How a managers functional area and hierarchicallevel affect the roles required by managers in theirjobs is examined. The 131 managers in the samplecompleted a matrix of 20 tasks and 28 qualitiesrequired in their jobs. A disjoint clusteringtechnique was used to analyse the data thisis a type of oblique component analysis relatedto group factor analysis. Subgroups of managerswere delineated, seven on the basis of theirfunctional areas, and one group of seniormanagersexecutives. The results indicate that thedifferences between theories of managementwork can be attributed to methodological artefacts.However, the argument that management is a setof behavioural skills which is transferable from onefunctional area to another is questioned, as theresults of this study indicate that jobrelatedcontingency variables affect strongly the contentsof managerial work.
International Journal of Manpower – Emerald Publishing
Published: Jul 1, 1991
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