to which he utilizes participative management in each of the activities in the planning, organizing, staffing, directing, and controlling functions. There is a significant relationship between the military officer experience of the administrative office manager and the extent to which he utilizes participative management in each of the activities in the planning, organizing, staffing, directing, and controlling functions. There is a significant relationship between the number of years of office work experience of the administrative office manager and the extent to which he utilizes participative manage- ment in each of the activities in the planning, organizing, staffing, directing, and controlling functions. Need for the Study The primary need for undertaking this study was to determine to what extent participative management is utilized by administrative office managers. The results will be used to make instructional programs more relevant and more responsive to the needs of the business world. Assumptions of the Study For the purpose of this study, the following assumptions were made: 1. That major companies in the United States do employ an individual with the title of administrative office manager or an individual who performs the functions of an adminis— trative office manager. 166 2. That the findings of the study will determine if potential office employees should be given more attention to working within a participative atmosphere. 3. That if more attention needs to be given to the participative management concept, educational institutions will be responsive to the needs of the business world. PROCEDURES FOR THE STUDY Sources of Data The data involved in this study were compiled from 132 usable responses returned by the randomly selected sample of 250 administrative office managers employed in 250 companies that were dually listed in the 1971 Fortune magazine 1,000 list and the 1971 College Placement Annual. The Questionnaire The questionnaire consisted of two parts. Part I was concerned with the respondent's sex, age, number of years employed in present position, number of subordinates supervised, level of educational attainment, college major, military experience, military officer experience, and number of years of office work experience. Part II was concerned with the extent ("always," "often," "some- times, seldom, never") to which administrative office managers utilize the help, ideas, and suggestions of their subordinates in selected managerial activities in each of five managerial functions-- planning, organizing, staffing, directing, and controlling. Selectingjthe Sample In selecting the sample, the first step was to determine which companies were dually listed in the 1971 College Placement Annual and 167 the 1971 Fortune magazine 1,000 list. Of the 358 companies dually listed, 250 were then selected randomly by utilizing a table of random numbers. Statistical Analysis The CISSR - ACT 11 - PFCOUNT computer program was utilized to compile the data. Chi-square statistical analysis was used to study the nature of the relationships between the independent and dependent variables. Chi-square test of independence was used to test the null hypotheses that the selected variables were essentially independent of one another. The .05 level of significance was used. SUMMARY OF FINDINGS Approximately 95 percent of the respondents were male and five percent were female. The relationships between sex and each of the 27 managerial activities resulted in the following significant relationships (.05 level): 1. Defining responsibilities of subordinates in department. Males tend to utilize more participation; females, less participation. 2. Appraising candidates for positions in department. Males tend to utilize more participation; females, less participation. 3. Taking corrective action if there is a failure to achieve objectives. Males tend to utilize more participation; females, less participation. 168 4. Measuring performance of departmental subordinates. Males tend to utilize more participation; females, less participation. Nearly two-thirds of the respondents were between ages of 35 and 55. Approximately 25 percent were less than 35 years of age, and 12 percent were between 55 and 65. Significant relationships were found between age and the following managerial activities: 1. Defining responsibilities of subordinates in department. The older administrative office managers tend to use more participation than do the younger administrative office managers. 2. Developing efficient methods and procedures for office work. The older administrative office managers tend to use more participation than do the younger administrative office managers. 3. Recruiting candidates for positions in department. The older administrative office managers tend to use more participation than do the younger administrative office managers. 4. Selecting candidates for positions in department. The older administrative office managers tend to use more participation than do the younger administrative office managers. Number of Years in Present Position Approximately 30 percent of the respondents had been in their present positions for one through three years, and nearly 23 percent had held their present jobs for four through six years. Eighteen per- cent had held their present positions for less than one year; nine 169 percent, seven through nine years; and nineteen percent, ten or more years. The following two significant relationships were found to exist between number of years in present position and the selected managerial activities: 1. Orienting new employees in department. As the administrative office managers hold their present positions for a longer time, they tend to utilize more participation. 2. Supervising subordinates in department. As the administrative office managers hold their present positions for a longer time, they tend to utilize more participation. - Number of Subordinates Nearly 33 percent of the respondents supervised five or fewer subordinates while 20 percent supervised six to ten subordinates. Six percent of the respondents supervised 11 to 15 subordinates, three per- cent, 16 to 20, and 37 percent, 21 or more subordinates. The following illustrate the significant relationships between number of subordinates and the 27 selected managerial activities: 1. Preparing descriptions of various departmental jobs. As the number of subordinates supervised increases, so does the amount of participation utilized by administrative office managers. 2. Preparing directives for accomplishment of departmental jobs. As the number of subordinates supervised increases, so does the amount of participation utilized by administrative office managers. 3. Formulating standards of performance based on goals, policies, programs, budgets. As the number of subordinates supervised increases, so does the amount of participation utilized by administrative office managers. 170 Level of Education All of the respondents had been graduated from high school, but three percent had not gone beyond the high school level of educational attainment. One percent had less than one year of college, whereas 13 percent had at least one year of college but had not received a degree. Fifty-eight percent had received a bachelor's degree; 15 percent, a master's degree; and six percent had work beyond a master's degree. The following is the only significant relationship found to exist between level of education and the managerial activities: 1. Supervising subordinates in department. The administrative office managers with higher levels of education tend to utilize less participation than do those with lower levels of education. Major in College Fifty-two percent of the respondents majored in business or com- merce in college, whereas 43 percent majored in a nonbusiness or non— commerce area. Nonbusiness/commerce areas most frequently cited were psychology, education, and engineering. (Six respondents did not answer the questionnaire item). The significant relationships between major in college and the 27 selected managerial activities are as follows: 1. Making accurate measurement of work through develOpment of systematic procedures. Nonbusiness/commerce majors tend to utilize more partici- pation than do their counterparts. 2. Measuring performance of departmental subordinates. Nonbusiness/commerce majors tend to utilize more partici- pation than do their counterparts. 171 Militarijxperience Approximately 28 percent of the administrative office managers reported no military experience; nine percent reported less than two years of active duty; 53 percent, two through four years of active duty; and seven percent, more than four years of active duty. Significant relationships were found to exist between military experience and the following activities: 1. Defining relationships among jobs in department. As the length of military experience of the respondents increases, there is less participation utilized. 2. Defining lines of authority in department. As the length of military experience of the respondents increases, there is more participation utilized. 3. Defining responsibilities of subordinates in department. As the length of military experience of the respondents increases, there is more participation utilized. 4. Orienting new employees in department. As the length of military experience of the respondents increases, there is more participation utilized. 5. Appraising candidates for positions in department. As the length of military experience of the respondents increases, there is more participation utilized. 6. Training new subordinates in department. As the length of military experience of the reapondents increases, there is more participation utilized. 7. Establishing procedures for uniformity of work. As the length of military experience of the respondents increases, there is less participation utilized. 8. Writing departmental policies for employees. As the length of military experience of the respondents increases, there is more participation utilized. 172 Militagy Officer Experience Approximately 30 percent of the respondents have been an officer in the military while 69 percent have not been an officer in the military. (Two individuals did not respond to the item). The following are the significant relationships between military officer experience and the managerial activities: 1. Writing short-term departmental objectives. The reapondents with military officer experience tend to utilize less participation than do their counterparts. 2. Identifying primary duties of jobs that must be performed. The respondents with military officer experience tend to utilize less participation than do their counterparts. 3. Defining relationships among jobs in department. The respondents with military officer experience tend to utilize less participation than do their counterparts. 4. Defining lines of authority within department. The respondents with military officer experience tend to utilize less participation than do their counterparts. 5. Defining responsibilities of subordinates in department. The respondents with military officer experience tend to utilize less participation than do their counterparts. 6. Appraising candidates for positions in department. The respondents with military officer experience tend to utilize less participation than do their counterparts. 7. Measuring performance of departmental subordinates. The respondents with military officer experience tend to utilize less participation than do their counterparts. Supervisogy Experience Nearly ten percent of the respondents reported no previous supervisory experience while two percent reported less than two years. 173 Fifteen percent listed two through four years of experience; 11 percent, five through seven years; eight percent, eight through ten years; and 53 percent, 11 or more years of supervisory experience. The following are the significant relationships between supervisory experience and the selected managerial activities: 1. Appraising candidates for positions in department. The respondents with greater amounts of supervisory experience tend to allow more participation than those with lesser amounts of supervisory experience. 2. Selecting candidates for positions in department. The respondents with greater amounts of supervisory experience tend to allow more participation than those with lesser amounts of supervisory experience. Clerical Office Experience Nearly 79 percent of the respondents reported no clerical office experience; six percent, less than two years of clerical office experi— ence; seven percent, two through four years; three percent, five through seven years; two percent, eight through ten years; and .76 percent, 11 or more years of clerical experience. The following is the one significant relationship between clerical office experience and the selected managerial activities: 1. Formulating personnel policies necessary to maintain desirable level of morale. As the number of years of clerical office experience of the administrative office managers increases, the amount of participation utilized decreases. General Office Experience Approximately 67 percent of the respondents reported no general .office experience; nine percent, less than two years; 11 percent, two 174 through four years of general office experience; five percent, five through seven years; two percent, eight through ten years; and five percent reported 11 or more years of general office experience. The following is the one significant relationship between general office experience and the managerial activities: 1. Selecting candidates for positions in department. As the number of years of general office experience increases, the amount of participation utilized decreases. Other Office Experience Seventy-five percent of the respondents reported no other type of office experience; five percent, less than two years of other office experience; three percent, two through four years; eight percent, five through seven years; three percent, eight through ten years; and five percent had 11 or more years of other office experience. The significant relationships between other office experience and the managerial activities are as follows: 1. Evaluating existing resources necessary to achieve departmental goals. As the amount of other office experience increases, so does the amount of participation utilized. 2. Defining responsibilities of subordinates in department. As the amount of other office experience increases, the amount of participation utilized decreases. 3. Recruiting candidates for positions in department. As the amount of other office experience increases, the amount of participation utilized decreases. 4. Orienting new employees in department. As the amount of other office experience increases, the amount of participation utilized decreases. 10. 11. 