<p>Managerial behavior often differs between individuals and situations. To understand this variation the manager’s own interpretation of the role, context and role behavior is especially important. In this thesis several managers’ subjective views and understandings of their role during an organizational change period were investigated in great detail. The organizational changes were assumed to put pressure on the managerial role, exposing adaptive and dynamic role aspect and thereby shed light on differences in behavior. The general purpose was to thoroughly investigate the concept of ‘subjective managerial role’ by two contrasting approaches. One was influenced by concepts and methods used in social constructivism and constructionism (Study 1-3), and the other was a rational/cognitive approach influenced by theories and methods used in cognitive psychology (Study 4-5). Multiple case studies with subjective reports from five managers during a period of sixteen months were chosen as the empirical base. In the constructivist approach three judges were used to interpret the managers’ verbal reports during the beginning of the change period, focusing on indications of ‘subjective role projects’. ‘Subjective role projects’ involved reflections on situations, actors, purposes/goals and action strategies, all within a time frame of the past, present and future. This qualitative content of the role was investigated, and support for the existence of subjective role projects was tested (Study 1). The variation between the managers’ subjective role projects and their general project strategies were explored (Study 2). The judgment and construction process pursued by the three judges was analyzed (Study 3). In the rational/cognitive approach the focus was on role problems. A control model was used to represent subjective role conflicts, on both group and individual levels. Difficult situations described by the managers were complemented with goals and actions strategies, and the managers rated conflicts between these role components, while thinking-aloud (Study 4). Role conflict patterns and dimensions were further analyzed using two quantitative data models (Study 5). Finally, the subjective role construct was compared with a contextual interpretation of the role, based on information from the organizational and social role context (Study 6). The results supported the basic components in both the project model and the control model of the subjective role, but the latter approach would benefit from a more elaborated stimulus sampling. In both approaches the differences between the managers were assessed, but in the constructivist approach it was difficult to separate variation stemming from managers from variation between judges. In the rational/cognitive approach the variation was restricted to conflicting aspects in a specific model. The control model features and the quantitative conflict data made it easier to estimate variance. A major conclusion was that the two approaches complemented each-other in their descriptions of the subjective role. The project model was adequate for investigating the first sense-making phases in the organizational change process, while the control model approach could describe role conflicts and problems, especially on individual levels. However, they both could fit within a framework of a subjective role process model. Using these two approaches in role analysis can provide more information on the subjective role processes of the role incumbent.</p>

Thesis (M.A.)--Georgia State University, 2005. / 1 electronic text (94 p.) : digital, PDF file. Title from title screen. Denise Donnelly, committee chair; Dawn Baunach, Elisabeth Sheff, committee members. Description based on contents viewed Apr. 3, 2007. Includes bibliographical references (p.76-80).

Thesis (Ph. D.)--University of Washington, 1982. / Vita. Bibliography: leaves [475]-494.

