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Lack of Clarity in the Foreman's Role with Regard to Delegated Authority

Lack of Clarity in the Foreman's Role with Regard to Delegated Authority The Role of Foremen Lack of Clarity in the Foreman's Role with Regard to Delegated Authority J. Scholefield and J. R. C. Smith had been used. For this reason, it was 'management' and 'workers' represent uni­ How effectively do we communicate to decided to investigate this aspect of the fied viewpoints. What the foreman's im­ people what we expect of them when we foreman's role further, and to attempt to mediate boss expects does not necessarily work with them every day? Is there quite devise a reliable tool which could be used to often a serious disparity between what we equate precisely with the expectations of identify any real differences between the think someone expects of us and what they managers further up the line. Long service workers may have different expectations amount of authority which a foreman really expect? This was the focus of the from newcomers, women operatives may see believes his superior is allowing him to exer­ investigation reported here. We were concer­ cise and the amount which the superior him in a different light from men, and so on. ned to discover whether there are commonly intends him to have. significant differences between the role In view of all these role pressures, we expectations that managers have concerning In view of the problems revealed by should not expect complete agreement be­ the work of their subordinates and their previous studies in this field, it was decided tween a foreman and his immediate superior subordinates' perceptions of those expec­ that particular attention should be given in on the nature of the job. Their perceptions of tations. our questionnaire to: the role of foreman, as it applies in any specific instances, are almost certain to differ. On the We chose to look specifically at the role of (1) the terms to be used to describe degrees other hand, it can be argued that those ele­ foreman, partly because of the importance of of authority; ments of the role which are determined by this function in manufacturing industry and (2) the precise wording to be used to delegated authority constitute a special case. the difficulties which tend to be associated describe areas in which authority might Conventional organisation theory holds that with it, but more particularly because it be exercised; authority must be passed down the line from might be expected that the job of many (3) the methods by which the questions were superiors to subordinates. At each step, foremen could be clearly defined. Within this to be put, and the answers recorded. although the superior may assign to the sub­ area, we selected delegation of authority as a ordinate the right to make certain kinds of matter on which it might reasonably be Questionnaires using questions at two decisions, he remains accountable for the expected that there would be a good measure levels of specificity were administered to 104 subordinate's performance in his job. The of agreement between foremen and their foremen and their 43 managers in three com­ implication, although it may not always be managers. If there are different perceptions panies. The largest of the three companies made explicit, is that the superior should with regard to this important element in the was engaged in mass production, with retain the right to decide how much freedom assembly the predominant though by no foreman's role, the chances are that even to allow his subordinates. It can therefore be means sole production activity. The next greater discrepancies could be found be­ argued that as far as the precise limits of his tween the role perceptions of superiors and largest company had two plants in the same formally recognised discretion are con­ subordinates in many other situations. town, both of which were visited; machining cerned, the foreman has or should have, only Gross, Mason, and McEachern have in stages of large quantities of small items is one 'role sender', namely his immediate defined a role as 'a set of expectations the main activity, but there is also substantial superior. assembly work. The smallest company pro­ applied to an incumbent of a particular duced instruments singly or in small batches, position'. For any individual, however, the Although classical organisation theory role he occupies does not in practice consist and the work involved both machining and has been criticised on a number of counts, of the expectations of others. Rather, it assembly. the idea that it is the responsibility of every consists of his interpretation of 'role pres­ manager to ensure that all his subordinates Apparent differences in perception were sures' which are generated by these expec­ are clear about the limits of their authority checked by structured interview to deter­ tations. His perception of the expectations, seems to be very generally accepted. Most mine which were due to different inter­ and—often unspoken—wishes of those in managers would agree that managerial pretations of the questions. It was found that counter positions determine his 'received effectiveness is likely to be impaired if the this type of questionnaire can show up some role', and it is this that influences his foreman's interpretation of his role does not major differences in expectation which might behaviour, not the mere expectations them­ agree with the version 'sent' by his immedi­ be important in practice. The results were selves. ate superior at least as far as the limits of his examined to see if there was any correlation discretion are concerned. Any disagreement between the incidence of these different The role pressures experienced by a should therefore provide a useful indicator perceptions and age, experience and length foreman commonly come from a great many for the effectiveness of role communication of working association of the foremen with counter positions. The conflicting expec­ at this level, and the identification of such their managers, but no relationship was tations of management and workers have disagreements might also have practical established with any of these factors. It been commented on by many authors and implications for anyone concerned to seems that the reason for these com­ these are certainly important; but they are increase the effectiveness of first line super­ munications failures must therefore be by no means the only source of role vision. sought elsewhere. pressure. Other foremen are likely to have generalised notions of the role and may seek Some reservations remain, however, with Previous investigations suggested that dis­ to establish conformity. People in various regard to the use of this tool for discovering agreement between foremen and their im­ departments whose work depends sub­ relatively slight differences in viewpoint. mediate superiors with regard to the stantially on the foreman's co-operation, Making the questions more specific did not foreman's authority might be quite common, such as quality control, maintenance or but it was not clear whether these apparent yield any further information. However, in training, may have their own particular differences were due to real failures in com­ assessing the results of this research, it is views on how he should behave. And it important to bear in mind that the responses munication or whether they only reflected cannot ever be assumed that the categories analysed were from only 104 foremen and weaknesses in the research methods which Contd. on p. 8 http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research News Emerald Publishing

