Authority and Democracy in Organizations
dc.contributor.author | Mohr, Lawrence | en_US |
dc.date.accessioned | 2010-04-13T18:53:23Z | |
dc.date.available | 2010-04-13T18:53:23Z | |
dc.date.issued | 1977 | en_US |
dc.identifier.citation | Mohr, Lawrence (1977). "Authority and Democracy in Organizations." Human Relations 30(10): 919-947. <http://hdl.handle.net/2027.42/66831> | en_US |
dc.identifier.issn | 0018-7267 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/66831 | |
dc.description.abstract | Participativeness as a style of supervision is considered as a dependent variable. The data do not directly support the initial hypotheses in any important way, but severalfindings of interest emerge indirectly from a more detailed, multivariate analysis. First, supervisory behavior in these terms is probably influenced significantly by affect between supervisor and subordinates. Second, when affect is not a factor, supervisory style is more rational, with participativeness depending on the training of the subordinates and their perceived capacity to contribute constructively to decision-making. Third, the measurement of participativeness in research affects theoretical development in an important way, since the technical and professional level of subordinates probably has a significant effect upon their objective level of participation but not upon the degree of participation as reported by them. Fourth, the latter finding is significant for the much more common body of research in which participation is treated as an independent variable; it may help to clear up many puzzling and inconsistent findings in that tradition. Lastly, the data analysis suggests a new normative and descriptive conceptualization of democracy in the workplace, which is offered in conclusion as a competitor of the power-equalization approach. | en_US |
dc.format.extent | 3108 bytes | |
dc.format.extent | 2792785 bytes | |
dc.format.mimetype | text/plain | |
dc.format.mimetype | application/pdf | |
dc.publisher | Sage Publications | en_US |
dc.title | Authority and Democracy in Organizations | en_US |
dc.type | Article | en_US |
dc.subject.hlbsecondlevel | Social Work | en_US |
dc.subject.hlbsecondlevel | Sociology | en_US |
dc.subject.hlbtoplevel | Social Sciences | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | Department of Political Science and Institute of Public Policy Studies, The University of Michigan, 1516 Rackham Building, Ann Arbor, Michigan 48109 | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/66831/2/10.1177_001872677703001005.pdf | |
dc.identifier.doi | 10.1177/001872677703001005 | en_US |
dc.identifier.source | Human Relations | en_US |
dc.identifier.citedreference | ADIZES, I. Industrial democracy: Yugoslav style. New York: Free Press, 1971. | en_US |
dc.identifier.citedreference | ARGYRIS, C. Issues in evaluating laboratory education. Industrial Relations, 1968, 8, 28-40. (a) | en_US |
dc.identifier.citedreference | ARGYRIS, C. A rejoinder to Dunnette and Campbell. Industrial Relations, 1968, 8, 45. (b) | en_US |
dc.identifier.citedreference | ARGYRIS, C. Personality and organization theory revisited. Administrative Science Quarterly, 1973, 18, 141-167. | en_US |
dc.identifier.citedreference | BARNARD, C. I. Thefunctions of the executive. Cambridge: Harvard University Press, 1938. | en_US |
dc.identifier.citedreference | BERGER, J., COHEN, B. P., & ZELDITCH, M., JR.Status conceptions and social interaction. American Sociological Review, 1972, 37, 241-255. | en_US |
dc.identifier.citedreference | BLAI, B. An occupational study of job satisfaction and need satisfaction. Journal of Experimental Education, 1964, 32, 383-388. | en_US |
dc.identifier.citedreference | BLANKENSHIP, L., & MILES, R. E.Organizational structure and managerial decision behavior. Administrative Science Quarterly, 1968, 13, 106-120. | en_US |