175 Appraising candidates for positions in department. As the amount of other office experience increases, so does the amount of participation utilized. Selecting candidates for positions in department. As the amount of other office experience increases, the amount of participation utilized decreases. Establishing procedures for uniformity of work. As the amount of other office experience increases, the amount of participation utilized decreases. Supervising subordinates in department. As the amount of other office experience increases, so does the amount of participation utilized. Determining whether objectives are being achieved. As the amount of other office experience increases, the amount of participation utilized decreases. Formulating standards of performance based on goals, policies, programs, budgets. As the amount of other office experience increases, the amount of participation utilized decreases. Measuring performance of departmental subordinates. As the amount of other office experience increases, so does the amount of participative management utilized. Correlations Between Functions Low correlations were found to exist between staffing and each of the other four managerial functions. In other words, the staffing function was found to be dissimilar from the other four functions. Frequency_and Percentage of Response The rank order of the most participative to the least participative functions is as follows: Staffing, organizing, directing, controlling, and planning. 176 CONCLUSIONS The following conclusions are based on the findings of the analysis of data: 1. Sex may have an effect on the extent to which administrative office managers utilize participative management in supervising office employees. On the basis of this study, the conclusive statement can- not be made that males tend to allow more participation than do females. Too few females were involved in the study to make such a statement. 2. Age apparently has an effect on the extent to which adminis- trative office managers utilize participative management in supervising office employees. The older administrative office managers tend to allow more participation than do the younger administrative office managers. 3. The number of years that administrative office managers have been in their present positions apparently has little effect on the extent to which participative management is utilized in supervising office employees. In only two instances were there significant relation- ships between number of years in present position and the 27 selected managerial activities. 4. The analysis of data indicated that supervisory experience apparently has little effect on the extent to which administrative office managers utilize participative management in supervising office employees. The basis for this particular conclusion is the lack of extensive relationships between supervisory experience and the managerial activities. 5. Having little effect on the extent to which administrative office managers utilize participative management in supervising office 177 employees is clerical office experience. Only one significant relation- ship was found between clerical office experience and the managerial activities. Because of the lack of significant relationships, conclusive statements cannot be made as to the effect of clerical office experi- ence on the managerial activities. 6. General office experience of administrative office managers apparently does not have an effect on the extent to which they utilize participative management in supervising office employees. Only one sig- nificant relationship was found; hence, the inconclusiveness of the effect of general office experience on the 27 managerial activities. 7. Other office experience apparently has an effect on the extent to which administrative office managers utilize participative managee ment in supervising office employees. Generally speaking, as the years of other office experience increases, the amount of participation utilized decreases. 8. The number of subordinates supervised by administrative office managers may have an effect on the degree to which they utilize partici- pative management in supervising office employees. This study found the larger the number of subordinates supervised by administrative office managers, the greater is the likelihood that participative manage- ment will be utilized in supervising office employees. 9. The level of education has very little effect on the extent to which administrative office managers use participative management in supervising office employees. Only one significant relationship was found to exist between level of education and the extent to which participative management is utilized in the 27 selected managerial activities; therefore, no conclusive statement as to the effect can be made. 178 10. The college majors of the administrative office managers apparently have little influence in determining the extent to which they utilize participative management in supervising office employees. Since only two significant relationships were found to exist between the col- lege major and the extent of participation utilized in each of the 27 managerial activities, a conclusive statement cannot be made as to the effect of the college major. 11. The nature of military experience does affect the extent to which administrative office managers utilize participative management in supervising office employees. Generally, as the years of military experience of the respondents increases, the amount of participation utilized in supervising office employees also increases. 12. Having served as an officer in the military does affect the extent to which administrative office managers utilize participative management in supervising office employees. The data analysis indicated that administrative office managers with military officer experience tend to utilize less participative management in supervising office employees than do those with no military officer experience. RECOMMENDATIONS AND RESEARCH IMPLICATIONS This section provides recommendations for educational institutions and business enterprises, as well as implications for additional research. Educational Institutions 1. One of the basic purposes of undertaking this study was to assist business educators in developing quality instructional programs. To provide students with an education that is relevant and responsive 179 to the needs of the business world, it is recommended that the information presented in this study be utilized in curriculum develOpment and improve- ment. 2. It is recommended that research be conducted to determine the nature of the educational preparation of employees who frequently partici- pate in the decision-making processes in the office. Future office employees who will frequently participate in the decision-making processes in the office should be adequately prepared for this task. Therefore, the curricula of the educational institutions preparing office employees should include instruction about effectively participating in decision- making processes. 3. It is recommended that additional studies be conducted to deter- mine the most efficient and appropriate techniques for teaching future office employees to participate in decision-making processes. In addition, it is desirable to determine the educational value of case studies, role playing, simulation exercises, instructional games, and model offices in teaching future office employees to participate in decision-making pro- cesses. Those strategies that are most effective should be incorporated into the curricula. 4. It is recommended that studies be conducted to determine which levels and/or classifications of office employees most frequently partici- pate in decision—making processes. It is recommended that future office employees preparing for these levels and/or job classifications be given considerable exposure to the participative decision-making processes in the educational and training programs. 5. It is recommended that educational programs give future office employees considerable exposure to decision-making processes in those 180 éuztivities in which office employees frequently participate. This study found administrative office managers to utilize the greatest amount «of participative management in the following activities. A. Developing lines of communication in department B. Training new subordinates in department C. Recruiting candidates for positions in department D. Orienting new employees in department E. Establishing procedures for uniformity of work Business Enterprises 1. It is recommended that administrative office managers utilize participative management where conditions justify utilization of employee participation in the decision-making processes. 2. It is recommended that empirical research be conducted on administrative office managers' utilization of participative manage- ment in supervising office employees. The effect of participative management on morale, turnover, productivity, and job satisfaction of office employees needs to be determined. BIBLIOGRAPHY 181 BIBLIOGRAPHY Books Albers, Henry. Principles of Management. New York: John Wiley & Sons, Inc., 1969. Anthony, R. N. Planning and Control Systems: A Framework for Analysis. Boston: Harvard University Press, 1965. Argyris, Chris. Integratipg_the Individual and the Organization. New York: John Wiley & Sons, Inc., 1964. Beach, Dale S. Personnel: The Management of People at Work. New York: The Macmillan Company, 1965. Calhoun, Richard P. Managing Personnel. New York: Harper & Row Publishers, Inc., 1963. Chruden, Herbert J. and Arthur W. Sherman, Jr. Personnel Management, 3rd Edition. Cincinnati: South-Western Publishing Company, 1968. Davis, Keith. Human Relations in Business. New York: McGraw—Hill Book Company, 1957. . Human Relations at Work, 3rd Edition. New York: McGraw- Hill Book Company, 1967. Fleishman, Edwin, Editor. Studies in Personnel and Industrial Psychology, Revised Edition. Homewood, Illinois: The Dorsey Press, 1967. Flippo, Edwin. Principles of Personnel Management, 2nd Edition. New York: McGraw-Hill Book Company, 1966. Fox, William M. The Management Process. Homewood, Illinois: Richard D. Irwin, Inc., 1963. A Golembiewski, Robert. Men, Management, and Morality. New York: McGraw- Hill Book Company, 1965. Harrell, Thomas W. Industrial Psychology, Revised Edition. New York: Rinehart & Company, 1958. Heper, Harvey. Perceptive Management and Supervision. Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1964. Herzberg, Frederick. Work and the Nature of Man. Cleveland: The World Publishing Company, 1966. 182 183 and F. Mausner and B. B. Snyderman. The Motivation to Work, 2nd Edition. New York: John Wiley & Sons, Inc., 1967. Hoslett, Schuyler Dean. Human Factors in Management. Parkville, Missouri: Park College Press, 1946. Huneryager, S. G. and I. L. Heckman. Human Relations in Management, 2nd Edition. Cincinnati: South-Western Publishing Company, 1967. Koontz, Harold and Cyril O'Donnell. Management: A Book of Readings. New York: McGraw—Hill Book Company, 1964. Lesieur, Frederick 6., Editor. The Scanlon Plan. Cambridge: The MIT Press, 1958. Likert, Rensis. The Human Organization. New York: McGraw-Hill Book Company, 1967. . New Patterns of Management. New York: McGraw—Hill Book Company, 1961. Littlefield, C. L. and Frank Rachel. Office and Administrative Manage— ment, 2nd Edition. Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1964. Longenecker, Justin G. Principles of Management and Organization Behavior, 2nd Edition. Columbus, Ohio: Charles E. Merrill, Inc., 1964. McFarland, Dalton. Personnel Management: Theory and Practice. New York: The Macmillan Company, 1968. McGregor, Douglas. The Human Side of Entepprise. New York: McGraw- Hill Book Company, 1960. Maier, Norman. Psychology in Industgy, 2nd Edition. Boston: Houghton Mifflin Company, 1955. March, James G. and Herbert A. Simon. Organizations. New York: John Wiley & Sons, Inc., 1966. Marrow, A. J., D. G. Bowers and S. E. Seashore. Management by Partici- pation. New York: Harper & Row, Inc., 1967. Newman, William H. and Charles E. Summer and E. Kirby Warren. The Process of Management. Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1967. Rothlisberger, F. J. and W. J. Dickson. Manegement and the Worker. Cambridge, Massachusetts: Harvard University Press, 1939. Sayles, Leonard and George Strauss. Human Behavior in Opgenizations. Englewood Cliffs, New Jersey: Prentice Hall, Inc., 1966. 184 Scanlan, Bert. Results Management in Action, Revised Edition. Cambridge, Massachusetts: Management Center of Cambridge, 1969. Seashore, S. E. and D. G. Bowers. Changing the Structure and Functioning of an Organization, Report of a Field Experiment. Ann Arbor: The University of Michigan, 1963. Shull, Fremont. Selected Readings in Management. Homewood, Illinois: R. D. Irwin, Inc., 1958. Siegel, Laurence. Industrial Psychology. Homewood, Illinois: R. D. Irwin, Inc., 1962. Sisk, Henry L. Principles of Management. Cincinnati: South-Western Publishing Company, 1969. Sutermeister, Robert A. People and Productivity. New York: McGraw- Hill Book Company, 1963. Tannenbaum, A. 3., Editor. Control in Organizations. New York: McGraw- Hill Book Company, 1968. Wortman, Max S. and Fred Luthans. Emepginngoncepts in Management. London: The Macmillan Company, 1970. Periodicals Albrook, R. C. "Participative Management: Time for a Second Look," Management Review, 56:23-29, June, 1967. Argyris, Chris. "Organizational Leadership and Participative Manage— ment," Journal of Business, 48:1-7, January, 1955. Blake, R. R. and J. L. Mouton and L. B. Barnes and L. E. Greiner. "Breakthrough in Organizational Deve10pment," Harvard Business Review, 42:133-155, November-December, 1964. Blake, R. R., et. a1. "Managerial Grid," Advanced Management-~Office Executive, 1:12—15, September, 1962. Coch, L. and J. R. P. French. "Overcoming Resistance to Change," Human Relations, 1:512-532, 1948. Colin, J. M. "After X and Y Comes 2," Personnel Journal, 50: 56-59, January, 1971. Darr, John W. "Motivation and Morale: Two Keys to Participation," Personnel Journal, 47:388-397, June, 1968. Davis, Keith. "Management by Participation-~Its Place in the Business World Today," The Management Review, 46:69—79, February, 1957. 