Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

How subordinates exert pressure on their managers: Anglo and Confucian‐Asian comparisons

How subordinates exert pressure on their managers: Anglo and Confucian‐Asian comparisons Purpose – The purpose of this paper is to investigate in an Anglo and a Confucian‐Asian nation how pressure is exerted on middle managers by their subordinate staff, and the managerial activities affected. Design/methodology/approach – In a survey, Australian ( n =251) and Singaporean ( n =340) health managers rated the degree of pressure exerted on them by subordinate staff to devote additional time to various managerial activities. They described the influence strategies employed. Findings – Ratings of the average pressure experienced regarding nine managerial activities were identical in both cultures. Australian managers reported significantly greater pressure affecting people and general organisational management. Singaporeans experienced more pressure affecting their quality and data management tasks. Australian subordinates used more direct‐assertive and direct‐persuasive influence strategies. Singaporeans employed more indirect‐assertive tactics, particularly poor work performance. Research limitations/implications – The generalisability of the findings may be limited by having convenience samples from one occupational sector. Practical implications – The cultural differences found are relevant to the increasing numbers of multinational organisations and expatriate and migrant workers. The information will inform discussions on factors affecting the assignment of managers' priorities, which can be at variance with their aspirations. Originality/value – Managers' experiences of pressure from subordinates and how pressure is conveyed have been under‐researched, particularly cross‐culturally. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

How subordinates exert pressure on their managers: Anglo and Confucian‐Asian comparisons

Download PDF
14 pages

Loading next page...
 
/lp/emerald-publishing/how-subordinates-exert-pressure-on-their-managers-anglo-and-confucian-HEeYVeb1gX

References (27)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0268-3946
DOI
10.1108/02683940810849657
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to investigate in an Anglo and a Confucian‐Asian nation how pressure is exerted on middle managers by their subordinate staff, and the managerial activities affected. Design/methodology/approach – In a survey, Australian ( n =251) and Singaporean ( n =340) health managers rated the degree of pressure exerted on them by subordinate staff to devote additional time to various managerial activities. They described the influence strategies employed. Findings – Ratings of the average pressure experienced regarding nine managerial activities were identical in both cultures. Australian managers reported significantly greater pressure affecting people and general organisational management. Singaporeans experienced more pressure affecting their quality and data management tasks. Australian subordinates used more direct‐assertive and direct‐persuasive influence strategies. Singaporeans employed more indirect‐assertive tactics, particularly poor work performance. Research limitations/implications – The generalisability of the findings may be limited by having convenience samples from one occupational sector. Practical implications – The cultural differences found are relevant to the increasing numbers of multinational organisations and expatriate and migrant workers. The information will inform discussions on factors affecting the assignment of managers' priorities, which can be at variance with their aspirations. Originality/value – Managers' experiences of pressure from subordinates and how pressure is conveyed have been under‐researched, particularly cross‐culturally.

Journal

Journal of Managerial Psychology – Emerald Publishing

Published: Jan 18, 2008

Keywords: Employee behaviour; Middle managers; Cross‐cultural management; Australia; Singapore; Confucianism

There are no references for this article.