dc.identifier.citedreference | BOWERS, D. G. OD techniques and their results in 23 organizations: The Michigan ICC study. Journal of Applied Behavioral Science1973, 9, 21-43. | en_US |
dc.identifier.citedreference | BUCHANAN, P. C. Laboratory training and organizational development. Administrative Science Quarterly, 1969, 14, 466-480. | en_US |
dc.identifier.citedreference | CAMPBELL, J. P., & DUNNETTE, M.Effectiveness of T-group experiences in managerial training and development. Psychological Bulletin, 1968, 70, 73-104. | en_US |
dc.identifier.citedreference | COCH, L., & FRENCH, R. P., JR.Overcoming resistance to change. Human Relations, 1948, 1(4), 512-532. | en_US |
dc.identifier.citedreference | DAHL, R. A. A preface to democratic theory. Chicago: University of Chicago Press, 1956. | en_US |
dc.identifier.citedreference | DUNNETTE, M., & CAMPBELL, J. P.Laboratory education: Impact on people and organizations. Industrial Relations, 1968, 8, 1-27. (a) | en_US |
dc.identifier.citedreference | DUNNETTE, M., & CAMPBELL, J. P.A response to Argyris. Industrial Relations, 1968, 8, 41-44. (b) | en_US |
dc.identifier.citedreference | FIEDLER, F. E. The leader's psychological distance and group effectiveness. In D. Cartwright, & A. Zander (Eds.), Group dynamics (2nd edition). Evanston: Row Peterson, 1960. | en_US |
dc.identifier.citedreference | FIEDLER, F. E. A theory of leadership effectiveness. New York: Mc Graw-Hill, 1967. | en_US |
dc.identifier.citedreference | HALL, R. H. An empirical study of bureaucratic dimensions and their relation to other organnizational characteristics. Unpublished Ph D dissertation. Columbus: Ohio State University, 1961. | en_US |
dc.identifier.citedreference | HALL, R. H., HAAS, J. E., & JOHNSON, N. J.Organizational size, complexity, and formalization. American Sociological Review, 1967, 32, 903-911. | en_US |
dc.identifier.citedreference | HELLER, F. A., & YUKL, G.Participation, managerial decision-making, and situational variables. Organizational Behavior and Human Performance, 1969, 4, 227-241. | en_US |
dc.identifier.citedreference | HOLTZ, W. L. Occupation and self-actualization. The expression of maturity-directed predispositions in the work situation. Unpublished Master's thesis. Austin: University of Texas, 1969. | en_US |
dc.identifier.citedreference | KAHN, R. L. Productivity and job satisfaction. Personnel Psychology, 1960, 13, 275-287. | en_US |
dc.identifier.citedreference | KAHN, R. L. Organizational development: Some problems and proposals. Journal of Applied Behavioral Science, 1974, 10, 485-502. | en_US |
dc.identifier.citedreference | KAVANAGH, M. J. Leadership behavior as a function of subordinate competence and task complexity. Administrative Science Quarterly, 1972, 17, 591-600. | en_US |
dc.identifier.citedreference | KIRSCHT, J. P., & DILLEHAY, R. C.Dimensions of authoritarianism. Lexington: University of Kentucky Press, 1967. | en_US |
dc.identifier.citedreference | KOHN, M. L., & SCHOOLER, C.Class, occupation, and orientation. American Sociological Review, 1969, 34, 659-678. | en_US |
dc.identifier.citedreference | KOHN, M. L., & SCHOOLER, C.Occupational experience and psychological functioning: An assessment of reciprocal effects. American Sociological Review, 1973, 38, 97-118. | en_US |
dc.identifier.citedreference | LEAVITT, H. J. Applied organizational change in industry: Structural, technological and humanistic approaches. In J. G. March (Ed.), Handbook of organizations. Chicago: Rand Mc Nally, 1965. | en_US |
dc.identifier.citedreference | LIKERT, R. New patterns of management. New York: Mc Graw-Hill, 1961. | en_US |
dc.identifier.citedreference | LIKERT, R. The human organization: Its management and value. New York: Mc Graw-Hill, 1967. | en_US |