185 Drucker, Peter. "Effective Decision (Sequence of Steps Involved in Decision—Making Process)," Harvard Business Review, 45:92-98, January, 1967. French, J. R. P., J. Israel, and D. As, "An Experiment on Participation in a Norwegian Factory," Human Relations, 13:3-19, 1960. Gomberg, W. "The Trouble with Democratic Management," Trans-action, 30—25, July-August, 1966. Hall, H. L. "Management: A Continuum of Styles," Advanced Management Journal, 33:68-74, January, 1968. Howell, R. A. "Fresh Look at Management by Objectives," Business Horizons, 10:51-58, Fall, 1967. . "Managing by Objectives—-A Three Stage System," Business Horizons, 13:41-45, February, 1970. Ivancivich, J. M. "Theory and Practice of Management by Objectives," Michigan Business Review, 21:13-16, March, 1969. Lawrence, L. C. and P. C. Smith. "Group Decision and Employee Partici- pation," Journal of Applied Psychology, 39:355-340, 1955. "Management by Objectives, First Visualized as Rating Method Proves Valuable as Approach to Management," Management Services, 6:11-12, March, 1969. Morse, N. C. and E. Reimer, "The Experimental Change of a Major Organiza- tional Variable," Journal of Abnormal and Social Psychology, 52: 120-129, January, 1956. Mueller, W. J. "Participation Requires New Work Climate," Administrative Management, 28:54, September, 1967. Raia, A. P. "Goal Setting and Self-Control," The Journal of Management Studies, 2:34-53, 1965. Rosenfeld, J. M. and M. J. Smith. "Emergence of Management Theory Z," Personnel Journal, 44:489-494, October, 1965. Sloan, Stanley and David Schrieber, "What We Need to Know About Manage- ment by Objectives," Personnel Journal, 49:206-208, March, 1970. Tosi, H. L. and S. J. Carroll. "Management Reaction to Management by Objectives," Academy of Management Journal, 4:414—416, December, 1968. Vroom, V. H. "Some Personality Determinants of the Effects of Partici- pation," Journal of Abnormal and Social Psychology, 59:322—327, 1959. 186 Vroom, V. H. and F. C. Mann. "Leader Authoritarianism and Employee Attitudes," Personnel Psychology, 13:125-140, 1960. Wall, H. Richard. "Reconciling Organizational and Personal Goals," Personnel Journal, 49:42—44, January, 1970. Wickstrom, W. L. "Management by Objectives or Appraisal by Results," Conference Board Record, 3:27-31, July, 1966. Unpublished Material Ritchie, J. Bonner. "Managerial Attitudes and Leadership Behavior." Unpublished Doctoral dissertation, University of California at Berkeley, 1968. Ross, Timothy L. "The Accountant's Role in Participative Decision- Making." Unpublished Doctoral dissertation, Michigan State University, 1969. Schlacter, John L. "Increased Participation in the Decision—Making Process Among Field Crews in the Ohio Department of Highways: A Field Experiment." Unpublished Doctoral dissertation, The Ohio State University, 1969. 1’ IIIIIIIII'I'III APPENDIX A 187 188 MICH EGAN STAT". UNIVERSITY x-r/m' LANSING - MICHIGAN my _. .. ._-———. --. _._..........._.._ fi..-._ ... ~-_.__-_‘._.__.__.. .-..._-__.. .-.._ -_ _. v.. -- r _ .7 .--. .. . - ~. --..._~_—. - ( ()l l l'(-l' ()l‘ I‘UMNl-‘V; l‘l"|’f.R’l'MI’f‘.T (W l'U.‘ll"l'.‘"i II.\V AND OI'I’ICB ADMINISTRATION ' H'I’LFY CENTER November 17, 1971 Dear Sir: Your company has been selected for inclusion in this study for two reasons: (1) it is represented in the 1971 Fortune magazine 1,000 list; and, (2) it is included in the 1971 College Placement Annual. I will appreciate your transferring the enclosed questionnaire to the individual in your company who has the title of "office manager" or "adminis- trative office manager" and/or who may have many of the following functions under his jurisdiction: (1) aids in a staff capacity by coordinating office services, personnel, budget preparation and control, records control, and special management studies; (2) studies management methods for improvement of work flow; (3) simplifies reporting procedures and implements cost reductions; (4) analyzes unit operation practices, forms control, and office layout; (5) analyzes jobs for use in salary administration; and, (6) studies methods of improving work measurements. The data compiled from this questionnaire will be utilized in the Ph.D. dis- sertation I am currently working on at Michigan State University. The purpose of this study is to determine to what extent administrative office managers utilize participative management techniques in supervising office employees. Upon completion of the study, my intentions are to submit the results for publication in professional literature. The results will also be used by educators to provide a more relevant education for potential office employees. I will appreciate your cooperation in forwarding the enclosed questionnaire and envelope to the individual described above. Sincerely yours, {:g:4:?26uible L/Egbtiléiéé’) instructor Enclosure 189 MICHIGAN STATE UNIVERSITY am mama-mans»! 48823 COLLEGE OF BUSINESS DEPARTMENT OF BUSINESS LAW AND OFFICE ADMINISTMTION ' EPPLBY CENTER January 7, 1972 Dear Sir: Your company was selected for inclusion in this participative management study for two reasons: (1) it is represented in the 1971 Fortune magazine 1,000 list; and (2) it is also included in the 1971 College Placement Annual. A questionnaire was mailed to you on November 17 with the request that you transfer it to an individual in your company who has the title of "office manager" or "administrative office manager" and/or who may have many of the following functions under his jurisdiction: (1) aids in a staff capacity by coordinating office services, personnel, budget preparation and control, records control, and special management studies; (2) studies management methods for improvement of work flow; (3) simplifies reporting procedures and implements cost reductions; (4) analyzes unit opera- tion practices, forms control, and office layout; (5) analyzes jobs for use in salary administration; and, (6) studies methods of improving work measure- ments. Because of your more pressing duties and/or the duties of the person to whom you transferred the questionnaire, it is quite possible that the questionnaire has been overlooked. I need your help in obtaining a sufficient response. The results of this research will help me in my teaching duties at Michigan State University, and it is hoped that it will also be of benefit to office managers throughout the country. Your assistance in my receiving a completed questionnaire from your company will be appreciated. A questionnaire and an envelope are enclosed for the convenience of the respondent. Sincerely yours, 'm W.W ane K. Quible Instructor Enclosures 190 ADMINISTRATIVE OFFICE MANAGERS' UTILIZATION OF PARTICIPATIVE MANAGEMENT IN SUPERVISING OFFICE EMPLOYEES Dear Administrative Office Manager: Your company has been selected for inclusion in this administrative office management study for two reasons: (1) it is represented in the 1971 Fortune magazine 1,000 list; and, (2) it is included in the 1971 College Placement Annual. I will appreciate your taking time to complete this questionnaire which is vital to make the study more valid. If possible, I should like to have the questionnaire returned within two weeks. A business reply envelope is enclosed for your convenience in returning the completed questionnaire. The data obtained from this questionnaire will be utilized in the disserta- tion required for the Ph.D. degree that I am currently working on at Michigan State University. It is intended that the results of the study will be submitted for publication in professional literature and will also enable business educators to provide a more relevant education for future office employees. As administrative office manager, many of the following functions may be under your jurisdiction: (1) aids in a staff capacity by coordinating office services, personnel, budget preparation and control, records con- trol, and special management studies; (2) studies management methods in order to improve work flow; (3) simplifies reporting procedures and imple- ments cost reductions; (4) analyzes unit operation practices, forms con- trol, and office layout; (5) analyzes jobs for use in wage and salary administration; and (6) studies methods of improving work measurements. If you will place your name and address in the space provided on the last page, I will be happy to send you a copy of the results of the study. Sincerely yours, Zane K. Quible Directions: Please check the one answer that is most appropriate for you in questions 1 through 12. 1. Sex: ( ) Male ( ) Female 2. Present age: ( ) 35 or less ( ) 36 through 45 ( ) 46 through 55 ( ) 56 through 65 ( ) over 65 l ' I‘Ir‘ll III II II . I» I l I! I {I'll 191 Number of years in present position: ( ) Less than 1 year ( ) 1 through 3 years ( ) 4 through 6 years ( ) 7 through 9 years ( ) 10 or more years Number of subordinates you supervise: (include both part-time and full- ( ) S or fewer time employees in total) ( ) 6 to 10 ( ) 11 to 15 ( ) 16 to 20 ( ) 21 or more Highest level of formal education: ( ) Less than 12 years ( ) High school graduate ( ) Less than one year of college ( ) At least one year of college but no degree ( ) Bachelor's degree ( ) Master's degree ( ) Work beyond Master's degree 6. Major area of specialization in college: ( ) Business or commerce ( ) Other (please specify) 7. Military experience: ( ) No military experience ( ) Less than 2 years of active duty ( ) 2 through 4 years of active duty ( ) More than 4 years of active duty 8. Military officer: ( ) Yes ()No Number of years worked full time in any type of office. Include your present position in your response. Please equate any part-time experience to full time; for example, 2 years of half-time work is equated to 1 year of full-time work. (Please place a check mark in appropriate box). momma: HHHHH momenta 00000 Adah» mono-I- IIIHH Ntnlv-d co 9. Supervisory 10. Clerical 11. General office 12. Other (please specify) I lllllll Ill llllllll '1‘ “ I [I’ll Directions: Please indicate by circling the correct number the extent to which you perceive yourself as administrative office manager as utilizing the help, ideas, or sug- gestions of your subordinates in each of the activities listed below. 10. ll. 12. 13. 14. 15. l6. l7. l8. 19. 20. 21. 22. 23. 24. 25. 26. ‘27. 192 always often sometimes seldom never not applicable HNLAJ-‘U‘O‘ IIIIII Recruiting candidates for positions in department 6 5 4 3 2 Formulating personnel policies necessary to main- tain desirable level of morale within department 6 5 4 3 2 Establishing procedures for uniformity of work 6 S 4 3 2 Determining whether objectives are being achieved 6 5 4 3 2 Preparing directives for accomplishment of departmental objectives 6 5 4 3 2 Preparing office manuals 6 5 4 3 2 Developing lines of communication within department 6 5 4 3 2 Formulating standards of performance based on goals, policies, programs, budgets 6 5 4 3 2 Preparing descriptions of various departmental jobs 6 5 4 3 2 Defining relationships among jobs in department 6 5 4 3 2 Adopting a systematic means of reviewing operations to determine if the expected results are obtained 6 5 4 3 2 Writing short-term departmental objectives 6 5 4 3 2 Supervising subordinates in department 6 5 4 3 2 Evaluating existing resources necessary to achieve departmental goals 6 5 4 3 2 Defining lines of authority in department 6 5 4 3 2 Orienting new subordinates 6 5 4 3 2 Taking corrective action in the event that there is a failure to achieve objectives 6 5 4 3 2 Appraising candidates for positions 6 5 4 3 2 Writing departmental policies 6 5 4 3 2 Making accurate measurements of work through development of systematic procedures 6 5 4 3 2 Defining responsibilities of subordinates 6 5 4 3 2 Writing long—term departmental objectives 6 5 4 3 2 Identifying primary duties of jobs that must be performed 6 5 4 3 2 Training new subordinates 6 5 4 3 2 Measuring performance of subordinates 6 5 4 3 2 Developing efficient methods and procedures for office work 6 5 4 3 2 Selecting candidates for positions in office 6 5 4 3 2 APPENDIX B 193 I . f I ‘ I RELATIONSHIP BETWEEN SEX AND DEFINING RESPONSIBILITIES 194 Table I 0F SUBORDINATES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always MALE Freq. 0.00 8.00 13.00 33.00 39.00 32.00 Per. across 0.00 6.40 10.40 26.40 31.20 25.60 Per. down 0.00 100.00 92.86 94.29 95.12 96.97 Per. of total 0.00 6.06 9.85 25.00 29.55 24.24 Theoret. freq. .95 7.58 13.26 33.14 38.83 31.25 Cell chi-sq. .95 .02 .01 .00 .00 .02 FEMALE Freq. 1.00 0.00 1.00 2.00 2.00 1.00 Per. across 14.29 0.00 14.29 28.57 28.57 14.29 Per. down 100.00 0.00 7.14 5.71 4.88 3.03 Per. of total .76 0.00 .76 1.52 1.52 .76 Theoret. freq. .05 .42 .74 1.86 2.17 1.75 Cell chi-sq. 16.91 .42 .09 .01 .01 .32 TOTAL Freq. 1.00 8.00 14.00 35.00 41.00 33.00 Per. across .76 6.06 10.61 26.52 31.06 25.00 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 6.06 10.61 26.52 31.06 25.00 Chi-square = 18.765; degrees of freedom = Product moment correlation B -.1116 Significant at .05 level RELATIONSHIP BETWEEN SEX AND APPRAISING CANDIDATES 195 Table II FOR POSITIONS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always MALE Freq. 1.00 6.00 10.00 22.00 40.00 46.00 Per. across .80 4.80 8.00 17.60 32.00 36.80 Per. down 50.00 100.00 83.33 100.00 95.24 95.83 Per. of total .76 4.55 7.58 16.67 30.30 34.85 Theoret. freq. 1.89 5.68 11.36 20.83 39.77 45.45 Cell chi-sq. .42 .02 .16 .07 .00 .01 FEMALE Freq. 1.00 0.00 2.00 0.00 2.00 2.00 Per. across 14.29 0.00 28.57 0.00 28.57 28.57 Per. down 50.00 0.00 16.67 0.00 4.76 4.17 Per. of total .76 0.00 1.52 0.00 1.52 1.52 Theoret. freq. .11 .32 .64 1.17 2.23 2.55 Cell chi-sq. 7.53 .32 2.92 1.17 .02 .12 TOTAL Freq. 2.00 6.00 12.00 22.00 42.00 48.00 Per. across 1.52 4.55 9.09 16.67 31.82 36.36 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 4.55 9.09 16.67 31.82 36.36 Chi-square = 12.758; degrees of freedom = 5 Product moment correlation- -.1299 Significant at .05 level 196 Table III RELATIONSHIP BETWEEN SEX AND TAKING CORRECTIVE ACTION IF THERE IS A FAILURE TO ACHIEVE OBJECTIVES Not Applicable Never Seldom Sometimes Often Always MALE Freq. 0.00 5.00 11.00 28.00 44.00 37.00 Per. across 0.00 4.00 8.80 22.40 35.20 29.60 Per. down 0.00 100.00 100.00 93.33 93.62 97.37 Per. of total 0.00 3.79 8.33 21.21 33.33 28.03 Theoret. freq. .95 4.73 10.42 28.41 44.51 35.98 C811 Chi‘Sq o o 95 o 01 o 03 a 01 a 01 a 03 FEMALE Freq. 1.00 0.00 0.00 2.00 3.00 1.00 Per. across 14.29 0.00 0.00 28.57 42.86 14.29 Per. down 100.00 0.00 0.00 6.67 6.38 2.63 Per. of total .76 0.00 0.00 1.52 2.27 .76 Theoret. freq. .05 .27 .58 1.59 2.49 2.02 TOTAL Freq. 1.00 5.00 11.00 30.00 47.00 38.00 Per. across .76 3.79 8.33 22.73 35.61 28.79 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 3.79 8.33 22.73 35.61 28.79 Chi-square - 19.513; degrees of freedom 3 5 Product moment correlation - -.0983 Significant at .05 level RELATIONSHIP BETWEEN SEX AND MEASURING PERFORMANCE 197 Table IV OF DEPARTMENTAL SUBORDINATES Not Applicable Never Seldom Sometimes Often Always MALE Freq. 2.00 8.00 14.00 28.00 29.00 44.00 Per. across 1.60 6.40 11.20 22.40 23.20 35.20 Per. down 100.00 72.73 100.00 100.00 90.63 97.78 Per. of total 1.52 6.06 10.61 21.21 21.97 33.33 Theoret. freq. 1.89 10.42 13.26 26.52 30.30 42.61 Cell chi-sq. .01 .56 .04 .08 .06 .05 FEMALE Freq. 0.00 3.00 0.00 0.00 3.00 1.00 Per. across 0.00 42.86 0.00 0.00 42.86 14.29 Per. down 0.00 27.27 0.00 0.00 9.38 2.22 Per. of total 0.00 2.27 0.00 0.00 2.27 .76 Theoret. freq. .ll .58 .74 1.48 1.70 2.39 Cell chi-sq. .11 10.01 .74 1.48 1.00 .81 TOTAL Freq. 2.00 11.00 14.00 28.00 32.00 45.00 Per. across 1.52 8.33 10.61 21.21 24.24 34.09 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 8.33 10.61 21.21 24.24 34.09 Chi-square = 14.944; degrees of freedom = Product moment correlation Significant at .05 level = -.1315 RELATIONSHIP BETWEEN AGE AND DEFINING RESPONSIBILITIES 198 Table V OF SUBORDINATES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always 35 OR LESS Freq. 