Rate of growth of productivity in the United States has been on the decline for the past two decades. At the same time the complexion of work has changed from mostly physically demanding to more mentally taxing tasks. Fatigue is a major factor in limiting production through a decrease in efficiency in both environments. This research evaluates use of a model which proposes to reduce the influence of fatigue by setting efficient work-rest cycles for workers engaged in mental tasks. The Bechtold, Janaro, and Sumners (BJS) mathematical model assumes linear work decay and work potential recovery functions. The model furnishes rest break policies for a worker as output. Policies include the number of rest breaks to be taken, length of rest during each break, and length of work for each period during the work session. / The laboratory experiment consisted of workers mentally computing answers to four digit mathematical problems. The results showed that the BJS model significantly increased worker productivity as compared to workers taking no rest breaks or to workers using self-developed rest break policies. Workers using model developed policies tended to take more breaks of short duration than other workers. The breaks began earlier during the work session when model policies were used. The model assumption of a linear decay function was supported. However, the experimental results did not fully support the assumption of a linear recovery function. Inability to resolve the question of the proper shape of the recovery function reflect difficulties in measuring work potential recovery in a mental work environment as well as question the assumption of linearity. The utility of the BJS model does not appear to be severely diminished by the lack of support for the assumption of a linear recovery function. / Source: Dissertation Abstracts International, Volume: 45-09, Section: A, page: 2927. / Thesis (D.B.A.)--The Florida State University, 1984.

Common to all strategy/structure/performance studies is the proposition that structure follows strategy, and that performance is a consequence of the fit between strategy, structure, and environment. / This dissertation focuses on the following research question: How do firms effectively reorganize for related v. unrelated diversification? / Two operational research questions are employed: (1) Are there structural differences between related and unrelated diversifiers? (2) Are there structural differences between high and low performing diversifiers? / This dissertation examines strategy/structure/performance from the strategic management (hereinafter S.M.) perspective while incorporating measures of structure traditionally associated with organizational theory (hereinafter O.T.). These measures enhance existing strategic management research by encouraging more precise, fine-grained measures of structure. / To date, researchers have neglected to intertwine the richness of O.T. structural terminology with S.M. diversification research. Yet, diversification results in both differentiation and integration. This provides for an interesting union between O.T. and S.M. / This study focuses on three variables (Type of Diversification, Structural Changes, and Performance Changes); two relationships (Strategy/Structure and Structure/Performance); one moderating variable (Size); and one group of confounding variables (Initial Performance, Regional Demographics and Regional Economic Differences). / While an examination of the RBHCs (Regional Bell Holding Companies) has not been attempted in the S.M. literature, this fact alone would not provide sufficient justification for this dissertation. However, the variations in diversification strategies, organizational structures and RBHC performances provide for a unique and self-contained research population. / This exploratory research suggests that there are structural differences between related and unrelated diversifiers, and between high and low performing diversifiers. Specifically, the related RBHCs employed more bureaucratic and integrative structures, while the unrelated RBHCs employed more organic and differentiative structures. High RBHC performers emphasized only bureaucratic integration, while low RBHC performers emphasized uncertainty reduction, differentiation and organic integration. / Capitalizing on the commonalities and differences between S.M. and O.T., this dissertation contributes to the S.M. literature along three broad dimensions: theoretical, substantive, and managerial. / Source: Dissertation Abstracts International, Volume: 53-07, Section: A, page: 2457. / Thesis (Ph.D.)--The Florida State University, 1992.

The ability to turn around from declining performance is critical for the long-term survival of an organization. The purpose of this dissertation was to empirically examine how the characteristics of the CEO impact the selection of turnaround strategies and which strategies prove most successful. / The findings of this dissertation indicate that CEO succession may not be required in order to turn around declining performance. If an organization decides to select a new CEO, it is more likely that the selection would come from within the organization. The results of this dissertation also highlight that CEOs have experience in many different functional areas and, regardless of their functional background, a combination of both operational and strategic turnaround strategies are selected in order to turnaround the organization. / Source: Dissertation Abstracts International, Volume: 53-10, Section: A, page: 3596. / Major Professor: Timothy Matherly. / Thesis (Ph.D.)--The Florida State University, 1992.