Managerial behavior often differs between individuals and situations. To understand this variation the manager’s own interpretation of the role, context and role behavior is especially important. In this thesis several managers’ subjective views and understandings of their role during an organizational change period were investigated in great detail. The organizational changes were assumed to put pressure on the managerial role, exposing adaptive and dynamic role aspect and thereby shed light on differences in behavior. The general purpose was to thoroughly investigate the concept of ‘subjective managerial role’ by two contrasting approaches. One was influenced by concepts and methods used in social constructivism and constructionism (Study 1-3), and the other was a rational/cognitive approach influenced by theories and methods used in cognitive psychology (Study 4-5). Multiple case studies with subjective reports from five managers during a period of sixteen months were chosen as the empirical base. In the constructivist approach three judges were used to interpret the managers’ verbal reports during the beginning of the change period, focusing on indications of ‘subjective role projects’. ‘Subjective role projects’ involved reflections on situations, actors, purposes/goals and action strategies, all within a time frame of the past, present and future. This qualitative content of the role was investigated, and support for the existence of subjective role projects was tested (Study 1). The variation between the managers’ subjective role projects and their general project strategies were explored (Study 2). The judgment and construction process pursued by the three judges was analyzed (Study 3). In the rational/cognitive approach the focus was on role problems. A control model was used to represent subjective role conflicts, on both group and individual levels. Difficult situations described by the managers were complemented with goals and actions strategies, and the managers rated conflicts between these role components, while thinking-aloud (Study 4). Role conflict patterns and dimensions were further analyzed using two quantitative data models (Study 5). Finally, the subjective role construct was compared with a contextual interpretation of the role, based on information from the organizational and social role context (Study 6). The results supported the basic components in both the project model and the control model of the subjective role, but the latter approach would benefit from a more elaborated stimulus sampling. In both approaches the differences between the managers were assessed, but in the constructivist approach it was difficult to separate variation stemming from managers from variation between judges. In the rational/cognitive approach the variation was restricted to conflicting aspects in a specific model. The control model features and the quantitative conflict data made it easier to estimate variance. A major conclusion was that the two approaches complemented each-other in their descriptions of the subjective role. The project model was adequate for investigating the first sense-making phases in the organizational change process, while the control model approach could describe role conflicts and problems, especially on individual levels. However, they both could fit within a framework of a subjective role process model. Using these two approaches in role analysis can provide more information on the subjective role processes of the role incumbent.

As information technology advances, not only affects the IT staff in dealing with the application of information technology, and its role in the work are also consequential changes; even in the flexible non-governmental organizations, institutions, and its internal information units also deeply by the traction. Therefore, IT must change as information technology, and fully upgrade the professional knowledge and information processing techniques capability of making their own role to play. In this study, the central government authority of the Kaohsiung National Tax Administration(NTAK) information platform migration, for example, explore the changing role of the NTAK case of information officers; We find that although the IT staff in particular portfolio unchanged, but actually with the National Tax the transfer of information arising from the work platform, the large changes in the content, and requirements for the role of IT staff, but also with the transfer of tax information platform of change vary. To explain in the following two points: 1. The IT sector through tax information platform for transfer of changes arising from the previous information system developers and maintainers technical support for users who change and strategy role. 2. The IT department staff within the information platform for transfer after tax arising from changes in hardware is responsible for the information of human grade or transferred to the IT professional officers with information, application system maintenance are transferred to the tax Grade or have a professional staff for the tax business, the role of changes in each other's work, have the expertise required is different.

Village chiefs¡¦ role has been facing great impact and challenge ever since the transition of society, development of information, raise of education level and popularity of communitarianism. Therefore, how village chiefs¡¦ legal position should be set and integrate with village officers as well as community development have been brought into discussion in recent years. While gaps do exist between current academic study and practical operation, this study centers on village chiefs¡¦ position with the case of An-Shun Li of Kaohsiung City for further study. The exploration of literature is divided into three parts: role theory, village chiefs¡¦ position and village systems, and the relationship between village chiefs and community development. Literature review, in-depth interview, and participants¡¦ observation are adopted as research methods. With the concept of status, role expectation, role conflict and role performance in role theory, the study explores the interaction between village chiefs and other connecting village officers, analyzes the problems that chiefs¡¦ encounter under current legal system and then generalizes the role current chiefs should play. The research finds that the biggest difference between current and traditional chiefs is that the role they play as citizens¡¦ participation navigators and community development managers. While government is examining and adjusting village controlling area and government-assigned chief policy, it is advised that concrete solution to be proposed for individual cases which require specific environment. The regulation of village chiefs is wished to become better in the future. A new organization is looking forward to be setting up as a mediator between village chief and community development organization to deal with community affairs, thus to make the local system in line with modern society demands.

Thesis (Ph. D.)--University of Oregon, 2001. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 231-243). Also available for download via the World Wide Web; free to University of Oregon users.

Thesis (M.A.)--Ohio State University. / Bibliography: leaves 52-53. Available online via OhioLINK's ETD Center.

Thesis (Ph.D.)--University of Oklahoma, 2008. / Includes bibliographical references (leaves 165-176).

Thesis (Ph. D.)--Lund University, 1989. / Includes bibliographical references (p. 248-256).