1.00 4.00 4.00 11.00 9.00 4.00 Per. across 3.03 12.12 12.12 33.33 27.27 12.12 Per. down 100.00 50.00 28.57 31.43 21.95 12.12 Per. of total .76 3.03 3.03 8.33 6.82 3.13 Theoret. freq. .25 2.00 3.50 8.75 10.25 8.25 Cell chi-sq. 2.25 2.00 .07 .58 .15 2.19 36 TO 45 Freq. 0.00 2.00 5.00 5.00 19.00 11.00 Per. across 0.00 4.76 11.90 11.90 45.24 26.19 Per. down 0.00 25.00 35.71 14.29 46.34 33.33 Per. of total 0.00 1.52 3.79 3.79 14.39 8.33 Theoret. freq. .32 2.55 4.45 11.14 13.05 10.50 Cell chi-sq. .32 .12 .07 3.38 2.72 .02 46 TO 55 Freq. 0.00 2.00 5.00 14.00 11.00 8.00 Per. across 0.00 5.00 12.50 35.00 27.50 20.00 Per. down 0.00 25.00 35.71 40.00 26.83 24.24 Per. of total 0.00 1.52 3.79 10.61 8.33 6.06 Theoret. freq. .30 2.42 4.24 10.61 12.42 10.00 Cell chi-sq. .30 .07 .14 1.09 .16 .40 56 TO 65 Freq. 0.00 0.00 0.00 5.00 2.00 10.00 Per. across 0.00 0.00 0.00 29.41 11.76 58.82 Per. down 0.00 0.00 0.00 14.29 4.88 30.30 Per. of total 0.00 0.00 0.00 3.79 1.52 7.58 Theoret. freq. .13 1.03 1.80 4.51 5.28 4.25 Cell chi-sq. .13 1.03 1.80 .05 2.04 7.78 Continued on Next Page 199 Table V, Continued Not Applicable Never Seldom Sometimes Often Always TOTAL Freq. 1.00 8.00 14.00 35.00 41.00 33.00 Per. across .76 6.06 10.61 26.52 31.06 25.00 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 6.06 10.61 26.52 31.06 25.00 Chi-sqaure = 28.862; degrees of freedom = 15 Product moment correlation = .2393 Significant at .05 level 200 Table VI RELATIONSHIP BETWEEN AGE AND DEVELOPING EFFICIENT METHODS AND PROCEDURES FOR OFFICE WORK Not Applicable Never Seldom Sometimes Often Always 35 OR LESS Freq. 0.00 2.00 2.00 10.00 16.00 3.00 Per. across 0.00 6.06 6.06 30.30 48.48 9.09 Per. down 0.00 100.00 50.00 33.33 28.07 8.33 Per. of total 0.00 1.52 1.52 7.58 12.12 2.27 Theoret. freq. .75 .50 1.00 7.50 14.25 9.00 Cell chi-sq. .75 4.50 1.00 .83 .21 4.00 36 TO 45 Freq. 0.00 0.00 1.00 7.00 18.00 16.00 Per. across 0.00 0.00 2.38 16.67 42.86 38.10 Per. down 0.00 0.00 25.00 31.58 44.44 Per. of total 0.00 0.00 .76 5.30 13.64 12.12 Theoret. freq. .95 .64 1.27 9.55 18.14 11.45 Cell chi-sq. .95 .64 .06 .68 .00 1.80 46 T0 55 Freq. 0.00 0.00 1.00 11.00 18.00 10.00 Per. across 0.00 0.00 2.50 27.50 45.00 25.00 Per, down 0.00 0.00 25.00 36.67 31.58 27.78 Per. of total 0.00 0.00 .76 8.33 13.64 7.58 Theoret. freq. .91 .61 1.21 9.09 17.27 10.91 Cell chi-sq. .91 .61 .04 .40 .03 .08 56 TO 65 Freq. 3.00 0.00 0.00 2.00 5.00 7.00 Per. across 17.65 0.00 0.00 11.76 29.41 41.18 Per. down 100.00 0.00 0.00 6.67 8.77 19.44 Per. of total 2.27 0.00 0.00 1.52 3.79 5.30 Theoret. freq. .39 .26 .52 3.86 7.34 4.64 Cell chi-sq. 17.68 .26 .52 .90 .75 1.20 Continued on Next Page 201 Table VI, Continued Not Applicable Never Seldom Sometimes Often Always TOTAL Freq. 3.00 2.00 4.00 30.00 57.00 36.00 Per. across 2.27 1.52 3.03 22.73 43.18 27.27 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 2.27 1.52 3.03 22.73 43.18 27.27 Chi-square - 38.794; degrees of freedom = 15 Produce moment correlation - .0455 Significant at .05 level RELATIONSHIP BETWEEN AGE AND RECRUITING CANDIDATES 202 Table VII FOR POSITIONS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always 35 OR LESS Freq. 1.00 1.00 0.00 11.00 12.00 8.00 Per. across 3.03 3.03 0.00 33.33 36.36 24.24 Per. down 100.00 20.00 0.00 45.83 26.67 15.38 Per. of total .76 .76 0.00 8.33 9.09 6.06 Theoret. freq. .25 1.25 1.25 6.00 11.25 13.00 Cell chi-sq. 2.25 .05 1.25 4.17 .05 1.92 36 TO 45 Freq. 0.00 1.00 2.00 3.00 19.00 17.00 Per. across 0.00 2.38 4.76 7.14 45.24 40.48 Per. down 0.00 20.00 40.00 12.50 42.22 32.69 Per. of total 0.00 .76 1.52 2.27 14.39 12.88 Theoret. freq. .32 1.59 1.59 7.64 14.32 16.55 Cell chi-sq. .32 .22 .11 2.81 1.53 .01 46 TO 55 Freq. 0.00 3.00 3.00 8.00 11.00 15.00 Per. across 0.00 7.50 7.50 20.00 27.50 37.50 Per. down 0.00 60.00 60.00 33.33 24.44 28.85 Per. of total 0.00 2.27 2.27 6.06 8.33 11.36 Theoret. freq. .30 1.52 1.52 7.27 13.64 15.76 Cell chi-sq. .30 1.46 1.46 .07 .51 .04 56 TO 65 Freq. 0.00 0.00 0.00 2.00 3.00 12.00 Per. across 0.00 0.00 0.00 11.76 17.65 70.59 Per. down 0.00 0.00 0.00 8.33 6.67 23.08 Per. of total 0.00 0.00 0.00 1.52 2.27 9.09 Theoret. freq. .13 .64 .64 3.09 5.80 6.70 Continued on Next Page 203 Table VII, Continued Not Applicable Never Seldom Sometimes Often Always TOTAL Freq. 1.00 5.00 5.00 24.00 45.00 52.00 Per. across .76 3.79 3.79 18.18 34.09 39.39 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 3.79 3.79 18.18 34.09 39.39 Chi-square = 25.872; degrees of freedom 8 15 Product moment correlation 8 .1572 Significant at .05 level RELATIONSHIP BETWEEN AGE AND SELECTING CANDIDATES 204 Table VIII FOR POSITIONS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always 35 OR LESS Freq. 0.00 7.00 3.00 9.00 7.00 7.00 Per. across 0.00 21.21 9.09 27.27 21.21 21.21 Per. down 0.00 77.78 33.33 28.13 18.92 15.91 Per. of total 0.00 5.30 2.27 6.82 5.30 5.30 Theoret. freq. .25 2.25 2.25 8.00 9.25 11.00 36 TO 45 Freq. 1.00 1.00 1.00 8.00 15.00 16.00 Per. across 2.38 2.38 2.38 19.05 35.71 38.10 Per. down 100.00 11.11 11.11 25.00 40.54 36.36 Per. of total .76 .76 .76 6.06 11.36 12.12 Theoret. freq. .32 2.86 2.86 10.18 11.77 14.00 46 TO 55 Freq. 0.00 1.00 5.00 13.00 10.00 11.00 Per. across 0.00 2.50 12.50 32.50 25.00 27.50 Per. down 0.00 11.00 55.56 40.63 27.03 25.00 Per. of total 0.00 .76 3.79 9.85 7.58 8.33 Theoret. freq. .30 2.73 2.73 9.70 11.21 13.33 Cell chi-sq. .30 1.09 1.89 1.13 .13 .41 56 TO 65 Freq. 0.00 0.00 0.00 2.00 5.00 10.00 Per. across 0.00 0.00 0.00 11.76 29.41 58.82 Per. down 0.00 0.00 0.00 6.25 13.51 22.73 Per. of total 0.00 0.00 0.00 1.52 3.79 7.58 Theoret. freq. .13 1.16 1.16 4.12 4.77 5.67 Continued on Next Page 205 Table VIII, Continued Not Applicable Never Seldom Sometimes Often Always TOTAL Freq. 1.00 9.00 9.00 32.00 37.00 44.00 Per. across .76 6.82 6.82 24.24 28.03 33.33 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 6.82 6.82 24.24 28.03 33.33 Chi-square - 29.999; degrees of freedom - 15 Product moment correlation - .2599 Significant at .05 level 206 Table IX RELATIONSHIP BETWEEN NUMBER OF YEARS IN PRESENT POSITION AND ORIENTING NEW EMPLOYEES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LESS THAN 1 Freq. 2.00 0.00 1.00 5.00 8.00 8.00 Per. across 8.33 0.00 4.17 20.83 33.33 33.33 Per. down 33.33 0.00 20.00 22.73 21.05 13.56 Per. of total 1.52 0.00 .76 3.79 6.06 6.06 Theoret. freq. 1.09 .36 .91 4.00 6.91 10.73 Cell chi-sq. .76 .36 .01 .25 .17 .69 1 THROUGH 3 Freq. 3.00 0.00 0.00 4.00 12.00 21.00 Per. across 7.50 0.00 0.00 10.00 30.00 52.50 Per. down 50.00 0.00 0.00 18.18 31.58 35.59 Per. of total 2.27 0.00 0.00 3.03 9.09 15.91 Theoret. freq. 1.82 .61 1.52 6.67 11.52 17.88 Cell chi-sq. .77 .61 1.52 1.07 .02 .54 4 THROUGH 6 Freq. 0.00 1.00 1.00 6.00 9.00 13.00 Per. across 0.00 3.33 3.33 20.00 30.00 43.33 Per. down 0.00 50.00 20.00 27.27 23.68 22.03 Per. of total 0.00 .76 .76 4.55 6.82 9.85 Theoret. freq. 1.36 .45 1.14 5.00 8.64 13.41 Cell chi-sq. 1.36 .65 .02 .20 .02 .01 7 THROUGH 9 Freq. 1.00 1.00 3.00 1.00 2.00 4.00 Per. across 8.33 8.33 25.00 8.33 16.67 33.33 Per. down 16.67 50.00 60.00 4.55 5.26 6.78 Per. of total .76 .76 2.27 .76 1.52 3.03 Theoret. freq. .55 .18 .45 2.00 3.45 5.36 Continued on Next Page 207 Table IX, Continued Not Applicable Never Seldom Sometimes Often Always 10 OR MORE Freq. 0.00 0.00 0.00 6.00 7.00 13.00 Per. across 0.00 0.00 0.00 23.08 26.92 50.00 Per. down 0.00 0.00 0.00 27.27 18.42 22.03 Per. of total 0.00 0.00 0.00 4.55 5.30 9.85 Theoret. freq. 1.18 .39 .98 4.33 7.48 11.62 Cell chi-sq. 1.18 .39 .98 .64 .03 .16 TOTAL Freq. 6.00 2.00 5.00 22.00 38.00 59.00 Per. across 4.55 1.52 3.79 16.67 28.79 44.70 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 4.55 1.52 3.79 16.67 28.79 44.70 Chi-square = 32.201; degrees of freedom - 20 Product moment correlation - .0539 Significant at .05 level 208 Table X RELATIONSHIP BETWEEN NUMBER OF YEARS IN PRESENT POSITION AND SUPERVISING SUBORDINATES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LESS THAN 1 Freq. 2.00 4.00 5.00 7.00 3.00 3.00 Per. across 8.33 16.67 20.83 29.17 12.50 12.50 Per. down 50.00 80.00 41.67 25.93 8.82 6.00 Per. of total 1.52 3.03 3.79 5.30 2.27 2.27 Theoret. freq. .73 .91 2.18 4.91 6.18 9.09 Cell chi-sq. 2.23 10.51 3.64 .89 1.64 4.08 1 THROUGH 3 Freq. 0.00 0.00 2.00 6.00 11.00 21.00 Per. across 0.00 0.00 5.00 15.00 27.50 52.20 Per. down 0.00 _0.00 16.67 22.22 32.35 42.00 Per. of total 0.00 0.00 1.52 4.55 8.33 15.91 Theoret. freq. 1.21 1.52 3.64 8.18 10.30 15.15 Cell chi-sq. 1.21 1.52 .74 .58 .05 2.26 4 THROUGH 6 Freq. 0.00 0.00 3.00 8.00 8.00 11.00 Per. across 0.00 0.00 10.00 26.67 26.67 36.67 Per. down 0.00 0.00 25.00 29.63 23.53 22.00 Per. of total 0.00 0.00 2.27 6.06 6.06 8.33 Theoret. freq. .91 1.14 2.73 6.14 7.73 11.36 C611 Chi-Sq. 091 1014 003 057 001 001 7 THROUGH 9 Freq. 0.00 1.00 2.00 2.00 2.00 5.00 Per. across 0.00 8.33 16.67 16.67 16.67 41.67 Per. down 0.00 20.00 16.67 7.41 5.88 10.00 Per. of total 0.00 .76 1.52 1.52 1.52 3.79 Theoret. freq. .36 .45 1.09 2.45 3.09 4.55 Cell chi-sq. .36 .65 .76 .08 .39 .05 Continued on Next Page 209 Table X, Continued Not Applicable Never Seldom Sometimes Often Always 10 OR MORE Freq. 2.00 0.00 0.00 4.00 10.00 10.00 Per. across 7.69 0.00 0.00 15.38 38.46 38.46 Per. down 50.00 0.00 0.00 14.81 29.41 20.00 Per. of total 1.52 0.00 0.00 3.03 7.58 7.58 Theoret. freq. .79 .98 2.36 5.32 6.70 9.85 Cell chi-sq. 1.86 .98 2.36 .33 1.63 .00 TOTAL Freq. 4.00 5.00 12.00 27.00 34.00 50.00 Per. across 3.03 3.79 9.09 20.45 25.76 37.88 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 3.03 3.79 9.09 20.45 25.76 37.88 Chi-square a 41.458; degrees of freedom - 20 Product moment correlation - .1824 Significant at .05 level 210 Table XI RELATIONSHIP BETWEEN NUMBER OF SUBORDINATES AND PREPARING DESCRIPTIONS OF VARIOUS DEPARTMENTAL JOBS Not Applicable Never Seldom Sometimes Often Always 5 0R FEWER Per. across 6.98 0.00 18.60 23.26 30.23 20.93 Per. down 60.00 0.00 50.00 37.04 33.33 20.45 Per. of total 2.27 0.00 6.06 7.58 9.85 6.82 Theoret. freq. 1.63 .33 5.21 8.80 12.70 14.33 Cell chi-sq. 1.15 .33 1.49 .16 .01 1.98 6 THROUGH 10 Freq. 0.00 1.00 3.00 8.00 6.00 9.00 Per. across 0.00 3.70 11.11 29.63 22.22 33.33 Per. down 0.00 100.00 18.75 29.63 15.38 20.45 Per. of total 0.00 .76 2.27 6.06 4.55 6.82 Theoret. freq. 1.02 .20 3.27 5.52 7.98 9.00 Cell chi-sq. 1.02 3.09 .02 1.11 .49 .00 11 THROUGH 15 Freq. 1.00 0.00 1.00 3.00 3.00 1.00 Per. across 11.11 0.00 11.11 33.33 33.33 11.11 Per. down 20.00 0.00 6.25 11.11 7.69 2.27 Per. of total .76 0.00 .76 2.27 2.27 .76 Theoret. freq. .34 .07 1.09 1.84 2.66 3.00 Cell chi-sq. 1.27 .07 .01 .73 .04 1.33 16 THROUGH 20 Freq. 0.00 0.00 0.00 0.00 4.00 0.00 Per. across 0.00 0.00 0.00 0.00 100.00 0.00 Per. down 0.00 0.00 0.00 0.00 10.26 0.00 Per. of total 0.00 0.00 0.00 0.00 3.03 0.00 Theoret. freq. .15 .03 .48 .82 1.18 1.33 Continued on Next Page 211 Table XI, Continued Not Applicable Never Seldom Sometimes Often Always 10 OR MORE Freq. 1.00 0.00 4.00 6.00 13.00 25.00 Per. across 2.04 0.00 8.16 12.24 26.53 51.02 Per. down 20.00 0.00 25.00 22.22 33.33 56.82 Per. of total .76 0.00 3.03 4.55 9.85 18.94 Theoret. freq. 1.86 .37 5.94 10.22 14.48 16.33 TOTAL Freq. 5.00 1.00 16.00 27.00 39.00 44.00 Per. across 3.79 .76 12.12 20.45 29.55 33.33 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 3.79 .76 12.12 20.45 29.55 33.33 Chi-square = 31.626; degrees of freedom - 20 Product moment correlation - .2638 Significant at .05 level 212 Table XII RELATIONSHIP BETWEEN NUMBER OF SUBORDINATES AND PREPARING DIRECTIVES FOR ACCOMPLISHMENT OF DEPARTMENTAL OBJECTIVES Not Applicable Never Seldom Sometimes Often Always 5 OR FEWER Freq. 2.00 0.00 4.00 18.00 11.00 8.00 Per. across 4.65 0.00 9.30 41.86 25.58 18.60 Per. down 33.33 0.00 40.00 40.91 29.73 23.53 Per. of total 1.52 0.00 3.03 13.64 8.33 6.06 Theoret. freq. 1.95 .33 3.26 14.33 12.05 11.08 C811 Chi-8C1. .00 033 017 094 009 085 6 THROUGH 10 Freq. 1.00 1.00 3.00 8.00 7.00 7.00 Per. across 3.70 3.70 11.11 29.63 25.93 25.93 Per. down 16.67 100.00 30.00 18.18 18.92 20.59 Per. of total .76 .76 2.27 6.06 5.30 5.30 Theoret. freq. 1.23 .20 2.05 9.00 7.57 6.95 Cell chi-sq. .04 3.09 .45 .11 .04 .00 11 THROUGH 15 Freq. 0.00 0.00 0.00 4.00 4.00 1.00 Per. across 0.00 0.00 0.00 44.44 44.44 11.11 Per. down 0.00 0.00 0.00 9.09 10.81 2.94 Per. of total 0.00 0.00 0.00 3.03 3.03 .76 Theoret. freq. .41 .07 .68 3.00 2.52 2.32 Cell chi-sq. .41 .07 .68 .33 .87 .75 16 THROUGH 21 Freq. 2.00 0.00 0.00 0.00 1.00 1.00 Per. across 50.00 0.00 0.00 0.00 25.00 25.00 Per. down 33.33 0.00 0.00 0.00 2.70 2.94 Per. of total 1.52 0.00 0.00 0.00 .76 .76 Theoret. freq. .18 .03 .30 1.33 1.12 1.03 Continued on Next Page 213 Table XII, Continued Not ‘ Applicable Never Seldom Sometimes Often Always 21 OR MORE Freq. 1.00 0.00 3.00 14.00 14.00 17.00 Per. across 2.04 0.00 6.12 28.57 28.57 34.69 Per. down 16.67 0.00 30.00 31.82 37.84 $0.00 Per. of total .76 0.00 2.27 10.61 10.61 12.88 Theoret. freq. 2.23 .37 3.71 16.33 13.73 12.62 C811 Chi-sq. 068 037 all. .33 001 1052 TOTAL Freq. 6.00 1.00 10.00 44.00 37.00 34.00 Per. across 4.55 .76 7.58 33.33 28.03 25.76 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 4.55 .76 7.58 33.33 28.03 25.76 Chi-square = 32.126; degrees of freedom - 20 Product moment correlation = .1432 Significant at .05 level 214 Table XIII RELATIONSHIP BETWEEN NUMBER OF SUBORDINATES AND FORMULATING STANDARDS OF PERFORMANCE BASED ON GOALS, POLICIES, PROGRAMS, BUDGETS Not Applicable Never Seldom Sometimes Often Always 5 OR FEWER Freq. 1.00 0.00 9.00 9.00 12.00 12.00 Per. across 2.33 0.00 20.93 20.93 27.91 27.91 Per. down 50.00 0.00 50.00 34.62 30.00 26.67 Per. of total .76 0.00 6.82 6.82 9.09 9.09 Theoret. freq. .65 .33 5.86 8.47 13.03 14.66 Cell chi-sq. .19 .33 1.68 .03 .08 .48 6 THROUGH 10 Freq. 0.00 1.00 3.00 7.00 5.00 11.00 Per. across 0.00 3.70 11.11 25.93 18.52 40.74 Per. down 0.00 100.00 16.67 26.92 12.50 24.44 Per. total 0.00 .76 2.27 5.30 3.79 8.33 Theoret. freq. .41 .20 3.68 5.32 8.18 9.20 Cell chi-sq. .41 3.09 .13 .53 1.24 .35 11 THROUGH 15 Freq. 0.00 0.00 0.00 4.00 5.00 0.00 Per. across 0.00 0.00 0.00 44.44 55.56 0.00 Per. down 0.00 0.00 0.00 15.38 12.50 0.00 Per. total 0.00 0.00 0.00 3.03 3.79 0.00 Theoret. freq. .14 .07 1.23 1.77 2.73 3.07 Cell chi-sq. .14 .07 1.23 2.80 1.89 3.07 16 THROUGH 21 Freq. 1.00 0.00 0.00 0.00 0.00 3.00 Per. across 25.00 0.00 0.00 0.00 0.00 75.00 Per. down 50.00 0.00 0.00 0.00 0.00 6.67 Per. total .76 0.00 0.00 0.00 0.00 2.27 Theoret. freq. .06 .03 .55 .79 1.21 1.36 Continued on Next Page 215 Table XIII, Continued Not Applicable Never Seldom Sometimes Often Always 21 OR MORE Freq. 0.00 0.00 6.00 6.00 18.00 19.00 Per. across 0.00 0.00 12.24 12.24 36.73 38.78 Per. down 0.00 0.00 33.33 23.08 45.00 42.22 Per. of total 0.00 0.00 4.55 4.55 13.64 14.39 Theoret. freq. .74 .37 6.68 9.65 14.85 16.70 C811 Chi-sq. s74 .37 007 1038 067 .32 TOTAL Freq. 2.00 1.00 18.00 26.00 40.00 45.00 Per. across 1.52 .76 13.64 19.70 30.30 34.09 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 .76 13.64 19.70 30.30 34.09 Chi-square = 40.376; degrees of freedom = 20 Product moment correlation - .1565 Significant at .05 level 