This dissertation develops a theoretical model and methodological strategy for guiding naturalistic research of managerial communication. Managerial communication (MC) refers to the interpersonal communication interactions between managers and their co-workers in a work environment. From a practitioner perspective, MC has been and continues to be viewed as both significant and problematic in managing workers toward the accomplishment of work goals and objectives. From a research perspective, MC has been viewed primarily as an aspect of individual managers' behavioral styles and competencies. Although several findings from this literature have generated some interesting prescriptive techniques for managerial communication behavior, little systematic knowledge exists regarding the nature, problems, and dynamics that underlie MC as it occurs between both managers and their co-workers. / In order to advance research-based knowledge of MC, the current literature is reformulated and integrated from an interpersonal communication perspective. This perspective focuses attention on (1) the interactional and relational nature of MC and (2) the significant role that MC interactions play in influencing the attainment of work goals and objectives. Finally, the methodological research strategy offers several guidelines and recommendations for future research of MC as it naturally occurs within the work context. / Source: Dissertation Abstracts International, Volume: 46-10, Section: A, page: 3089. / Thesis (Ph.D.)--The Florida State University, 1985.

Factors that contribute to higher levels of user satisfaction with microcomputer-based management information systems were determined. The factors were derived from previous research, and included user knowledge of computers and accounting before selecting a system, levels of effort when selecting systems, and system costs. Users who participated in the research were small business owners who purchased their systems "off-the-shelf" and used them to conduct daily business. Users did not participate in the original development of the systems, but did select, test, and implement them. / A questionnaire was developed to identify the user characteristics during the development of management information systems. A user satisfaction instrument was used to measure satisfaction with the systems. The questionnaire was administered to a sample of users from the southern region of the United States. / Four research hypotheses were developed from factors identified as contributors to user satisfaction with management information systems developed in conjunction with professional data processing personnel. These factors were amounts of user efforts in the selection, testing, and implementation of the system, user knowledge of computers and accounting before selecting and using the systems, and the costs of the system hardware and software. The importance of these factors in the acquisition and use of systems purchased by users "off-the-shelf" was examined by the research. / This research has demonstrated that the microcomputer-based management information systems are similar in nature to systems developed "in-house" by data processing professionals. Higher levels of user participation in the analysis, testing, and implementation phases resulted in higher levels of user satisfaction. It also determined that knowledgeable users are able to perform the system development functions of system analysis, testing, and implementation without professional assistance. / Source: Dissertation Abstracts International, Volume: 47-03, Section: A, page: 0973. / Thesis (Ph.D.)--The Florida State University, 1986.

This research examined the contingency view of management using Mintzberg's role concept. A modified activity sampling methodology was used. Self-reported activities and interactions were mapped to one of eleven roles--Mintzberg's ten or a subordinate role. / The major research objectives were to test Adcock's modified activity sampling methodology to detect the role behavior of military managers, to verify that military managers act in all eleven roles, to determine the effect of selected organization and person variables and combined effects in how managers distribute their time in roles, and to detect differences between private and military managers regarding role behavior. / The methodology successfully detected role behavior. All eleven roles existed and the managers did not distribute their time in the roles uniformly. / Four organization variables had an effect on time in roles. Span of control affected the figurehead, leader, task leader, monitor, entrepreneur, and resource allocator roles. Hierarchical level affected the figurehead, leader, spokesman, and resource allocator roles and may have had a wider effect if it were not highly correlated with the number supervised. Number supervised affected the figurehead, monitor, and disturbance handler roles. Line/staff functional area affected the disseminator, entrepreneur, and resource allocator roles but was correlated with span of control. / The time distribution among roles was the same for both military and private sector managers. / The results for the person variables were disappointing. Need for achievement (n Ach) affected the leader, task leader, and disseminator roles. Leadership orientation affected time in the figurehead role but was highly correlated with span of control. Marginality did not affect any role; however, it was correlated with leadership orientation. The combined effect, n Ach/mid-level management, affected the entrepreneur and negotiator roles. Overall, the organization variables affected the roles to a much greater extent than the person variables. / This study verified that management is contingent upon the situation. Researchers must move forward and determine what situations require what roles and skills and which of these in particular situations lead to effective results. Practitioners can then better select managers for particular jobs. Together, systems of selection, appraisal, development, and promotion can be derived. / Source: Dissertation Abstracts International, Volume: 47-01, Section: A, page: 0241. / Thesis (Ph.D.)--The Florida State University, 1985.

