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.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_75741 |
| Contributors | RASTETTER, ARTHUR LEO, III., Florida State University |
| Source Sets | Florida State University |
| Detected Language | English |
| Type | Text |
| Format | 307 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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