216 Table XIV RELATIONSHIP BETWEEN LEVEL OF EDUCATION AND SUPERVISING SUBORDINATES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always HIGH SCHOOL Freq. 0.00 0.00 1.00 1.00 2.00 1.00 Per. across 0.00 0.00 20.00 20.00 40.00 20.00 Per. down 0.00 0.00 8.33 3.70 5.88 2.00 Per. of total 0.00 0.00 .76 .76 1.52 .76 Theoret. freq. .15 .19 .45 1.02 1.29 1.89 C811 Chi’Sq o o 15 s 19 o 65 o 00 o 39 s 42 LESS THAN 1 YR. OF COLLEGE Freq. 1.00 0.00 0.00 0.00 0.00 1.00 Per. across 50.00 0.00 0.00 0.00 0.00 50.00 Per. down 25.00 0.00 0.00 0.00 0.00 2.00 Per. of total .76 0.00 0.00 0.00 0.00 .76 Theoret. freq. .06 .08 .18 .41 .52 .76 AT LEAST 1 YR. OF COLLEGE BUT NO DEGREE Freq. 0.00 0.00 2.00 0.00 4.00 12.00 Per. across 0.00 0.00 11.11 0.00 22.22 66.67 Per. down 0.00 0.00 16.67 0.00 11.76 24.00 Per. of total 0.00 0.00 1.52 0.00 3.03 9.09 Theoret. freq. .55 .68 1.64 3.68 4.64 6.82 Cell chi-sq. .55 .68 .08 3.68 .09 3.94 BACHELOR'S Freq. 0.00 3.00 9.00 17.00 21.00 27.00 Per. across 0.00 3.90 11.69 22.08 27.27 35.06 Per. down 0.00 60.00 75.00 62.96 61.76 54.00 Per. of total 0.00 2.27 6.82 12.88 15.91 20.45 Theoret. freq. 2.33 2.92 7.00 15.75 19.83 29.17 Cell chi-sq. 2.33 .00 .57 .10 .07 .16 Continued on Next Page 91 D “vs ”Id 1" 217 Table XIV, Continued Not Applicable Never Seldom Sometimes Often Always MASTER'S Freq. Per. across Per. down Per. of total Theoret. freq. Cell chi-sq. WORK BEYOND MASTER'S Freq. Per. across Per. down Per. of total Theoret. freq. Cell chi-sq. TOTAL Freq. Per. across Per. down Per. of total 3.00 0.00 0.00 8.00 3.00 7.00 14.29 0.00 0.00 38.10 14.29 33.33 75.00 0.00 0.00 29.63 8.82 14.00 2.27 0.00 0.00 6.06 2.27 5.30 .64 .80 1.91 4.30 5.41 7.95 8.78 .80 1.91 3.19 1.07 .11 0.00 2.00 0.00 1.00 4.00 2.00 0.00 22.22 0.00 11.11 44.44 22.22 0.00 40.00 0.00 3.70 11.76 4.00 0.00 1.52 0.00 .76 3.03 1.52 .27 .34 .82 1.84 2.32 3.41 .27 8.07 .82 .38 1.22 .58 4.00 5.00 12.00 27.00 34.00 50.00 3.03 3.79 9.09 20.45 25.76 37.88 100.00 100.00 100.00 100.00 100.00 100.00 3.03 3.79 9.09 20.45 25.76 37.88 Chi-square - 57.101; degrees of freedom 3 25 Product moment correlation = —.1088 Significant at .05 level 218 Table XV RELATIONSHIP BETWEEN MAJOR IN COLLEGE AND MAKING ACCURATE MEASUREMENT OF WORK THROUGH DEVELOPMENT OF SYSTEMATIC PROCEDURES Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 0.00 0.00 0.00 0.00 5.00 1.00 Per. across 0.00 0.00 0.00 0.00 83.33 16.67 Per. down 0.00 0.00 0.00 0.00 14.29 4.55 Per. of total 0.00 0.00 0.00 0.00 3.79 .76 Theoret. freq. .64 .18 .64 1.95 1.59 1.00 Cell chi-sq. .64 .18 .64 1.95 7.31 0.00 BUSINESS Freq. 4.00 2.00 5.00 26.00 17.00 15.00 Per. across 5.80 2.90 7.25 37.68 24.64 21.74 Per. down 28.57 50.00 35.71 60.47 48.57 68.18 Per. of total 3.03 1.52 3.79 19.70 12.88 11.36 Theoret. freq. 7.32 2.09 7.32 22.48 18.30 11.50 OTHER Freq. 10.00 2.00 9.00 17.00 13.00 6.00 Per. across 17.54 3.51 15.79 29.82 22.81 10.53 Per. down 71.43 50.00 64.29 39.53 37.14 27.27 Per. of total 7.58 1.52 6.82 12.88 9.85 4.55 Theoret. freq. 6.05 1.73 6.05 18.57 15.11 9.50 TOTAL Freq. 14.00 4.00 14.00 43.00 35.00 22.00 Per. across 10.61 3.03 10.61 32.58 26.52 16.67 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 10.61 3.03 10.61 32.58 26.52 16.67 Chi-square - 20.457; degrees of freedom 8 10 Product moment correlation = -.2810 Significant at .05 level RELATIONSHIP BETWEEN MAJOR IN COLLEGE AND MEASURING 219 Table XVI PERFORMANCE OF DEPARTMENTAL SUBORDINATES Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 0.00 0.00 0.00 0.00 3.00 3.00 Per. across 0.00 0.00 0.00 0.00 50.00 50.00 Per. down 0.00 0.00 0.00 0.00 9.38 6.67 Per. of total 0.00 0.00 0.00 0.00 2.27 2.27 Theoret. freq. .09 .50 .64 1.27 1.45 2.05 Cell chi-sq. .09 .50 .64 1.27 1.64 .45 BUSINESS Freq. 0.00 3.00 5.00 14.00 16.00 31.00 Per. across 0.00 4.35 7.25 20.29 23.19 44.93 Per. down 0.00 27.27 35.71 50.00 50.00 68.89 Per. of total 0.00 2.27 3.79 10.61 12.12 23.48 Theoret. freq. 1.05 5.75 7.32 14.64 16.73 23.52 OTHER Freq. 2.00 8.00 9.00 14.00 13.00 11.00 Per. across 3.51 14.04 15.79 24.56 22.81 19.30 Per. down 100.00 72.73 64.29 50.00 40.63 24.44 Per. of total 1.52 6.06 6.82 10.61 9.85 8.33 Theoret. freq. .86 4.75 6.05 12.09 13.82 19.43 TOTAL Freq. 2.00 11.00 14.00 28.00 32.00 45.00 Per. across 1.52 8.33 10.61 21.21 24.24 34.09 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 8.33 10.61 21.21 24.24 34.09 Chi-square 8 19.290; degrees of freedom = 10 Product moment correlation = -.3526 Significant at .05 level 220 Table XVII RELATIONSHIP BETWEEN MILITARY EXPERIENCE AND DEFINING RELATIONSHIPS AMONG JOBS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 1.00 0.00 0.00 0.00 0.00 0.00 Per. across 100.00 0.00 0.00 0.00 0.00 0.00 Per. down 25.00 0.00 0.00 0.00 0.00 0.00 Per. of total .76 0.00 0.00 0.00 0.00 0.00 Theoret. freq. .03 .02 .14 .23 .34 .24 Cell chi-sq. 31.03 .02 .14 .23 .34 .24 NO MILITARY Freq. 1.00 0.00 6.00 6.00 16.00 8.00 Per. across 2.70 0.00 16.22 16.22 43.24 21.62 Per. down 25.00 0.00 31.58 20.00 35.56 25.00 Per. of total .76 0.00 4.55 4.55 12.12 6.06 Theoret. freq. 1.12 .56 5.33 8.41 12.61 8.97 C811. Chi-sq. .01 .56 009 069 .91 010 LESS THAN 2 YRS O Freq. 0.00 0.00 1.00 3.00 3.00 6.00 Per. across 0.00 0.00 7.69 23.08 23.08 46.15 Per. down 0.00 0.00 5.26 10.00 6.67 18.75 Per. of total 0.00 0.00 .76 2.27 2.27 4.55 Theoret. freq. .39 .20 1.87 2.95 4.43 3.15 Cell chi-sq. .39 .20 .41 .00 .46 2.57 2 THROUGH 4 Freq. 2.00 2.00 10.00 18.00 24.00 15.00 Per. across 2.82 2.82 14.08 25.35 33.80 21.13 Per. down 50.00 100.00 52.63 60.00 53.33 46.88 Per. of total 1.52 1.52 7.58 13.64 18.18 11.36 Theoret. freq. 2.15 1.08 10.22 16.14 24.20 17.21 Cell chi-sq. .Ol .79 .00 .22 .00 .28 Continued on Next Page 221 Table XVII, Continued Not Applicable Never Seldom Sometimes Often Always MORE THAN 4 YRS. Freq. 0.00 0.00 2.00 3.00 2.00 3.00 Per. across 0.00 0.00 20.00 30.00 20.00 30.00 Per. down 0.00 0.00 10.53 10.00 4.44 9.38 Per. of total 0.00 0.00 1.52 2.27 1.52 2.27 Theoret. freq. .30 .15 1.44 2.27 3.41 2.42 C811 Chi-8Q. 030 015 022 .23 058 .14 TOTAL Freq. 4.00 2.00 19.00 30.00 45.00 32.00 Per. across 3.03 1.52 14.39 22.73 34.09 24.24 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 3.03 1.52 14.39 22.73 34.09 24.24 Chi-square = 41.333; degrees of freedom = 20 Product moment correlation - -.0009 Significant at .05 level RELATIONSHIP BETWEEN MILITARY EXPERIENCE AND DEFINING LINES 222 Table XVIII OF AUTHORITY WITHIN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 1.00 0.00 0.00 0.00 0.00 0.00 Per. across 100.00 0.00 0.00 0.00 0.00 0.00 Per. down 25.00 0.00 0.00 0.00 0.00 0.00 Per. of total .76 0.00 0.00 0.00 0.00 0.00 Theoret. freq. .03 .07 .14 .28 .26 .22 Cell chi-sq. 31.03 .07 .14 .28 .26 .22 NO MILITARY Freq. 2.00 3.00 5.00 11.00 11.00 5.00 Per. across 5.41 8.11 13.51 29.73 29.73 13.51 Per. down 50.00 33.33 26.32 29.73 32.35 17.24 Per. of total 1.52 2.27 3.79 8.33 8.33 3.79 Theoret. freq. 1.12 2.52 5.33 10.37 9.53 8.13 Cell chi-sq. .69 .09 .02 .04 .23 1.20 LESS THAN 2 YR. Freq. 0.00 0.00 1.00 2.00 4.00 6.00 Per. across 0.00 0.00 7.69 15.38 30.77 46.15 Per. down 0.00 0.00 5.26 5.41 11.76 20.69 Per. of total 0.00 0.00 .76 1.52 3.03 4.55 Theoret. freq. .39 .89 1.87 3.64 3.35 2.86 Cell chi-sq. .39 .89 .41 .74 .13 3.46 2 THROUGH 4 Freq. 1.00 6.00 12.00 23.00 12.00 17.00 Per. across 1.41 8.45 16.90 32.39 16.90 23.94 Per. down 25.00 66.67 63.16 62.16 35.29 58.62 Per. of total .76 4.55 9.09 17.42 9.09 12.88 C811 Chi-sq. 062 028 031 048 2016 013 Continued on Next Page 223 Table XVIII, Continued Not Applicable Never Seldom Sometimes Often Always MORE THAN 4 YRS. Freq. 0.00 0.00 1.00 1.00 7.00 1.00 Per. across 0.00 0.00 10.00 10.00 70.00 10.00 Per. down 0.00 0.00 5.26 2.70 20.59 3.45 Per. of total 0.00 0.00 .76 .76 5.30 .76 Theoret. freq. .30 .68 1.44 2.80 2.58 2.20 Cell chi-sq. .30 .68 .13 1.16 7.60 .65 TOTAL Freq. 4.00 9.00 19.00 37.00 34.00 29.00 Per. across 3.03 6.82 14.39 28.03 25.76 21.97 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 3.03 6.82 14.39 28.03 25.76 21.97 Chi-square = 54.788; degrees of freedom = 20 Product moment correlation = .1161 Significant at .05 level 224 Table XIX RELATIONSHIP BETWEEN MILITARY EXPERIENCE AND DEFINING RESPONSIBILITIES OF SUBORDINATES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 1.00 0.00 0.00 0.00 0.00 0.00 Per. across 100.00 0.00 0.00 0.00 0.00 0.00 Per. down 100.00 0.00 0.00 0.00 0.00 0.00 Per. of total .76 0.00 0.00 0.00 0.00 0.00 Theoret. freq. .01 .06 .11 .27 .31 .25 Cell chi-sq. 130.01 .06 .ll .27 .31 .25 NO MILITARY Freq. 0.00 2.00 4.00 14.00 9.00 8.00 Per. across 0.00 5.41 10.81 37.84 24.32 21.62 Per. down 0.00 25.00 28.57 40.00 21.95 24.24 Per. of total 0.00 1.52 3.03 10.61 6.82 6.06 Theoret. freq. .28 2.24 3.92 9.81 11.49 9.25 Cell chi-sq. .28 .03 .00 1.79 .54 .17 LESS THAN 2 YR. Freq. 0.00 1.00 2.00 0.00 5.00 5.00 Per. across 0.00 7.69 15.38 0.00 38.46 38.46 Per. down 0.00 12.50 14.29 0.00 12.20 15.15 Per. of total 0.00 .76 1.52 0.00 3.79 3.79 Theoret. freq. .10 .79 1.38 3.45 4.04 3.25 Cell chi-sq. .10 .06 .28 3.45 .23 .94 2 THROUGH 4 Freq. 0.00 4.00 7.00 19.00 23.00 18.00 Per. across 0.00 5.63 9.86 26.76 32.39 25.35 Per. down 0.00 50.00 50.00 54.29 56.10 54.55 Per. of total 0.00 3.03 5.30 14.39 17.42 13.64 Theoret. freq. .54 4.30 7.53 18.83 22.05 17.75 Cell chi-sq. .54 .02 .04 .00 .04 .00 Continued on Next Page Table XIX, Continued Sometimes Often Always Not Applicable MORE THAN 4 YR. Freq. 0.00 Per. across 0.00 Per. down 0.00 Per. of total 0.00 Theoret. freq. .08 Cell chi—sq. .08 TOTAL Freq. 1.00 Per. across .76 Per. down 100.00 Per. of total .76 Chi-square = 140.355; degrees of freedom Product moment correlation Significant at .05 level 4.00 40.00 9.76 3.03 3.11 .26 41.00 31.06 100.00 31.06 20 2.00 20.00 6.06 1.52 2.50 .10 33.00 25.00 100.00 25.00 226 Table XX RELATIONSHIP BETWEEN MILITARY EXPERIENCE AND ORIENTING NEW EMPLOYEES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 1.00 0.00 0.00 0.00 0.00 0.00 Per. across 100.00 0.00 0.00 0.00 0.00 0.00 Per. down 16.67 0.00 0.00 0.00 0.00 0.00 Per. of total .76 0.00 0.00 0.00 0.00 0.00 Theoret. freq. .05 .02 .04 .17 .29 .45 Cell chi-sq. 20.05 .02 .04 .17 .29 .45 NO MILITARY Freq. 2.00 0.00 2.00 10.00 10.00 13.00 Per. across 5.41 0.00 5.41 27.03 27.03 35.14 Per. down 33.33 0.00 40.00 45.45 26.32 22.03 Per. of total 1.52 0.00 1.52 7.58 7.58 9.85 Theoret. freq. 1.68 .56 1.40 6.17 10.65 16.54 Cell chi-sq. .06 .56 .26 2.38 .04 .76 LESS THAN 2 YR. Freq. 1.00 0.00 0.00 1.00 5.00 6.00 Per. across 7.69 0.00 0.00 7.69 38.46 46.15 Per. down 16.67 0.00 0.00 4.55 13.16 10.17 Per. of total .76 0.00 0.00 .76 3.79 4.55 Theoret. freq. .59 .20 .49 2.17 3.74 5.81 Cell chi-sq. .28 .20 .49 .63 .42 .01 2 THROUGH 4 Freq. 2.00 2.00 2.00 9.00 19.00 37.00 Per. across 2.82 2.82 2.82 12.68 26.76 52.11 Per. down 33.33 100.00 40.00 40.91 50.00 62.71 Per. of total 1.52 1.52 1.52 6.82 14.39 28.03 Theoret. freq. 3.23 1.08 2.69 11.83 20.44 31.73 Cell chi—sq. .47 .79 .18 .68 .10 .87 Continued on Next Page 227 Table XX, Continued Not Applicable Never Seldom Sometimes Often Always MORE THAN 4 YR. Freq. 0.00 0.00 1.00 2.00 4.00 3.00 Per. across 0.00 0.00 10.00 20.00 40.00 30.00 Per. down 0.00 0.00 20.00 9.09 10.53 5.08 Per. of total 0.00 0.00 .76 1.52 3.03 2.27 Theoret. freq. .45 .15 .38 1.67 2.88 4.47 Cell chi-sq. .45 .15 1.02 .07 .44 .48 TOTAL Freq. 6.00 2.00 5.00 22.00 38.00 59.00 Per. across 4.55 1.52 3.79 16.67 28.79 44.70 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 4.55 1.52 3.79 16.67 28.79 44.70 Chi-square = 32.788; degrees of freedom = 20 Product moment correlation = .1557 Significant at .05 level 228 Table XXI RELATIONSHIP BETWEEN MILITARY EXPERIENCE AND APPRAISING CANDIDATES FOR POSITIONS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 1.00 0.00 0.00 0.00 0.00 0.00 Per. across 100.00 0.00 0.00 0.00 0.00 0.00 Per. down 50.00 0.00 0.00 0.00 0.00 0.00 Per. of total .76 0.00 0.00 0.00 0.00 0.00 Theoret. freq. .02 .05 .09 .17 .32 .36 NO MILITARY Freq. 1.00 2.00 2.00 7.00 12.00 13.00 Per. across 2.70 5.41 5.41 18.92 32.43 35.14 Per. down 50.00 33.33 16.67 31.82 28.57 27.08 Per. of total .76 1.52 1.52 5.30 9.09 9.85 Theoret. freq. .56 1.68 3.36 6.17 11.77 13.45 Cell chi-sq. .34 .06 .55 .11 .OO .02 LESS THAN 2 YR. Freq. 0.00 0.00 0.00 2.00 5.00 6.00 Per. across 0.00 0.00 0.00 15.38 38.46 46.15 Per. down 0.00 0.00 0.00 9.09 11.90 12.50 Per. of total 0.00 0.00 0.00 1.52 3.79 4.55 Theoret. freq. .20 .59 1.18 2.17 4.14 4.73 Cell chi-sq. .20 .59 1.18 .01 .18 .34 2 THROUGH 4 Freq. 0.00 4.00 9.00 11.00 21.00 26.00 Per. across 0.00 5.63 12.68 15.49 29.58 36.62 Per. down 0.00 66.67 75.00 50.00 50.00 54.17 Per. of total 0.00 3.03 6.82 8.33 15.91 19.70 Theoret. freq. 1.08 3.23 6.45 11.83 22.59 25.82 Cell chi-sq. 1.08 .19 1.00 .06 .ll .00 Continued on Next Page 229 Table XXI, Continued Not Applicable Never Seldom Sometimes Often Always MORE THAN 4 YR. Freq. 0.00 0.00 1.00 2.00 4.00 3.00 Per. across 0.00 0.00 10.00 20.00 40.00 30.00 Per. down 0.00 0.00 8.33 9.09 9.52 6.25 Per. of total 0.00 0.00 .76 1.52 3.03 2.27 Theoret. freq. .15 .45 .91 1.67 3.18 3.64 Cell chi-sq. .15 .45 .01 .07 .21 .11 TOTAL Freq. 2.00 6.00 12.00 22.00 42.00 48.00 Per. across 1.52 4.55 9.09 16.67 31.82 36.36 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 4.55 9.09 16.67 31.82 36.36 Chi-square = 72.035; degrees of freedom = 20 Product moment correlation = .0521 Significant at .05 level RELATIONSHIP BETWEEN MILITARY EXPERIENCE AND TRAINING 230 Table XXII NEW SUBORDINATES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 0.00 0.00 1.00 0.00 0.00 0.00 Per. across 0.00 0.00 100.00 0.00 0.00 0.00 Per. down 0.00 0.00 11.11 0.00 0.00 0.00 Per. of total 0.00 0.00 .76 0.00 0.00 0.00 Theoret. freq. .01 .04 .07 .17 .24 .47 Cell chi-sq. .01 .04 12.73 .17 .24 .47 NO MILITARY Freq. 0.00 1.00 0.00 13.00 8.00 15.00 Per. across 0.00 2.70 0.00 35.14 21.62 40.54 Per. down 0.00 20.00 0.00 56.52 25.00 24.19 Per. of total 0.00 .76 0.00 9.85 6.06 11.36 Theoret. freq. .28 1.40 2.52 6.45 8.97 17.38 Cell chi-sq. .28 .12 2.52 6.66 .10 .33 LESS THAN 2 YR. Freq. 0.00 0.00 0.00 4.00 2.00 7.00 Per. across 0.00 0.00 0.00 30.77 15.38 53.85 Per. down 0.00 0.00 0.00 17.39 6.25 11.29 Per. of total 0.00 0.00 0.00 3.03 1.52 5.30 Theoret. freq. .10 .49 .89 2.27 3.15 6.11 Cell chi—sq. .10 .49 .89 1.33 .42 .13 2 THROUGH 4 Freq. 1.00 4.00 5.00 5.00 20.00 36.00 Per. across 1.41 5.63 7.04 7.04 28.17 50.70 Per. down 100.00 80.00 55.56 21.74 62.50 58.06 Per. of total .76 3.03 3.79 3.79 15.15 27.27 Theoret. freq. .54 2.69 4.84 12.37 17.21 33.35 Cell chi-sq. .40 .64 .01 4.39 .45 .21 Continued on Next Page 231 Table XXII, Continued Not Applicable Never Seldom Sometimes Often Always MORE THAN 4 YR. Freq. 0.00 0.00 3.00 1.00 2.00 4.00 Per. across 0.00 0.00 30.00 10.00 20.00 40.00 Per. down 0.00 0.00 33.33 4.35 6.25 6.45 Per. of total 0.00 0.00 2.27 .76 1.52 3.03 Theoret. freq. .08 .38 .68 1.74 2.42 4.70 Cell chi-sq. .08 .38 7.88 .32 .07 .10 TOTAL Freq. 1.00 5.00 9.00 23.00 32.00 62.00 Per. across .76 3.79 6.82 17.42 24.24 46.97 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 3.79 6.82 17.42 24.24 46.97 Chi-square = 41.959; degrees of freedom = 