Equity theory researchers have suggested that research in this area would be greatly enhanced by examining the relationship between dispositional variables and perceptions of equity. This dissertation reports the results of a field study that examined the impact of negative affectivity (NA) on perceptions of equity. Individuals who possess this disposition perceive ambiguous stimuli more negatively than those who do not. It is hypothesized that NA would affect perceptions of equity in three ways. / First, it was hypothesized that high NA individuals would devalue the inputs they provide and outcomes they receive from their work more frequently than those who are not high NA. Second, it was posited that "NAs" would be more likely to select referents who put them at a disadvantage. Third, a direct link between NA and feelings of inequity was hypothesized. / Survey responses from 102 subjects were analyzed using regression techniques. The results provided strong support for each hypothesis. Supplemental analyses were performed to critically examine the relationship between NA and inequity. Results indicated a direct relationship between NA and job characteristics inequity. However, both supervisor and pay inequity were best explained by perceptions of job characteristics. / Limitations of this study, as well as managerial implications, and a research agenda for future investigations were also discussed. / Source: Dissertation Abstracts International, Volume: 54-11, Section: A, page: 4170. / Thesis (Ph.D.)--The Florida State University, 1993.

This study examined the relationship between top management team (TMT) characteristics, internationalization, and firm performance. Twelve TMT demographic characteristics were included in the analysis: average team age, level of education, source of education, educational specialty, organizational tenure, job tenure, team size, functional background, age heterogeneity, organizational tenure heterogeneity, job tenure heterogeneity, and functional background heterogeneity. Internationalization was measured on three levels: percentage of total sales attributed to foreign sales, number of products sold in the international marketplace, and the level of standardization for the products sold in the international marketplace. A sample of 89 Fortune 500 firms with levels of international business involvement ranging from less than 10 percent to over 60 percent of firm's total sales was used in the study. Nine (9) hypotheses which maintain that internationalization will moderate the relationship between specific TMT characteristics and firm performance were tested. The results suggest that smaller TMTs which have managers with longer organizational tenure, shorter job tenure, and greater diversity of functional background will contribute most to the performance of firms with high levels of international business involvement. The results provide further confirmation of Hambrick and Mason's (1984) "upper echelon" theory. Further, the results suggest that internationalization can moderate the relationship between TMT characteristics and firm performance. The implications of these results are discussed at length in Chapter 5. Tables, figures, and appendices are included. / Source: Dissertation Abstracts International, Volume: 55-03, Section: A, page: 0642. / Major Professor: James J. Hoffman. / Thesis (Ph.D.)--The Florida State University, 1994.

The purpose of this study was to develop an instrument for measuring the information gathering processes of managers in various types of organizations. / The importance of information to organizational and individual effectiveness has been frequently noted (Roberts and O'Reilly, 1974, p. 321), and past research efforts have led to the development of instruments and procedures for measuring information processing in organizations (Brooks et al, 1979; Goldhaber, 1976). Instruments, such as the International Communication Association's ICA Communication Audit, have been used to analyze how information is processed and utilized in organizations but these instruments suffer from two key limitations in that (1) they lack a theoretical foundation, and (2) they fail to adequately address the information gathering processes. / This study built on the work of researchers who developed the earlier information processing measuring instruments but is significant in that it focuses on information gathering and it has a solid theoretical foundation. It is based on James G. Miller's Living Systems Theory which has been developed over the past thirty-four years and "which might become the theory of organizational behavior and communication" (Duncan, 1972, p. 523). / During the literature review stage of the study, it was learned that a joint University of Louisville/U.S. Army research team conducted the LST/Battalion Studies between 1978 and 1982 to assess "the relevance and utility of Living systems Theory (LST) for understanding and maintaining control of changing interdependent systems in the Army" (Cary et al, 1982, I-5). The LST/Battalion researchers developed extensive instrumentation for measuring system activities including both matter/energy and information processes in Army battalions. This study applied parts of the LST/Battalion Studies to a non-military organizational setting. It also set the stage for future research on the relationship between information processing and overall effectiveness. / Source: Dissertation Abstracts International, Volume: 45-09, Section: A, page: 2930. / Thesis (Ph.D.)--The Florida State University, 1984.

Thirty-one Georgia Division of Vocational Rehabilitation counselors and their supervisors were trained regarding application of management control system (MCS) standards. One year later case documentation accuracy was significantly better among the trained counselors while levels of reported job satisfaction and work alienation did not appear to be affected by MCS implementation. Results were stable in a follow-up 5 years after initial implementation. Results also indicated that a positive association of work alienation with case documentation accuracy was diminished by MCS training and implementation. A strong negative correlation between job satisfaction and work alienation was found in both follow-up surveys. / Source: Dissertation Abstracts International, Volume: 45-11, Section: A, page: 3406. / Thesis (Ph.D.)--The Florida State University, 1984.