<p> This study was concerned with investigating the causes of supervisory style. To interpret certain dimensions of supervisory style, the superior-subordinate relationship was viewed as a role system. Four dimensions, which are empirically identified but theoretically related to essential conditions of role systems, were investigated: production orientation, worker orientation, closeness, and time allocation. It was argued that while the way a supervisor performs his role may vary along these dimensions, the range of variability is constrained by the social structure and technology of the work place and the background characteristics of the supervisor himself. The general hypothesis of the study was that supervisory style is the product of the interaction of these three factors. </p> <p> Interviews were conducted with 114 first-line supervisors in seven industries to assess the effect of these factors. A "transitional model" that involved age as a significant variable influencing the closeness of supervision was developed. Three age groups (23-39, 40-49, 50-62) were considered as three periods - initial, transitional, and mature, in correspondence with each age group - which a foreman goes through. In each period the foreman responds to different influencing factors in his environment, so that his supervisory style changes. Two explanations were considered: a "maturational" and a "job security" explanation. </p> <p> It was also found that most supervisors tend to be almost equally production-oriented and worker-oriented. The nature of production in industry, preference of recruitment, and role conflict experienced by the supervisors were cited as explanations.</p> <p> Support was found for the hypothesis that time allocation is influenced by technological factors. Planning and the general increment of paper work caused by technological advancement were considered as reasons accounting for this finding.</p> / Thesis / Doctor of Philosophy (PhD)

Within research regarding superior-subordinate conflict there is noticeable variation. Scientists have found different answers to the question: what causes superior-subordinate conflicts in the workplace. A literature-study was conducted to examine the different scientific studies in the area and try to find a conclusion to what causes the variation and how it affects how one views the social phenomena that is superior-subordinate conflicts. The results indicate that (1) depending on theoretical standpoint the responsibility for the conflict is shifted. (2) Depending on methodical preference the conflict is more or less likely to be viewed as collectively created. In addition to this a Marxian perspective was added in an analytical discussion. Showing that using this theoretical standpoint conflicts can be portrayed as something positive.

Researchers suggest that value congruence in superior-subordinate dyads results in positive outcomes for an organization (Kemelgor, 1980; Meglino, Ravlin, & Adkins, 1989; 1990; Parkington & Schneider, 1979; Senger, 1971; Weeks, Chonko, Kahle, 1989). Further, evidence is presented which suggests that commitment at the organizational level is achieved, in part, through value congruence at the individual level of analysis. Analysis at the individual level reflects the effect of shared values on interpersonal relations. Work value congruence in a dyad enhances the development of a high quality dyadic relationship. The subordinate in such a relationship perceives being allowed more participation in decision making, more positive work experiences, and less role stress (Turban & Jones, 1988). These items have been found to be predictor variables of commitment from Steer's (1977) framework of antecedents. In this study, a research model was proposed which suggests that work value congruence in the subordinate-superior dyad leads to organizational commitment through its effect on subordinate perceptions of role stress characteristics, participation, and work experiences. The model integrates the organizational aspects of the Steer's (1977) framework for organizational commitment with the interpersonal effect of work value congruence. A field study design using a sample of 96 subordinate-superior dyads at a large Midwestern manufacturing corporation was used for the study. The influence of dyadic work value congruence on organizational commitment as mediated by subordinate perceptions of role stress, participation, and initiation structure/consideration were tested using hierarchical regression. The results of the study indicate that value congruence has a direct influence on OC rather than being mediated by perceptions of role stress characteristics, participation in decision making, and work experiences as predicted in the proposed model. Role stress characteristics and participation in decision making were also found to directly influence levels of OC, however, support was not found for the positive influence of work experiences.

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Made available in DSpace on 2016-03-15T19:25:50Z (GMT). No. of bitstreams: 1 Nereida Silveria.pdf: 1043135 bytes, checksum: 77740a92d7c758cec23075ec4c0f5ecb (MD5) Previous issue date: 2007-02-06 / Fundo Mackenzie de Pesquisa / The study investigated the effect of similarity and dissimilarity in characteristics of different depth levels, perceptual or real, over the superiors and subordinate relationship quality through LMX (Leader-Member Exchange) viewpoint. The characteristics investigated were gender and age at the superficial level and work family conflict at deep level. The study counted with the comparative data of 89 dyads. The results indicate the influence of general similarity perception in the quality of superiors and subordinate relationship. The stronger the similarity perceived, better the dyadic relationship. This effect increases when subordinate declares satisfied with the quality and frequency of the contact with his/her superior. Results demonstrate that similarity perception does not correspond to real similarity or dissimilarity, but this correspondence is enhanced when the contact is satisfactory. / O estudo buscou investigar os efeitos da similaridade e dissimilaridade em características de diferentes níveis de profundidade, reais ou percebidas, na qualidade da relação de superiores(as) e subordinados(as) sob a ótica da LMX (Leader-Member Exchange). As características investigadas foram gênero e idade, no nível superficial e conflito família-trabalho no nível profundo. O estudo contou com os dados comparativos de 89 díades. Os dados indicam a influência da percepção de similaridade geral na qualidade da relação de superiores e subordinados. Quanto maior a similaridade percebida, melhor a relação diádica. Este efeito é ampliado quando o(a) subordinado(a) se declara satisfeito(a) com a qualidade e a freqüência do contato com seu/sua superior(a). Resultados demonstram que a percepção de similaridade não corresponde à similaridade ou dissimilaridade real, mas esta correspondência se amplia quando o contato for satisfatório.