20 Product moment correlation = .0207 Significant at .05 level RELATIONSHIP BETWEEN MILITARY EXPERIENCE AND ESTABLISHING 232 Table XXIII PROCEDURES FOR UNIFORMITY OF WORK Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 0.00 0.00 0.00 0.00 1.00 0.00 Per. across 0.00 0.00 0.00 0.00 100.00 0.00 Per. down 0.00 0.00 0.00 0.00 1.59 0.00 Per. of total 0.00 0.00 0.00 0.00 .76 0.00 Theoret. freq. .02 .01 .02 .20 .48 .28 Cell chi-sq. .02 .01 .02 .20 .57 .28 NO MILITARY Freq. 0.00 0.00 0.00 10.00 15.00 12.00 Per. across 0.00 0.00 0.00 27.03 40.54 32.43 Per. down 0.00 0.00 0.00 38.46 23.81 32.43 Per. of total 0.00 0.00 0.00 7.58 11.36 9.09 Theoret. freq. .84 .28 .56 7.29 17.66 10.37 Cell chi-sq. .84 .28 .56 1.01 .40 .26 LESS THAN 2 YR. Freq. 2.00 0.00 0.00 0.00 7.00 4.00 Per. across 15.38 0.00 0.00 0.00 53.85 30.77 Per. down 66.67 0.00 0.00 0.00 11.11 10.81 Per. of total 1.52 0.00 0.00 0.00 5.30 3.03 Theoret. freq. .30 .10 .20 2.56 6.20 3.64 Cell chi—sq. 9.83 .10 .20 2.56 .10 .03 2 THROUGH 4 Freq. 1.00 0.00 2.00 12.00 37.00 19.00 Per. across 1.41 0.00 2.82 16.90 52.11 26.76 Per. down 33.33 0.00 100.00 46.15 58.73 51.35 Per. of total .76 0.00 1.52 9.09 28.03 14.39 Theoret. freq. 1.61 .54 1.08 13.98 33.89 19.90 Cell chi-sq. .23 .54 .79 .28 .29 .04 Continued on Next Page 233 Table XXIII, Continued Not Applicable Never Seldom Sometimes Often Always MORE THAN 4 YR. Freq. 0.00 1.00 0.00 4.00 3.00 2.00 Per. across 0.00 10.00 0.00 40.00 30.00 20.00 Per. down 0.00 100.00 0.00 15.38 4.76 5.41 Per. of total 0.00 .76 0.00 3.03 2.27 1.52 Theoret. freq. .23 .08 .15 1.97 4.77 2.80 Cell chi-sq. .23 11.28 .15 2.09 .66 .23 TOTAL Freq. 3.00 1.00 2.00 26.00 63.00 37.00 Per. across 2.27 .76 1.52 19.70 47.73 28.03 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 2.27 .76 1.52 19.70 47.73 28.03 Chi-square = 34.079; degrees of freedom = 20 Product moment correlation = -.0760 Significant at .05 level Table XXIV 234 RELATIONSHIP BETWEEN MILITARY EXPERIENCE AND WRITING DEPARTMENTAL POLICIES FOR EMPLOYEES Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 1.00 0.00 0.00 0.00 0.00 0.00 Per. across 100.00 0.00 0.00 0.00 0.00 0.00 Per. down 20.00 0.00 0.00 0.00 0.00 0.00 Per. of total .76 0.00 0.00 0.00 0.00 0.00 Theoret. freq. .04 .05 .14 .32 .27 .19 Cell chi-sq. 24.44 .05 .14 .32 .27 .19 NO MILITARY Freq. 1.00 0.00 9.00 11.00 11.00 5.00 Per. across 2.70 0.00 24.32 29.73 29.73 13.51 Per. down 20.00 0.00 50.00 26.19 30.56 20.00 Per. of total .76 0.00 6.82 8.33 8.33 3.79 Theoret. freq. 1.40 1.68 5.05 11.77 10.09 7.01 Cell chi-sq. .12 1.68 3.10 .05 .08 .58 LESS THAN 2 YR. Freq. 0.00 0.00 1.00 4.00 3.00 5.00 Per. across 0.00 0.00 7.69 30.77 23.08 38.46 Per. down 0.00 0.00 5.56 9.52 8.33 20.00 Per. of total 0.00 0.00 .76 3.03 2.27 3.79 Theoret. freq. .49 .59 1.77 4.14 3.55 2.46 Cell chi-sq. .49 .59 .34 .00 .08 2.62 2 THROUGH 4 Freq. 3.00 5.00 7.00 24.00 19.00 13.00 Per. across 4.23 7.04 9.86 33.80 26.76 18.31 Per. down 60.00 83.33 38.89 57.14 52.78 52.00 Per. of total 2.27 3.79 5.30 18.18 14.39 9.85 Theoret. freq. 2.69 3.23 9.68 22.59 19.36 13.45 C811 Chi-sq. 004 .97 074 .09 001 .01 Continued on Next Page 235 Table XXIV, Continued Not Applicable Never Seldom Sometimes Often Always MORE THAN 4 YR. Freq. 0.00 1.00 1.00 3.00 3.00 2.00 Per. across 0.00 10.00 10.00 30.00 30.00 20.00 Per. down 0.00 16.67 5.56 7.14 8.33 8.00 Per. of total 0.00 .76 .76 2.27 2.27 1.52 Theoret. freq. .38 .45 1.36 3.18 2.73 1.89 Cell chi-sq. .38 .65 .10 .01 .03 .01 TOTAL Freq. 5.00 6.00 18.00 42.00 36.00 25.00 Per. across 3.79 4.55 13.64 31.82 27.27 18.94 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 3.79 4.55 13.64 31.82 27.27 18.94 Chi—square = 38.165; degrees of freedom = 20 Product moment correlation = .0471 Significant at .05 level 236 Table XXV RELATIONSHIP BETWEEN MILITARY EXPERIENCE AND MEASURING PERFORMANCE OF DEPARTMENTAL SUBORDINATES Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 0.00 1.00 0.00 0.00 0.00 0.00 Per. across 0.00 100.00 0.00 0.00 0.00 0.00 Per. down 0.00 9.09 0.00 0.00 0.00 0.00 Per. of total 0.00 .76 0.00 0.00 0.00 0.00 Theoret. freq. .02 .08 .ll .21 .24 .34 Cell chi-sq. .02 10.08 .11 .21 .24 .34 NO MILITARY Freq. 0.00 5.00 2.00 8.00 11.00 11.00 Per. across 0.00 13.51 5.41 21.62 29.73 29.73 Per. down 0.00 45.45 14.29 28.57 34.38 24.44 Per. of total 0.00 3.79 1.52 6.06 8.33 8.33 Theoret. freq. .56 3.08 3.92 7.85 8.97 12.61 Cell chi-sq. .56 1.19 .94 .00 .46 .21 LESS THAN 2 YR. Freq. 0.00 2.00 0.00 2.00 2.00 7.00 Per. across 0.00 15.38 0.00 15.38 15.38 53.85 Per. down 0.00 18.18 0.00 7.14 6.25 15.56 Per. of total 0.00 1.52 0.00 1.52 1.52 5.30 Theoret. freq. .20 1.08 1.38 2.76 3.15 4.43 Cell chi-sq. .20 .78 1.38 .21 .42 1.49 2 THROUGH 4 Freq. 1.00 2.00 12.00 16.00 15.00 25.00 Per. across , 1.41 2.82 16.90 22.54 21.13 35.21 Per. down 50.00 18.18 85.71 57.14 46.88 55.56 Per. of total .76 1.52 9.09 12.12 11.36 18.94 Theoret. freq. 1.08 5.92 7.53 15.06 17.21 24.20 Cell chi-sq. .01 2.59 2.65 .06 .28 .03 Continued on Next Page 237 Table XXV, Continued Not Applicable Never Seldom Sometimes Often Always MORE THAN 4 YR. Freq. 1.00 1.00 0.00 2.00 4.00 2.00 Per. across 10.00 10.00 0.00 20.00 40.00 20.00 Per. down 50.00 9.09 0.00 7.14 12.50 4.44 Per. of total .76 .76 0.00 1.52 3.03 1.52 Theoret. freq. .15 .83 1.06 2.12 2.42 3.41 Cell chi-sq. 4.75 .03 1.06 .01 1.02 .58 TOTAL Freq. 2.00 11.00 14.00 28.00 32.00 45.00 Per. across 1.52 8.33 10.61 21.21 24.24 34.09 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 8.33 10.61 21.21 24.24 34.09 Chi-square = 31.912; degrees of freedom = 20 Product moment correlation = .0196 Significant at .05 level 238 Table XXVI RELATIONSHIP BETWEEN MILITARY OFFICER EXPERIENCE AND WRITING SHORT-TERM DEPARTMENTAL OBJECTIVES Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 0.00 0.00 2.00 0.00 0.00 0.00 Per. across 0.00 0.00 100.00 0.00 0.00 0.00 Per. down 0.00 0.00 12.50 0.00 0.00 0.00 Per. of total 0.00 0.00 1.52 0.00 0.00 0.00 Theoret. freq. .06 .06 .24 .68 .58 .38 Cell chi-sq. .06 .06 12.74 .68 .58 .38 YES Freq. 2.00 3.00 5.00 10.00 13.00 6.00 Per. across 5.13 7.69 12.82 25.64 33.33 15.38 Per. down 50.00 75.00 31.25 22.22 34.21 24.00 Per. of total 1.52 2.27 3.79 7.58 9.85 4.55 Theoret. freq. 1.18 1.18 4.73 13.30 11.23 7.39 Cell chi-sq. .57 2.80 .02 .82 .28 .26 NO Freq. 2.00 1.00 9.00 35.00 25.00 19.00 Per. across 2.20 1.10 9.89 38.46 27.47 20.88 Per. down 50.00 25.00 56.25 77.78 65.79 76.00 Per. of total 1.52 .76 6.82 26.52 18.94 14.39 Theoret. freq. 2.76 2.76 11.03 31.02 26.20 17.23 Cell chi-sq. .21 1.12 .37 .51 .05 .18 TOTAL Freq. 4.00 4.00 16.00 45.00 38.00 25.00 Per. across 3.03 3.03 12.12 34.09 28.79 18.94 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 3.03 3.03 12.12 34.09 28.79 18.94 Chi-square = 21.684; degrees of freedom Product moment correlation = Significant at .05 level .1653 239 Table XXVII RELATIONSHIP BETWEEN MILITARY OFFICER EXPERIENCE AND IDENTIFYING PRIMARY DUTIES OF JOBS THAT MUST BE PERFORMED Not Applicable Never Seldom Sometimes Oftem Always LEFT BLANK Freq. 0.00 1.00 0.00 1.00 0.00 0.00 Per. across 0.00 50.00 0.00 50.00 0.00 0.00 Per. down 0.00 20.00 0.00 3.85 0.00 0.00 Per. of total 0.00 .76 0.00 .76 0.00 0.00 Theoret. freq. .03 .08 .30 .39 .68 .52 Cell chi-sq. .03 11.28 .30 .93 .68 .52 YES Freq. 1.00 3.00 4.00 5.00 14.00 12.00 Per. across 2.56 7.69 10.26 12.82 35.90 30.77 Per. down 50.00 60.00 20.00 19.23 31.11 35.29 Per. of total .76 2.27 3.03 3.79 10.61 9.09 Theoret. freq. .59 1.48 5.91 7.68 13.30 10.05 Cell chi-sq. .28 1.57 .62 .94 .04 .38 NO Freq. 1.00 1.00 16.00 20.00 31.00 22.00 Per. across 1.10 1.10 17.58 21.98 34.07 24.18 Per. down 50.00 20.00 80.00 76.92 68.89 64.71 Per. of total .76 .76 12.12 15.15 23.48 16.67 Theoret. freq. 1.38 3.45 13.79 17.92 31.02 23.44 Cell chi-sq. .10 1.74 .35 .24 .00 .09 TOTAL Freq. 2.00 5.00 20.00 26.00 45.00 34.00 Per. across 1.52 3.79 15.15 19.70 34.09 25.76 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 3.79 15.15 19.70 34.09 25.76 Chi—square = 20.087; degrees of freedom = Product moment correlation Significant at .05 level = .0510 240 Table XXVIII RELATIONSHIP BETWEEN MILITARY OFFICER EXPERIENCE AND DEFINING RELATIONSHIPS AMONG JOBS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 1.00 0.00 0.00 0.00 1.00 0.00 Per. across 50.00 0.00 0.00 0.00 50.00 0.00 Per. down 25.00 0.00 0.00 0.00 2.22 0.00 Per. of total .76 0.00 0.00 0.00 .76 0.00 Theoret. freq. .06 .03 .29 .45 .68 .48 Cell chi-sq. 14.56 .03 .29 .45 .15 .48 YES Freq. 2.00 2.00 7.00 6.00 13.00 9.00 Per. across 5.13 5.13 17.95 15.38 33.33 23.08 Per. down 50.00 100.00 36.84 20.00 28.89 28.13 Per. of total 1.52 1.52 5.30 4.55 9.85 6.82 Theoret. freq. 1.18 .59 5.61 8.86 13.30 9.45 Cell chi-sq. .57 3.36 .34 .93 .01 .02 NO Freq. 1.00 0.00 12.00 24.00 31.00 23.00 Per. across 1.10 0.00 13.19 26.37 34.07 25.27 Per. down 25.00 0.00 63.16 80.00 68.89 71.88 Per. of total .76 0.00 9.09 18.18 23.48 17.42 Theoret. freq. 2.76 1.38 13.10 20.68 31.02 22.06 Cell chi-sq. 1.12 1.38 .09 .53 .00 .04 TOTAL Freq. 4.00 2.00 19.00 30.00 45.00 32.00 Per. across 3.03 1.52 14.39 22.73 34.09 24.24 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 3.03 1.52 14.39 22.73 34.09 24.24 Chi-square = 24.353; degrees of freedom = Product moment correlation = Significant at .05 level .1760 241 Table XXIX RELATIONSHIP BETWEEN MILITARY OFFICER EXPERIENCE AND DEFINING LINES OF AUTHORITY IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 1.00 0.00 1.00 0.00 0.00 0.00 Per. across 50.00 0.00 50.00 0.00 0.00 0.00 Per. down 25.00 0.00 5.26 0.00 0.00 0.00 Per. of total .76 0.00 .76 0.00 0.00 0.00 Theoret. freq. .06 .14 .29 .56 .52 .44 Cell chi-sq. 14.56 .14 1.76 .56 .52 .44 YES Freq. 0.00 4.00 5.00 11.00 11.00 8.00 Per. across 0.00 10.26 12.82 28.21 28.21 20.51 Per. down 0.00 44.44 26.32 29.73 32.35 27.59 Per. of total 0.00 3.03 3.79 8.33 8.33 6.06 Theoret. freq. 1.18 2.66 5.61 10.93 10.05 8.57 Cell chi-sq. 1.18 .68 .07 .OO .09 .04 NO Freq. 3.00 5.00 13.00 26.00 23.00 21.00 Per. across 3.30 5.49 14.29 28.57 25.27 23.08 Per. down 75.00 55.56 68.42 70.27 67.65 72.41 Per. of total 2.27 3.79 9.85 19.70 17.42 15.91 Theoret. freq. 2.76 6.20 13.10 25.51 23.44 19.99 Cell chi-sq. .02 .23 .OO .01 .01 .05 TOTAL Freq. 4.00 9.00 19.00 37.00 34.00 29.00 Per. across 3.03 6.82 14.39 28.03 25.76 21.97 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 3.03 6.82 14.39 28.03 25.76 21.97 Chi-square = 20.352; degrees of freedom = Product moment correlation Significant at .05 level = .0925 10 -ll III... II]. II' F! bull I|llll ll RELATIONSHIP BETWEEN MILITARY OFFICER EXPERIENCE AND DEFINING 242 Table XXX RESPONSIBILITIES OF SUBORDINATES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 1.00 0.00 0.00 1.00 0.00 0.00 Per. across 50.00 0.00 0.00 50.00 0.00 0.00 Per. down 100.00 0.00 0.00 2.86 0.00 0.00 Per. of total .76 0.00 0.00 .76 0.00 0.00 Theoret. freq. .02 .12 .21 .53 .62 .50 Cell chi-sq. 64.02 .12 .21 .42 .62 .50 YES Freq. 0.00 3.00 4.00 9.00 10.00 13.00 Per. across 0.00 7.69 10.26 23.08 25.64 33.33 Per. down 0.00 37.50 28.57 25.71 24.39 39.39 Per. of total 0.00 2.27 3.03 6.82 7.58 9.85 Theoret. freq. .30 2.36 4.14 10.34 12.11 9.75 Cell chi-sq. .30 .17 .00 .17 .37 1.08 NO Freq. 0.00 5.00 10.00 25.00 31.00 20.00 Per. across 0.00 5.49 10.99 27.47 34.07 21.98 Per. down 0.00 62.50 71.43 71.43 75.61 60.61 Per. of total 0.00 3.79 7.58 18.94 23.48 15.15 Theoret. freq. .69 5.52 9.65 24.13 28.27 22.75 Cell chi-sq. .69 .05 .Ol .03 .26 .33 TOTAL Freq. 1.00 8.00 14.00 35.00 41.00 33.00 Per. across .76 6.06 10.61 26.52 31.06 25.00 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 6.06 10.61 26.52 31.06 25.00 Chi-square = 69.362; degrees of freedom = Product moment correlation - Significant at .05 level .0523 10 243 Table XXXI RELATIONSHIP BETWEEN MILITARY OFFICER EXPERIENCE AND APPRAISING CANDIDATES FOR POSITIONS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 1.00 0.00 0.00 1.00 0.00 0.00 Per. across 50.00 0.00 0.00 50.00 0.00 0.00 Per. down 50.00 0.00 0.00 4.55 0.00 0.00 Per. of total .76 0.00 0.00 .76 0.00 0.00 Theoret. freq. .03 .09 .18 .33 .64 .73 Cell chi-sq. 31.03 .09 .18 1.33 .64 .73 YES Freq. 0.00 1.00 4.00 5.00 16.00 13.00 Per. across 0.00 2.56 10.26 12.82 41.03 33.33 Per. down 0.00 16.67 33.33 22.73 38.10 27.08 Per. of total 0.00 .76 3.03 3.79 12.12 9.85 Theoret. freq. .59 1.77 3.55 6.50 12.41 14.18 Cell chi-sq. .59 .34 .06 .35 1.04 .10 NO Freq. 1.00 5.00 8.00 16.00 26.00 35.00 Per. across 1.10 5.49 8.79 17.58 28.57 38.46 Per. down 50.00 83.33 66.67 72.73 61.90 72.92 Per. of total .76 3.79 6.06 12.12 19.70 26.52 Theoret. freq. 1.38 4.14 8.27 15.17 28.95 33.09 Cell chi-sq. .10 .18 .01 .05 .30 .11 TOTAL Freq. 2.00 6.00 12.00 22.00 42.00 48.00 Per. across 1.52 4.55 9.09 16.67 31.82 36.36 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 4.55 9.09 16.67 31.82 36.36 Chi-square = 37.221; degrees of freedom = Product moment correlation Significant at .05 level = .0638 10 244 Table XXXII RELATIONSHIP BETWEEN MILITARY OFFICER EXPERIENCE AND MEASURING PERFORMANCE OF DEPARTMENTAL SUBORDINATES Not Applicable Never Seldom Sometimes Often Always LEFT BLANK Freq. 0.00 1.00 1.00 0.00 0.00 0.00 Per. across 0.00 50.00 50.00 0.00 0.00 0.00 Per. down 0.00 9.09 7.14 0.00 0.00 0.00 Per. of total 0.00 .76 .76 0.00 0.00 0.00 Theoret. freq. .03 .17 .21 .42 .48 .68 Cell chi-sq. .03 4.17 2.93 .42 .48 .68 YES Freq. 2.00 1.00 4.00 10.00 5.00 17.00 Per. across 5.13 2.56 10.26 25.64 12.82 43.59 Per. down 100.00 9.09 28.57 35.71 15.63 37.78 Per. of total 1.52 .76 3.03 7.58 3.79 12.88 Theoret. freq. .59 3.25 4.14 8.27 9.45 13.30 Cell chi-sq. 3.36 1.56 .00 .36 2.10 1.03 NO Freq. 0.00 9.00 9.00 18.00 27.00 28.00 Per. across 0.00 9.89 9.89 19.78 29.67 30.77 Per. down 0.00 81.82 64.29 64.29 84.83 62.22 Per. of total 0.00 6.82 6.82 13.64 20.45 21.21 Theoret. freq. 1.38 7.58 9.65 19.30 22.06 31.02 Cell chi-sq. 1.38 .26 .04 .09 1.11 .29 TOTAL Freq. 2.00 11.00 14.00 28.00 32.00 45.00 Per. across 1.52 8.33 10.61 21.21 24.24 34.09 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 8.33 10.61 21.21 24.24 34.09 Chi-square = 20.304; degrees of freedom = 10 Product moment correlation Significant at .05 level = .0569 RELATIONSHIP BETWEEN SUPERVISORY EXPERIENCE AND APPRAISING CANDIDATES FOR POSITIONS IN DEPARTMENT 245 Table XXXIII Not Applicable Never Seldom Sometimes Often Always NONE Freq. 1.00 0.00 1.00 3.00 4.00 4.00 Per. across 7.69 0.00 7.69 23.08 30.77 30.77 Per. down 50.00 0.00 8.33 13.64 9.52 8.33 Per. of total .76 0.00 .76 2.27 3.03 3.03 Theoret. freq. .20 .59 1.18 2.17 4.14 4.73 Cell chi-sq. 3.27 .59 .03 .32 .00 .11 LESS THAN 2 YR. Freq. 1.00 0.00 0.00 1.00 1.00 0.00 Per. across 33.33 0.00 0.00 33.33 33.33 0.00 Per. down 50.00 0.00 0.00 4.55 2.38 0.00 Per. of total .76 0.00 0.00 .76 .76 0.00 Theoret. freq. .05 .14 .27 .50 .95 1.09 Cell chi-sq. 20.05 .14 .27 .50 .00 1.09 2 THROUGH 4 Freq. 0.00 2.00 4.00 4.00 6.00 4.00 Per. across 0.00 10.00 20.00 20.00 30.00 20.00 Per. down 0.00 33.33 33.33 18.18 14.29 8.33 Per. of total 0.00 1.52 3.03 3.03 4.55 3.03 Theoret. freq. .30 .91 1.82 3.33 6.36 7.27 Cell chi—sq. .30 1.31 2.62 .13 .02 1.47 5 THROUGH 7 Freq. 0.00 0.00 0.00 5.00 6.00 4.00 