dc.identifier.citedreference | LOWIN, A., & CRAIG, J. R.The influence of level of performance on managerial style: An experimental object-lesson in the ambiguity of correlational data. Organizational Behavior and Human Performance, 1968, 3, 440-458. | en_US |
dc.identifier.citedreference | MOHR, L. B. Organizational technology and organizational structure. Administrative Science Quarterly, 1971, 16, 444-459. | en_US |
dc.identifier.citedreference | MORSE, N., & REIMER, E.The experimental change of a major organizational variable. Journal of Abnormal and Social Psychology, 1956, 52, 120-129. | en_US |
dc.identifier.citedreference | MULDER, M. Power equalization through participation? Administrative Science Quarterly, 1971, 16, 31-39. | en_US |
dc.identifier.citedreference | OLSON, M., JR. The logic of collective action. New York: Schocken, 1968. | en_US |
dc.identifier.citedreference | PERROW, C. A framework for the comparative analysis of organizations. American Sociological Review, 1967, 32, 194-208. | en_US |
dc.identifier.citedreference | PERROW, C. Complex organizations: A critical essay. Glenview, Illinois: Scott, Foresman, 1972. | en_US |
dc.identifier.citedreference | PFEFFER, J., & SALANCIK, G. R.Determinants of supervisory behavior: A role set analysis. Human Relations, 1975, 28, 139-154. | en_US |
dc.identifier.citedreference | ROETHLISBERGER, F. J., & DICKSON, W. J.Management and the worker. Cambridge: Harvard University Press, 1939. | en_US |
dc.identifier.citedreference | ROSSEL, R. D. Institutional and expressive leadership in complex organizations. Administrative Science Quarterly, 1970, 15, 306-317. | en_US |
dc.identifier.citedreference | SEASHORE, S. E., & BOWERS, D. G.Changing the structure and functioning of an organization. Ann Arbor: Institute for Social Research, 1963. | en_US |
dc.identifier.citedreference | SELLTIZ, C., JAHODA, M., DEUTSCH, M., & COOK, S.Research methods in social relations. New York: Holt, Rinehart and Winston, 1963. | en_US |
dc.identifier.citedreference | STRAUSS, G. Some notes on power-equalization. In H. J. Leavitt (Ed.), The social science of organizations: Four perspectives. Englewood Cliffs, New Jersey: Prentice-Hall, 1963. | en_US |
dc.identifier.citedreference | TANNENBAUM, A. S. Social psychology of the work organization. Belmont, California: Wadsworth, 1966. | en_US |
dc.identifier.citedreference | VROOM, V. H. Some personality determinants of the effects of participation. Englewood Cliffs, New Jersey: Prentice-Hall, 1960. | en_US |
dc.identifier.citedreference | VROOM, V. H., & YETTON, P. W.Leadership and decision-making. Pittsburgh: University of Pittsburgh Press, 1973. | en_US |
dc.identifier.citedreference | WHITE, J. K., & RUH, R. A.Effects of personal values on the relationship between participation and job attitudes. Administrative Science Quarterly, 1973, 18, 506-514. | en_US |
dc.identifier.citedreference | WILSON, T. P. Patterns of management and adaptation to organizational roles: A study of prison inmates. American Journal of Sociology, 1968, 74, 146-157. | en_US |
dc.identifier.citedreference | WOODWARD, J. Industrial organization: Theory and practice. London: Oxford University Press, 1965. | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
Files in this item
Remediation of Harmful Language
The University of Michigan Library aims to describe library materials in a way that respects the people and communities who create, use, and are represented in our collections. Report harmful or offensive language in catalog records, finding aids, or elsewhere in our collections anonymously through our metadata feedback form. More information at Remediation of Harmful Language.
Accessibility
If you are unable to use this file in its current format, please select the Contact Us link and we can modify it to make it more accessible to you.