Managerial role perception In organization
Date
1981
Authors
Cogill, Charles John
Journal Title
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Abstract
In this thesis, a study is made on the cognitive processes
and maps by which managers, in interaction with each other,
perceive and organize stimuli related to the functions which
they fulfill in the organizations involved. An attempt is made
to analyze and explore, via a systems approach and complementary
action frame of reference, the nature, and structure of
role-perceptions that top-level functional managers have of
each other. These role perceptions are viewed fror:1 the
the framework of middle-range organization theory.
It is hypothesized that managers will simplify their
perceptual worlds by reducing a large number of stimuli to a
simple evaluative structure and that certain axes of
differentiation, which further affects this evaluative structure,
maybe identified.
The hypotheses are derived from the interest of the author in
the perceptual categories that managers use naturally in
assessing each other, the structure of these categories, and the
effects of role.
In order to answer the questions posed, data was collected
from 90 of the most senior functional and general managers in 10
randomly selected medium-sized South African industrial
companies. The data was obtained by means of a specifically
devised 10 x 40 Repertory grid (Kelly, 1955) and semi-structured
interviews. Holzbach's (1974) version of French and Raven's
( 1968) bases of power instruments were used for supplementary
interpretation of the data.
The repertory grids of 90 managers ( 36 000 observations)
were compared on a hypothetico-deductive basis against a codel
quasi-consensus grid of identical dimensions, to test for the
effects of perceptual mediation in terms of personal construct
and implicit personality theories.
Thereafter the effects of the role and organizational decision making as axes of differentiation were explored on the basis of
the phenomenological viewpoint that managers have certain
models, theories, or cognitive maps which affect perception and
therefore behavior. (Abbreviation abstract)
Description
A thesis submitted to the Faculty of Business Administration,
University of the Witwatersrand, Johannesburg, for the Degree
of Doctor of Philosophy
Keywords
Managers, Organizations, Role perceptions