Per. across 0.00 0.00 0.00 33.33 40.00 26.67 Per. down 0.00 0.00 0.00 22.73 14.29 8.33 Per. of total 0.00 0.00 0.00 3.79 4.55 3.03 Theoret. freq. .23 .68 1.36 2.50 4.77 5.45 Cell chi-sq. .23 .68 1.36 2.50 .32 .39 Continued on Next Page Table XXXIII, Continued 246 Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 1.00 3.00 2.00 1.00 4.00 Per. across 0.00 9.09 27.27 18.18 9.09 36.36 Per. down 0.00 16.67 25.00 9.09 2.38 8.33 Per. of total 0.00 .76 2.27 1.52 .76 3.03 Theoret. freq. .17 .50 1.00 1.83 3.50 4.00 Cell chi-sq. .17 .50 4.00 .02 1.79 0.00 11 OR MORE Freq. 0.00 3.00 4.00 7.00 24.00 32.00 Per. across 0.00 4.29 5.71 10.00 34.29 45.71 Per. down 0.00 50.00 33.33 31.82 57.14 66.67 Per. of total 0.00 2.27 3.03 5.30 18.18 24.24 Theoret. freq. 1.06 3.18 6.36 11.67 22.27 25.45 Cell chi-sq. 1.06 .01 .88 1.87 .13 1.68 TOTAL Freq. 2.00 6.00 12.00 22.00 42.00 48.00 Per. across 1.52 4.55 9.09 16.67 31.82 36.36 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 4.55 9.09 16.67 31.82 36.36 Chi—square = 49.811; degrees of freedom = 25 Product moment correlation 8 .2298 Significant at .05 level 247 Table XXXIV RELATIONSHIP BETWEEN SUPERVISORY EXPERIENCE AND SELECTING CANDIDATES FOR POSITIONS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always NONE Freq. 0.00 1.00 1.00 3.00 5.00 3.00 Per. across 0.00 7.69 7.69 23.08 38.46 23.08 Per. down 0.00 11.11 11.11 9.38 13.51 6.82 Per. of total 0.00 .76 .76 2.27 3.79 2.27 Theoret. freq. .10 .89 .89 3.15 3.64 4.33 Cell chi-sq. .10 .01 .01 .Ol .50 .41 LESS THAN 2 YR. Freq. 0.00 0.00 0.00 3.00 0.00 0.00 Per. across 0.00 0.00 0.00 100.00 0.00 0.00 Per. down 0.00 0.00 0.00 9.38 0.00 0.00 Per. of total 0.00 0.00 0.00 2.27 0.00 0.00 Theoret. freq. .02 .20 .20 .73 .84 1.00 Cell chi-sq. .02 .20 .20 7.10 .84 1.00 2 THROUGH 4 Freq. 0.00 5.00 1.00 2.00 8.00 4.00 Per. across 0.00 25.00 5.00 10.00 40.00 20.00 Per. down 0.00 55.56 11.11 6.25 21.62 9.09 Per. of total 0.00 3.79 .76 1.52 6.06 3.03 Theoret. freq. .15 1.36 1.36 4.85 5.61 6.67 Cell chi-sq. .15 9.70 .10 1.67 1.02 1.07 5 THROUGH 7 Freq. 1.00 0.00 0.00 6.00 5.00 3.00 Per. across 6.67 0.00 0.00 40.00 33.33 20.00 Per. down 100.00 0.00 0.00 18.75 13.51 6.82 Per. of total .76 0.00 0.00 4.55 3.79 2.27 Theoret. freq. .11 1.02 1.02 3.64 4.20 5.00 Cell chi-sq. 6.91 1.02 1.02 1.54 .15 .80 Continued on Next Page 248 Table XXXIV, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 1.00 2.00 2.00 1.00 5.00 Per. across 0.00 9.09 18.18 18.18 9.09 45.45 Per. down 0.00 11.11 22.22 6.25 2.70 11.36 Per. of total 0.00 .76 1.52 1.52 .76 3.79 Theoret. freq. .08 .75 .75 2.67 3.08 3.67 Cell chi-sq. .08 .08 2.08 .17 1.41 .48 11 OR MORE Freq. 0.00 2.00 5.00 16.00 18.00 29.00 Per. across 0.00 2.86 7.14 22.86 25.71 41.43 Per. down 0.00 22.22 55.56 50.00 48.65 65.91 Per. of total 0.00 1.52 3.79 12.12 13.64 21.97 Theoret. freq. .53 4.77 4.77 16.97 19.62 23.33 Cell chi-sq. .53 1.61 .01 .06 .13 1.38 TOTAL Freq. 1.00 9.00 9.00 32.00 37.00 44.00 Per. across .76 6.82 6.82 24.24 28.03 33.33 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 6.82 6.82 24.24 28.03 33.33 Chi-square = 43.065; degrees of freedom = 25 Product moment correlation = .1814 Significant at .05 level 249 Table XXXV RELATIONSHIP BETWEEN CLERICAL OFFICE EXPERIENCE AND FORMULATING PERSONNEL POLICIES NECESSARY TO MAINTAIN DESIRABLE LEVEL OF MORALE _AL.‘ Not Applicable Never Seldom Sometimes Often Always NONE Freq. 0.00 1.00 3.00 28.00 45.00 27.00 Per. across 0.00 .96 2.88 26.92 43.27 25.96 Per. down 0.00 100.00 60.00 87.50 73.77 87.10 Per. of total 0.00 .76 2.27 21.21 34.09 20.45 Theoret. freq. 1.58 .79 3.94 25.21 48.06 24.42 Cell chi-sq. 1.58 .06 .22 .31 .19 .27 LESS THAN 2 YR. Freq. 0.00 0.00 1.00 3.00 3.00 2.00 Per. across 0.00 0.00 11.11 33.33 33.33 22.22 Per. down 0.00 0.00 20.00 9.38 4.92 6.45 Per. of total 0.00 0.00 .76 2.27 2.27 1.52 Theoret. freq. .14 .07 .34 2.18 4.16 2.11 Cell chi-sq. .14 .07 1.27 .31 .32 .01 2 THROUGH 4 Freq. 1.00 0.00 0.00 0.00 8.00 1.00 Per. across 10.00 0.00 0.00 0.00 80.00 10.00 Per. down 50.00 0.00 0.00 0.00 13.11 3.23 Per. of total .76 0.00 0.00 0.00 6.06 .76 Theoret. freq. .15 .08 .38 2.42 4.62 2.35 Cell chi-sq. 4.75 .08 .38 2.42 2.47 .77 5 THROUGH 7 Freq. 0.00 0.00 1.00 1.00 3.00 0.00 Per. across 0.00 0.00 20.00 20.00 60.00 0.00 Per. down 0.00 0.00 20.00 3.13 4.92 0.00 Per. of total 0.00 0.00 .76 .76 2.27 0.00 Theoret. freq. .08 .04 .19 1.21 2.31 1.17 Cell chi-sq. .08 .04 3.47 .04 .21 1.17 Continued on Next Page 250 Table XXXV, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 1.00 0.00 0.00 0.00 1.00 1.00 Per. across 33.33 0.00 0.00 0.00 33.33 33.33 Per. down 50.00 0.00 0.00 0.00 1.64 3.23 Per. of total .76 0.00 0.00 0.00 .76 .76 Theoret. freq. .05 .02 .11 .73 1.39 .70 Cell chi-sq. 20.05 .02 .11 .73 .11 .12 11 OR MORE Freq. 0.00 0.00 0.00 0.00 1.00 0.00 Per. across 0.00 0.00 0.00 0.00 100.00 0.00 Per. down 0.00 0.00 0.00 0.00 1.64 0.00 Per. of total 0.00 0.00 0.00 0.00 .76 0.00 Theoret. freq. .02 .01 .04 .24 .46 .23 Cell chi-sq. .02 .01 .04 .24 .63 .23 TOTAL Freq. 2.00 1.00 5.00 32.00 61.00 31.00 Per. across 1.52 .76 3.79 24.24 46.21 23.48 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 1.52 .76 3.79 24.24 46.21 23.48 Per. of total Chi-square = 42.926; degrees of freedom = Product moment correlation Significant at .05 level 25 251 Table XXXVI RELATIONSHIP BETWEEN GENERAL OFFICE EXPERIENCE AND SELECTING CANDIDATES FOR POSITIONS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always NONE Freq. 0.00 6.00 7.00 17.00 23.00 35.00 Per. across 0.00 6.82 7.95 19.32 26.14 39.77 Per. down 0.00 66.67 77.78 53.13 62.16 79.55 Per. of total 0.00 4.55 5.30 12.88 17.42 26.52 Theoret. freq. .67 6.00 6.00 21.33 24.67 29.33 Cell chi-sq. .67 .00 .17 .88 .11 1.09 LESS THAN 2 YR. Freq. 0.00 2.00 1.00 2.00 5.00 2.00 Per. across 0.00 16.67 8.33 16.67 41.67 16.67 Per. down 0.00 22.22 11.11 6.25 13.51 4.55 Per. of total 0.00 1.52 .76 1.52 3.79 1.52 Theoret. freq. .09 .82 .82 2.91 3.36 4.00 Cell chi-sq. .09 1.71 .04 .28 .80 1.00 2 THROUGH 4 Freq. 0.00 1.00 1.00 8.00 2.00 3.00 Per. across 0.00 6.67 6.67 53.33 13.33 20.00 Per. down 0.00 11.11 11.11 25.00 5.41 6.82 Per. of total 0.00 .76 .76 6.06 1.52 2.27 Theoret. freq. .11 1.02 1.02 3.64 4.20 5.00 Cell chi-sq. .11 .00 .00 5.24 1.16 .80 5 THROUGH 7 Freq. 1.00 0.00 0.00 2.00 2.00 2.00 Per. across 14.29 0.00 0.00 28.57 28.57 28.57 Per. down 100.00 0.00 0.00 6.25 5.41 4.55 Per. of total .76 0.00 0.00 1.52 1.52 1.52 Theoret. freq. .05 .48 .48 1.70 1.96 2.33 Cell chi-sq. 16.91 .48 .48 .05 .00 .05 Continued on Next Page Table XXXVI, Continued 252 Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 0.00 0.00 0.00 2.00 1.00 Per. across 0.00 0.00 0.00 0.00 66.67 33.33 Per. down 0.00 0.00 0.00 0.00 5.41 2.27 Per. of total 0.00 0.00 0.00 0.00 1.52 .76 Theoret. freq. .02 .20 .20 .73 .84 1.00 Cell chi-sq. .02 .20 .20 .73 1.60 0.00 11 OR MORE Freq. 0.00 0.00 0.00 3.00 3.00 1.00 Per. across 0.00 0.00 0.00 42.86 42.86 14.29 Per. down 0.00 0.00 0.00 9.38 8.11 2.27 Per. of total 0.00 0.00 0.00 2.27 2.27 .76 Theoret. freq. .05 .48 .48 1.70 1.96 2.33 Cell chi-sq. .05 .48 .48 1.00 .55 .76 TOTAL Freq. 1.00 9.00 9.00 32.00 37.00 44.00 Per. across .76 6.82 6.82 24.24 28.03 33.33 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 6.82 6.82 24.24 28.03 33.33 Chi-square = 38.189; degrees of freedom = Product moment correlation = -.O659 Significant at .05 level 25 253 Table XXXVII RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND EVALUATING EXISTING RESOURCES NECESSARY TO ACHIEVE DEPARTMENTAL GOALS Not Applicable Never Seldom Sometimes Often Always NONE Freq. 4.00 1.00 8.00 15.00 51.00 20.00 Per. across 4.04 1.01 8.08 15.15 51.52 20.20 Per. down 100.00 100.00 80.00 51.72 87.93 66.67 Per. of total 3.03 .76 6.06 11.36 38.64 15.15 Theoret. freq. 3.00 .75 7.50 21.75 43.50 22.50 Cell chi-sq. .33 .08 .03 2.09 1.29 .28 LESS THAN 2 YR. Freq. 0.00 0.00 1.00 4.00 1.00 1.00 Per. across 0.00 0.00 14.29 57.14 14.29 14.29 Per. down 0.00 0.00 10.00 13.79 1.72 3.33 Per. of total 0.00 0.00 .76 3.03 .76 .76 Theoret. freq. .21 .05 .53 1.54 3.08 1.59 Cell chi-sq. .21 .05 .42 3.94 1.40 .22 2 THROUGH 4 Freq. 0.00 0.00 0.00 2.00 2.00 0.00 Per. across 0.00 0.00 0.00 50.00 50.00 0.00 Per. down 0.00 0.00 0.00 6.90 3.45 0.00 Per. of total 0.00 0.00 0.00 1.52 1.52 0.00 Theoret. freq. .12 .03 .30 .88 1.76 .91 Cell chi-sq. .12 .03 .30 1.43 .03 .91 5 THROUGH 7 Freq. 0.00 0.00 1.00 5.00 2.00 3.00 Per. across 0.00 0.00 9.09 45.45 18.18 27.27 Per. down 0.00 0.00 10.00 17.24 3.45 10.00 Per. of total 0.00 0.00 .76 3.79 1.52 2.27 Theoret. freq. .33 .08 .83 2.42 4.83 2.50 Continued on Next Page Table XXXVII, Continued 254 Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 0.00 0.00 3.00 1.00 0.00 Per. across 0.00 0.00 0.00 75.00 25.00 0.00 Per. down 0.00 0.00 0.00 10.34 1.72 0.00 Per. of total 0.00 0.00 0.00 2.27 .76 0.00 Theoret. freq. .12 .03 .30 .88 1.76 .91 Cell chi-sq. .12 .03 .30 5.12 .33 .91 11 OR MORE Freq. 0.00 0.00 0.00 0.00 1.00 6.00 Per. across 0.00 0.00 0.00 0.00 14.29 85.71 Per. down 0.00 0.00 0.00 0.00 1.72 20.00 Per. of total 0.00 0.00 0.00 0.00 .76 4.55 Theoret. freq. .21 .05 .53 1.54 3.08 1.59 Cell chi-sq. .21 .05 .53 1.54 1.40 12.22 TOTAL Freq. 4.00 1.00 10.00 29.00 58.00 30.00 Per. across 3.03 .76 7.58 21.97 43.94 22.73 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 3.03 .76 7.58 21.97 43.94 22.73 Chi-square = 40.293; degrees of freedom = Product moment correlation Significant at .05 level = .1186 25 RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND DEFINING 255 Table XXXVIII RESPONSIBILITIES OF SUBORDINATES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always NONE Freq. 0.00 5.00 9.00 22.00 37.00 26.00 Per. across 0.00 5.05 9.09 22.22 37.37 26.26 Per. down 0.00 62.50 64.29 62.86 90.24 78.79 Per. of total 0.00 3.79 6.82 16.67 28.03 19.70 Theoret. freq. .75 6.00 10.50 26.25 30.75 24.75 C811 Chi'Sq. 075 017 .21 069 1027 006 LESS THAN 2 YR. Freq. 1.00 2.00 1.00 2.00 1.00 0.00 Per. across 14.29 28.57 14.29 28.57 14.29 0.00 Per. down 100.00 25.00 7.14 5.71 2.44 0.00 Per. of total .76 1.52 .76 1.52 .76 0.00 Theoret. freq. .05 .42 .74 1.86 2.17 1.75 Cell chi-sq. 16.91 5.85 .09 .Ol .63 1.75 2 THROUGH 4 Freq. 0.00 0.00 0.00 2.00 1.00 1.00 Per. across 0.00 0.00 0.00 50.00 25.00 25.00 Per. down 0.00 0.00 0.00 5.71 2.44 3.03 Per. of total 0.00 0.00 0.00 1.52 .76 .76 Theoret. freq. .03 .24 .42 1.06 1.24 1.00 Cell chi-sq. .03 .24 .42 .83 .05 0.00 5 THROUGH 7 Freq. 0.00 1.00 2.00 5.00 0.00 3.00 Per. across 0.00 9.09 18.18 45.45 0.00 27.27 Per. down 0.00 12.50 14.29 14.29 0.00 9.09 Per. of total 0.00 .76 1.52 3.79 0.00 2.27 Theoret. freq. .08 .67 1.17 2.92 3.42 2.75 Cell chi-sq. .08 .17 .60 1.49 3.42 .02 Continued on Next Page 256 Table XXXVIII, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 0.00 2.00 2.00 0.00 0.00 Per. across 0.00 0.00 50.00 50.00 0.00 0.00 Per. down 0.00 0.00 14.29 5.71 0.00 0.00 Per. of total 0.00 0.00 1.52 1.52 0.00 0.00 Theoret. freq. .03 .24 .42 1.06 1.24 1.00 Cell chi-sq. .03 .24 5.85 .83 1.24 1.00 11 OR MORE Freq. 0.00 0.00 0.00 2.00 2.00 3.00 Per. across 0.00 0.00 0.00 28.57 28.57 42.86 Per. down 0.00 0.00 0.00 5.71 4.88 9.09 Per. of total 0.00 0.00 0.00 1.52 1.52 2.27 Theoret. freq. .05 .42 .74 1.86 2.17 1.75 Cell chi-sq. .05 .42 .74 .01 .01 .89 TOTAL Freq. 1.00 8.00 14.00 35.00 41.00 33.00 Per. across .76 6.06 10.61 26.52 31.06 25.00 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 6.06 10.61 26.52 31.06 25.00 Chi-square = 47.087; degrees of freedom = 25 Product moment correlation = -.0799 Significant at .05 level 257 Table XXXIX RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND RECRUITING CANDIDATES FOR POSITIONS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always NONE Freq. 1.00 3.00 5.00 17.00 30.00 43.00 Per. across 1.01 3.03 5.05 17.17 30.30 43.43 Per. down 100.00 60.00 100.00 70.83 66.67 82.69 Per. of total .76 2.27 3.79 12.88 22.73 32.58 Theoret. freq. .75 3.75 3.75 18.00 33.75 39.00 Cell chi-sq. .08 .15 .42 .06 .42 .41 LESS THAN 2 YR. Freq. 0.00 0.00 0.00 2.00 4.00 1.00 Per. across 0.00 0.00 0.00 28.57 57.14 14.29 Per. down 0.00 0.00 0.00 8.33 8.89 1.92 Per. of total 0.00 0.00 0.00 1.52 3.03 .76 Theoret. freq. .05 .27 .27 1.27 2.39 2.76 Cell chi-sq. .05 .27 .27 .42 1.09 1.12 2 THROUGH 4 Freq. 0.00 0.00 0.00 2.00 1.00 1.00 Per. across 0.00 0.00 0.00 50.00 25.00 25.00 Per. down 0.00 0.00 0.00 8.33 2.22 1.92 Per. of total 0.00 0.00 0.00 1.52 .76 .76 Theoret. freq. .03 .15 .15 .73 1.36 1.58 Cell chi—sq. .03 .15 .15 2.23 .10 .21 5 THROUGH 7 Freq. 0.00 0.00 0.00 3.00 5.00 3.00 Per. across 0.00 0.00 0.00 27.27 45.45 27.27 Per. down 0.00 0.00 0.00 12.50 11.11 5.77 Per. of total 0.00 0.00 0.00 2.27 3.79 2.27 Theoret. freq. .08 .42 .42 2.00 3.75 4.33 Cell chi-sq. .08 .42 .42 .50 .42 .41 Continued on Next Page 258 Table XXXIX, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 2.00 0.00 0.00 2.00 0.00 Per. across 0.00 50.00 0.00 0.00 50.00 0.00 Per. down 0.00 40.00 0.00 0.00 4.44 0.00 Per. of total 0.00 1.52 0.00 0.00 1.52 0.00 Theoret. freq. .03 .15 .15 .73 1.36 1.58 Cell chi-sq. .03 22.55 .15 .73 .30 1.58 11 OR MORE Freq. 0.00 0.00 0.00 0.00 3.00 4.00 Per. across 0.00 0.00 0.00 0.00 42.86 57.14 Per. down 0.00 0.00 0.00 0.00 6.67 7.69 Per. of total 0.00 0.00 0.00 0.00 2.27 3.03 Theoret. freq. .05 .27 .27 1.27 2.39 2.76 Cell chi-sq. .05 .27 .27 1.27 .16 .56 TOTAL Freq. 1.00 5.00 5.00 24.00 45.00 52.00 Per. across .76 3.79 3.79 18.18 34.09 39.39 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 3.79 3.79 18.18 34.09 39.39 Chi-square - 37.761; degrees of freedom = 25 Product moment correlation = —.0294 Significant at .05 level RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND ORIENTING 259 Table XL NEW EMPLOYEES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always NONE Freq. 4.00 1.00 3.00 19.00 27.00 45.00 Per. across 4.04 1.01 3.03 19.19 27.27 45.45 Per. down 66.67 50.00 60.00 86.36 71.05 76.27 Per. of total 3.03 .76 2.27 14.39 20.45 34.09 Theoret. freq. 4.50 1.50 3.75 16.50 28.50 44.25 C811 Chi‘Sq. 006 017 015 038 008 .0]. LESS THAN 2 YR. Freq. 1.00 0.00 0.00 1.00 4.00 1.00 Per. across 14.29 0.00 0.00 14.29 57.14 14.29 Per. down 16.67 0.00 0.00 4.55 10.53 1.69 Per. of total .76 0.00 0.00 .76 3.03 .76 Theoret. freq. .32 .11 .27 1.17 2.02 3.13 2 THROUGH 4 Freq. 0.00 0.00 0.00 0.00 1.00 3.00 Per. across 0.00 0.00 0.00 0.00 25.00 75.00 Per. down 0.00 0.00 0.00 0.00 2.63 5.08 Per. of total 0.00 0.00 0.00 0.00 .76 2.27 Theoret. freq. .18 .06 .15 .67 1.15 1.79 Cell chi-sq. .18 .06 .15 .67 .02 .82 5 THROUGH 7 Freq. 1.00 0.00 0.00 2.00 2.00 6.00 Per. across 9.09 0.00 0.00 18.18 18.18 54.55 Per. down 16.67 0.00 0.00 9.09 5.26 10.17 Per. of total .76 0.00 0.00 1.52 1.52 4.55 Theoret. freq. .50 .17 .42 1.83 3.17 4.92 Cell chi-sq. .50 .17 .42 .02 .43 .24 Continued on Next Page 260 Table XL, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 1.00 2.00 0.00 1.00 0.00 Per. across 0.00 25.00 50.00 0.00 25.00 0.00 Per. down 0.00 50.00 40.00 0.00 2.63 0.00 Per. of total 0.00 .76 1.52 0.00 .76 0.00 Theoret. freq. .18 .06 .15 .67 1.15 1.79 Cell chi-sq. .18 14.56 22.55 .67 .02 1.79 11 OR MORE Freq. 0.00 0.00 0.00 0.00 3.00 4.00 Per. across 0.00 0.00 0.00 0.00 42.86 57.14 Per. down 0.00 0.00 0.00 0.00 7.89 6.78 Per. of total 0.00 0.00 0.00 0.00 2.27 3.03 Theoret. freq. .32 .11 .27 1.17 2.02 3.13 Cell chi-sq. .32 .ll .27 1.17 .48 .24 TOTAL Freq. 6.00 2.00 5.00 22.00 38.00 59.00 Per. across 4.55 1.52 3.79 16.67 28.79 44.70 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 4.55 1.52 3.79 16.67 28.79 44.70 Chi-square = 52.120; degrees of freedom = 25 Product moment correlation = -.0151 Significant at .05 level 261 Table XLI RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND APPRAISING CANDIDATES FOR POSITIONS IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always NONE Freq. 1.00 3.00 10.00 15.00 31.00 39.00 Per. across 1.01 3.03 10.10 15.15 31.31 39.39 Per. down 50.00 50.00 83.33 68.18 73.81 81.25 Per. of total .76 2.27 7.58 11.36 23.48 29.55 Theoret. freq. 1.50 4.50 9.00 16.50 31.50 36.00 Cell chi-sq. .17 .50 .11 .14 .Ol .25 LESS THAN 2 YR. Freq. 1.00 2.00 1.00 2.00 1.00 0.00 Per. across 14.29 28.57 14.29 28.57 14.29 0.00 Per. down 50.00 33.33 8.33 9.09 2.38 0.00 Per. of total .76 1.52 .76 1.52 .76 0.00 Theoret. freq. .ll .32 .64 1.17 2.23 2.55 Cell chi-sq. 7.53 8.89 .21 .60 .68 2.55 2 THROUGH 4 Freq. 0.00 0.00 0.00 1.00 0.00 3.00 Per. across 0.00 0.00 0.00 25.00 0.00 75.00 Per. down 0.00 0.00 0.00 4.55 0.00 6.25 Per. of total 0.00 0.00 0.00 .76 0.00 2.27 Theoret. freq. .06 .18 .36 .67 1.27 1.45 Cell chi-sq. .06 .18 .36 .17 1.27 1.64 5 THROUGH 7 Freq. 0.00 0.00 0.00 3.00 6.00 2.00 Per. across 0.00 0.00 0.00 27.27 54.55 18.18 Per. down 0.00 0.00 0.00 13.64 14.29 4.17 Per. of total 0.00 0.00 0.00 2.27 4.55 1.52 Theoret. freq. .17 .50 1.00 1.83 3.50 4.00 Cell chi-sq. .17 .50 1.00 .74 1.79 1.00 Continued on Next Page 262 Table XLI, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 1.00 1.00 1.00 1.00 0.00 Per. across 0.00 25.00 25.00 25.00 25.00 0.00 Per. down 0.00 16.67 8.33 4.55 2.38 0.00 Per. of total 0.00 .76 .76 .76 .76 0.00 Theoret. freq. .06 .18 .36 .67 1.27 1.45 11 OR MORE Freq. 0.00 0.00 0.00 0.00 3.00 4.00 Per. across 0.00 0.00 0.00 0.00 42.86 57.14 Per. down 0.00 0.00 0.00 0.00 7.14 8.33 Per. of total 0.00 0.00 0.00 0.00 2.27 3.03 Theoret. freq. .11 .32 .64 1.17 2.23 2.55 Cell chi-sq. .11 .32 .64 1.17 .27 .83 TOTAL Freq. 2.00 6.00 12.00 22.00 42.00 48.00 Per. across 1.52 4.55 9.09 16.67 31.82 36.36 Per. across 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 4.55 9.09 16.67 31.82 36.36 Chi-square = 40.366; degrees of freedom = Product moment correlation Significant at .05 level = .0041 RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND SELECTING CANDIDATES FOR POSITIONS IN DEPARTMENT 263 Table XLII Not Applicable Never Seldom Sometimes Often Always NONE Freq. 0.00 6.00 6.00 23.00 28.00 36.00 Per. across 0.00 6.06 6.06 23.23 28.28 36.36 Per. down 0.00 66.67 66.67 71.88 75.68 81.82 Per. of total 0.00 4.55 4.55 17.42 21.21 27.27 Theoret. freq. .75 6.75 6.75 24.00 27.75 33.00 Cell chi-sq. .75 .08 .08 .04 .OO .27 LESS THAN 2 YR. Freq. 1.00 2.00 1.00 2.00 1.00 0.00 Per. across 14.29 28.57 14.29 28.57 14.29 0.00 Per. down 100.00 22.22 11.11 6.25 2.70 0.00 Per. of total .76 1.52 .76 1.52 .76 0.00 Theoret. freq. .05 .48 .48 1.70 1.96 2.33 Cell chi-sq. 16.91 4.86 .57 .05 .47 2.33 2 THROUGH 4 Freq. 0.00 0.00 1.00 1.00 1.00 1.00 Per. across 0.00 0.00 25.00 25.00 25.00 25.00 Per. down 0.00 0.00 11.11 3.13 2.70 2.27 Per. of total 0.00 0.00 .76 .76 .76 .76 Theoret. freq. .03 .27 .27 .97 1.12 1.33 Cell chi—sq. .03 .27 1.94 .00 .Ol .08 5 THROUGH 7 Freq. 0.00 0.00 0.00 4.00 5.00 2.00 Per. across 0.00 0.00 0.00 36.36 45.45 18.18 Per. down 0.00 0.00 0.00 12.50 13.51 4.55 Per. of total 0.00 0.00 0.00 3.03 3.79 1.52 Theoret. freq. .08 .75 .75 2.67 3.08 3.67 Cell chi-sq. .08 .75 .75 .67 1.19 .76 Continued on Next Page 264 Table XLII, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 1.00 1.00 1.00 1.00 0.00 Per. across 0.00 25.00 25.00 25.00 25.00 0.00 Per. down 0.00 11.11 11.11 3.13 2.70 0.00 Per. of total 0.00 .76 .76 .76 .76 0.00 Theoret. freq. .03 .27 .27 .97 1.12 1.33 Cell chi-sq. .03 1.94 1.94 .00 .01 1.33 11 OR MORE Freq. 0.00 0.00 0.00 1.00 1.00 5.00 Per. across 0.00 0.00 0.00 14.29 14.29 71.43 Per. down 0.00 0.00 0.00 3.13 2.70 11.36 Per. of total 0.00 0.00 0.00 .76 .76 3.79 Theoret. freq. .05 .48 .48 1.70 1.96 2.33 Cell chi—sq. .05 .48 .48 .29 .47 3.05 TOTAL Freq. 1.00 9.00 9.00 32.00 37.00 44.00 Per. across .76 6.82 6.82 24.24 28.03 33.33 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total .76 6.82 6.82 24.24 28.03 33.33 Chi-square = 43.042; degrees of freedom = 25 Product moment correlation = -.0010 Significant at .05 level 265 Table XLIII RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND ESTABLISHING PROCEDURES FOR UNIFORMITY OF WORK Not Applicable Never Seldom Sometimes Often Always NONE Freq. 1.00 0.00 1.00 20.00 48.00 29.00 Per. across 1.01 0.00 1.01 20.20 48.48 29.29 Per. down 33.33 0.00 50.00 76.92 76.19 78.38 Per. of total .76 0.00 .76 15.15 36.36 21.97 Theoret. freq. 2.25 .75 1.50 19.50 47.25 27.75 Cell chi-sq. .69 .75 .17 .01 .Ol .06 LESS THAN 2 YR. Freq. 1.00 0.00 0.00 3.00 3.00 0.00 Per. across 14.29 0.00 0.00 42.86 42.86 0.00 Per. down 33.33 0.00 0.00 11.54 4.76 0.00 Per. of total .76 0.00 0.00 2.27 2.27 0.00 Theoret. freq. .16 .05 .11 1.38 3.34 1.96 Cell chi-sq. 4.44 .05 .11 1.91 .03 1.96 2 THROUGH 4 Freq. 1.00 0.00 0.00 0.00 2.00 1.00 Per. across 25.00 0.00 0.00 0.00 50.00 25.00 Per. down 33.33 0.00 0.00 0.00 3.17 2.70 Per. of total .76 0.00 0.00 0.00 1.52 .76 Theoret. freq. .09 .03 .06 .79 1.91 1.12 Cell chi—sq. 9.09 .03 .06 .79 .OO .01 5 THROUGH 7 Freq. 0.00 0.00 1.00 2.00 4.00 4.00 Per. across 0.00 0.00 9.09 18.18 36.36 36.36 Per. down 0.00 0.00 50.00 7.69 6.35 10.81 Per. of total 0.00 0.00 .76 1.52 3.03 3.03 Theoret. freq. .25 .08 .17 2.17 5.25 3.08 Cell chi-sq. .25 .08 4.17 .01 .30 .27 Continued on Next Page 266 Table XLIII, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 1.00 0.00 1.00 2.00 0.00 Per. across 0.00 25.00 0.00 25.00 50.00 0.00 Per. down 0.00 100.00 0.00 3.85 3.17 0.00 Per. of total 0.00 .76 0.00 .76 1.52 0.00 Theoret. freq. .09 .03 .06 .79 1.91 1.12 Cell chi-sq. .09 31.03 .06 .06 .00 1.12 11 OR MORE Freq. 0.00 0.00 0.00 0.00 4.00 3.00 Per. across 0.00 0.00 0.00 0.00 57.14 42.86 Per. down 0.00 0.00 0.00 0.00 6.35 8.11 Per. of total 0.00 0.00 0.00 0.00 3.03 2.27 Theoret. freq. .16 .05 .11 1.38 3.34 1.96 Cell chi-sq. .16 .05 .11 1.38 .13 .55 TOTAL Freq. 3.00 1.00 2.00 26.00 63.00 37.00 Per. across 2.27 .76 1.52 19.70 47.73 28.03 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 2.27 .76 1.52 19.70 47.73 28.03 Chi-square = 60.010; degrees of freedom = 25 Product moment correlation = —.O4l8 Significant at .05 level ”267 Table XLIV RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND SUPERVISING SUBORDINATES IN DEPARTMENT Not Applicable Never Seldom Sometimes Often Always NONE Freq. 3.00 3.00 8.00 20.00 29.00 36.00 Per. across 3.03 3.03 8.08 20.20 29.29 36.36 Per. down 75.00 60.00 66.67 74.07 85.29 72.00 Per. of total 2.27 2.27 6.06 15.15 21.97 27.27 Theoret. freq. 3.00 3.75 9.00 20.25 25.50 37.50 Cell chi-sq. 0.00 .15 .11 .OO .48 .06 LESS THAN 2 YR. Freq. 0.00 2.00 1.00 2.00 2.00 0.00 Per. across 0.00 28.57 14.29 28.57 28.57 0.00 Per. down 0.00 40.00 8.33 7.41 5.88 0.00 Per. of total 0.00 1.52 .76 1.52 1.52 0.00 Theoret. freq. .21 .27 .64 1.43 1.80 2.65 Cell chi-sq. .21 11.35 .21 .23 .02 2.65 2 THROUGH 4 Freq. 0.00 0.00 0.00 1.00 0.00 3.00 Per. across 0.00 0.00 0.00 25.00 0.00 75.00 Per. down 0.00 0.00 0.00 3.70 0.00 6.00 Per. of total 0.00 0.00 0.00 .76 0.00 2.27 Theoret. freq. .12 .15 .36 .82 1.03 1.52 Cell chi-sq. .12 .15 .36 .04 1.03 1.46 5 THROUGH 7 Freq. 1.00 0.00 1.00 3.00 1.00 5.00 Per. across 9.09 0.00 9.09 27.27 9.09 45.45 Per. down 25.00 0.00 8.33 11.11 2.94 10.00 Per. of total .76 0.00 .76 2.27 .76 3.79 Theoret. freq. .33 .42 1.00 2.25 2.83 4.17 Cell chi-sq. 1.33 .42 0.00 .25 1.19 .17 Continued on Next Page 268 Table XLIV, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 0.00 2.00 1.00 1.00 0.00 Per. across 0.00 0.00 50.00 25.00 25.00 0.00 Per. down 0.00 0.00 16.67 3.70 2.94 0.00 Per. of total 0.00 0.00 1.52 .76 .76 0.00 Theoret. freq. .12 .15 .36 .82 1.03 1.52 Cell chi—sq. .12 .15 7.36 .04 .00 1.52 11 OR MORE Freq. 0.00 0.00 0.00 0.00 1.00 6.00 Per. across 0.00 0.00 0.00 0.00 14.29 85.71 Per. down 0.00 0.00 0.00 0.00 2.94 12.00 Per. of total 0.00 0.00 0.00 0.00 .76 4.55 Theoret. freq. .21 .27 .64 1.43 1.80 2.65 Cell chi-sq. .21 .27 .64 1.43 .36 4.23 TOTAL Freq. 4.00 5.00 12.00 27.00 34.00 50.00 Per. across 3.03 3.79 9.09 20.45 25.76 37.88 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 3.03 3.79 9.09 20.45 25.76 37.88 Chi-square = 38.314; degrees of freedom = 25 Product moment correlation = .0628 Significant at .05 level 269 Table XLV RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND DETERMINING WHETHER OBJECTIVES ARE BEING ACHIEVED Not Applicable Never Seldom Sometimes Often Always NONE Freq. 1.00 2.00 2.00 19.00 34.00 41.00 Per. across 1.01 2.02 2.02 19.19 34.34 41.41 Per. down 33.33 100.00 33.33 65.52 79.07 83.67 Per. of total .76 1.52 1.52 14.39 25.76 31.06 Theoret. freq. 2.25 1.50 4.50 21.75 32.25 36.75 Cell chi-sq. .69 .17 1.39 .35 .09 .49 LESS THAN 2 YR. Freq. 0.00 0.00 1.00 3.00 3.00 0.00 Per. across 0.00 0.00 14.29 42.86 42.86 0.00 Per. down 0.00 0.00 16.67 10.34 6.98 0.00 Per. of total 0.00 0.00 .76 2.27 2.27 0.00 Theoret. freq. .16 .11 .32 1.54 2.28 2.60 Cell chi-sq. .16 .11 1.46 1.39 .23 2.60 2 THROUGH 4 Freq. 1.00 0.00 0.00 2.00 0.00 1.00 Per. across 25.00 0.00 ‘ 0.00 50.00 0.00 25.00 Per. down 33.33 0.00 0.00 6.90 0.00 2.04 Per. of total .76 0.00 0.00 1.52 0.00 .76 Theoret. freq. .09 .06 .18 .88 1.30 1.48 Cell chi—sq. 9.09 .06 .18 1.43 1.30 .16 5 THROUGH 7 Freq. 0.00 0.00 3.00 3.00 3.00 2.00 Per. across 0.00 0.00 27.27 27.27 27.27 18.18 Per. down 0.00 0.00 50.00 10.34 6.98 4.08 Per. of total 0.00 0.00 2.27 2.27 2.27 1.52 Theoret. freq. .25 .17 .50 2.42 3.58 4.08 Cell chi-sq. .25 .17 12.50 .14 .09 1.06 Continued on Next Page 270 Table XLV, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 0.00 0.00 2.00 2.00 0.00 Per. across 0.00 0.00 0.00 50.00 50.00 0.00 Per. down 0.00 0.00 0.00 6.90 4.65 0.00 Per. of total 0.00 0.00 0.00 1.52 1.52 0.00 Theoret. freq. .09 .06 .18 .88 1.30 1.48 Cell chi-sq. .09 .06 .18 1.43 .37 1.48 11 OR MORE Freq. 1.00 0.00 0.00 0.00 1.00 5.00 Per. across 14.29 0.00 0.00 0.00 14.29 71.43 Per. down 33.33 0.00 0.00 0.00 2.33 10.20 Per. of total .76 0.00 0.00 0.00 .76 3.79 Theoret. freq. .16 .11 .32 1.54 2.28 2.60 Cell chi-sq. 4.44 .11 .32 1.54 .72 2.22 TOTAL Freq. 3.00 2.00 6.00 29.00 43.00 49.00 Per. across 2.27 1.52 4.55 21.97 32.58 37.12 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 2.27 1.52 4.55 21.97 32.58‘ 37.12 Chi-square = 48.533; degrees of freedom = 25 Product moment correlation = -.1438 Significant at .05 level RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND FORMULATING 271 Table XLVI STANDARDS OF PERFORMANCE BASED ON GOALS, POLICIES, PROGRAMS, BUDGET Not Applicable Never Seldom Sometimes Often Always NONE Freq. 1.00 0.00 10.00 20.00 31.00 37.00 Per. across 1.01 0.00 10.10 20.20 31.31 37.37 Per. down 50.00 0.00 55.56 76.92 77.50 82.22 Per. of total .76 0.00 7.58 15.15 23.48 28.03 Theoret. freq. 1.50 .75 13.50 19.50 30.00 33.75 Cell chi-sq. .17 .75 .91 .01 .03 .31 LESS THAN 2 YR. Freq. 0.00 1.00 2.00 2.00 2.00 0.00 Per. across 0.00 14.29 28.57 28.57 28.57 0.00 Per. down 0.00 100.00 11.11 7.69 5.00 0.00 Per. of total 0.00 .76 1.52 1.52 1.52 0.00 Theoret. freq. .11 .05 .95 1.38 2.12 2.39 Cell chi—sq. .11 16.91 1.15 .28 .01 2.39 2 THROUGH 4 Freq. 1.00 0.00 1.00 0.00 1.00 1.00 Per. across 25.00 0.00 25.00 0.00 25.00 25.00 Per. down 50.00 0.00 5.56 0.00 2.50 2.22 Per. of total .76 0.00 .76 0.00 .76 .76 Theoret. freq. .06 .03 .55 .79 1.21 1.86 Cell chi-sq. 14.56 .03 .38 .79 .04 .10 5 THROUGH 7 Freq. 0.00 0.00 3.00 3.00 3.00 2.00 Per. across 0.00 0.00 27.27 27.27 27.27 18.18 Per. down 0.00 0.00 16.67 11.54 7.50 4.44 Per. of total 0.00 0.00 2.27 2.27 2.27 1.52 Theoret. freq. .17 .08 1.50 2.17 3.33 3.75 Cell chi-sq. .17 .08 1.50 .32 .03 .82 Continued on Next Page 272 Table XLVI, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 0.00 2.00 1.00 1.00 0.00 Per. across . 0.00 0.00 50.00 25.00 25.00 0.00 Per. down 0.00 0.00 11.11 3.85 2.50 0.00 Per. of total 0.00 0.00 1.52 .76 .76 0.00 Theoret. freq. .06 .03 .55 .79 1.21 1.36 Cell chi-sq. .06 .03 3.88 .06 .04 1.36 11 OR MORE Freq. 0.00 0.00 0.00 0.00 2.00 5.00 Per. across 0.00 0.00 0.00 0.00 28.57 71.43 Per. down 0.00 0.00 0.00 0.00 5.00 11.11 Per. of total 0.00 0.00 0.00 0.00 1.52 3.79 Theoret. freq. .11 .05 .95 1.38 2.12 2.39 Cell chi-sq. .11 .05 .95 1.38 .01 2.86 TOTAL Freq. 2.00 1.00 18.00 26.00 40.00 45.00 Per. across 1.52 .76 13.64 19.70 30.30 34.09 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 .76 13.64 19.70 30.30 34.09 Chi-square = 52.619; degrees of freedom = 25 Product moment correlation =—aO6l9 Significant at .05 level RELATIONSHIP BETWEEN OTHER OFFICE EXPERIENCE AND MEASURING PERFORMANCE OF DEPARTMENTAL SUBORDINATES 273 Table XLVII Not Applicable Never Seldom Sometimes Often Always NONE Freq. 2.00 7.00 10.00 19.00 29.00 32.00 Per. across 2.02 7.07 10.10 19.19 29.29 32.32 Per. down 100.00 63.64 71.43 67.86 90.63 71.11 Per. of total 1.52 5.30 7.58 14.39 21.97 24.24 Theoret. freq. 1.50 8.25 10.50 21.00 24.00 33.75 Cell chi-sq. .17 .19 .02 .19 1.04 .09 LESS THAN 2 YR. Freq. 0.00 4.00 1.00 1.00 1.00 0.00 Per. across 0.00 57.14 14.29 14.29 14.29 0.00 Per. down 0.00 36.36 7.14 3.57 3.13 0.00 Per. of total 0.00 3.03 .76 .76 .76 0.00 Theoret. freq. .11 .58 .74 1.48 1.70 2.39 Cell chi-sq. .11 20.01 .09 .16 .29 2.39 2 THROUGH 4 Freq. 0.00 0.00 1.00 0.00 0.00 3.00 Per. across 0.00 0.00 25.00 0.00 0.00 75.00 Per. down 0.00 0.00 7.14 0.00 0.00 6.67 Per. of total 0.00 0.00 .76 0.00 0.00 2.27 Theoret. freq. .06 .33 .42 .85 .97 1.36 Cell chi-sq. .06 .33 .78 .85 .97 1.96 5 THROUGH 7 Freq. 0.00 0.00 1.00 5.00 1.00 4.00 Per. across 0.00 0.00 9.09 45.45 9.09 36.36 Per. down 0.00 0.00 7.14 17.86 3.13 8.89 Per. of total 0.00 0.00 .76 3.79 .76 3.03 Theoret. freq. .17 .92 1.17 2.33 2.67 3.75 Cell chi-sq. .17 .92 .02 3.05 1.04 .02 Continued on Next Page 274 Table XLVI, Continued Not Applicable Never Seldom Sometimes Often Always 8 THROUGH 10 Freq. 0.00 0.00 1.00 3.00 0.00 0.00 Per. across 0.00 0.00 25.00 75.00 0.00 0.00 Per. down 0.00 0.00 7.14 10.71 0.00 0.00 Per. of total 0.00 0.00 .76 2.27 0.00 0.00 Theoret. freq. .06 .33 .42 .85 .97 1.36 Cell chi-sq. .06 .33 .78 5.46 .97 1.36 11 OR MORE Freq. 0.00 0.00 0.00 0.00 1.00 6.00 Per. across 0.00 0.00 0.00 0.00 14.29 85.71 Per. down 0.00 0.00 0.00 0.00 3.13 13.33 Per. of total 0.00 0.00 0.00 0.00 .76 4.55 Theoret. freq. .11 .58 .74 1.48 1.70 2.39 Cell chi-sq. .11 .58 .74 1.48 .29 5.47 TOTAL Freq. 2.00 11.00 14.00 28.00 32.00 45.00 Per. across 1.52 8.33 10.61 21.21 24.24 34.09 Per. down 100.00 100.00 100.00 100.00 100.00 100.00 Per. of total 1.52 8.33 10.61 21.21 24.24 34.09 Chi—square = 52.551; degrees of freedom = 25 Product moment correlation = .1030 Significant at .05 level "I7'11@A‘E‘TTETLTWEAITs