Lack of Clarity in the Foreman's Role with Regard to Delegated Authority

Scholefield, J.; Smith, J.R.C.
Management Research News , Volume 1 (2): 2 – Feb 1, 1978
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0140-9174
DOI
10.1108/eb027688
Publisher site
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Abstract

The Role of Foremen Lack of Clarity in the Foreman's Role with Regard to Delegated Authority J. Scholefield and J. R. C. Smith had been used. For this reason, it was 'management' and 'workers' represent uni­ How effectively do we communicate to decided to investigate this aspect of the fied viewpoints. What the foreman's im­ people what we expect of them when we foreman's role further, and to attempt to mediate boss expects does not necessarily work with them every day? Is there quite devise a reliable tool which could be used to often a serious disparity between what we equate precisely with the expectations of identify any real differences between the think someone expects of us and what they managers further up the line. Long service workers may have different expectations amount of authority which a foreman really expect? This was the focus of the from newcomers, women operatives may see believes his superior is allowing him to exer­ investigation reported here. We were concer­ cise and the amount which the superior him in a different light from men, and so on. ned to discover whether there are commonly intends him to have. significant differences between the role In view of all these role pressures, we expectations that managers have concerning In view of the problems revealed by should not expect complete agreement be­ the work of their subordinates and their previous studies in this field, it was decided tween a foreman and his immediate superior subordinates' perceptions of those expec­ that particular attention should be given in on the nature of the job. Their perceptions of tations. our questionnaire to: the role of foreman, as it applies in any specific instances, are almost certain to differ. On the We chose to look specifically at the role of (1) the terms to be used to describe degrees other hand, it can be argued that those ele­ foreman, partly because of the importance of of authority; ments of the role which are determined by this function in manufacturing industry and (2) the precise wording to be used to delegated authority constitute a special case. the difficulties which tend to be associated describe areas in which authority might Conventional organisation theory holds that with it, but more particularly because it be exercised; authority must be passed down the line from might be expected that the job of many (3) the methods by which the questions were superiors to subordinates. At each step, foremen could be clearly defined. Within this to be put, and the answers recorded. although the superior may assign to the sub­ area, we selected delegation of authority as a ordinate the right to make certain kinds of matter on which it might reasonably be Questionnaires using questions at two decisions, he remains accountable for the expected that there would be a good measure levels of specificity were administered to 104 subordinate's performance in his job. The of agreement between foremen and their foremen and their 43 managers in three com­ implication, although it may not always be managers. If there are different perceptions panies. The largest of the three companies made explicit, is that the superior should with regard to this important element in the was engaged in mass production, with retain the right to decide how much freedom assembly the predominant though by no foreman's role, the chances are that even to allow his subordinates. It can therefore be means sole production activity. The next greater discrepancies could be found be­ argued that as far as the precise limits of his tween the role perceptions of superiors and largest company had two plants in the same formally recognised discretion are con­ subordinates in many other situations. town, both of which were visited; machining cerned, the foreman has or should have, only Gross, Mason, and McEachern have in stages of large quantities of small items is one 'role sender', namely his immediate defined a role as 'a set of expectations the main activity, but there is also substantial superior. assembly work. The smallest company pro­ applied to an incumbent of a particular duced instruments singly or in small batches, position'. For any individual, however, the Although classical organisation theory role he occupies does not in practice consist and the work involved both machining and has been criticised on a number of counts, of the expectations of others. Rather, it assembly. the idea that it is the responsibility of every consists of his interpretation of 'role pres­ manager to ensure that all his subordinates Apparent differences in perception were sures' which are generated by these expec­ are clear about the limits of their authority checked by structured interview to deter­ tations. His perception of the expectations, seems to be very generally accepted. Most mine which were due to different inter­ and—often unspoken—wishes of those in managers would agree that managerial pretations of the questions. It was found that counter positions determine his 'received effectiveness is likely to be impaired if the this type of questionnaire can show up some role', and it is this that influences his foreman's interpretation of his role does not major differences in expectation which might behaviour, not the mere expectations them­ agree with the version 'sent' by his immedi­ be important in practice. The results were selves. ate superior at least as far as the limits of his examined to see if there was any correlation discretion are concerned. Any disagreement between the incidence of these different The role pressures experienced by a should therefore provide a useful indicator perceptions and age, experience and length foreman commonly come from a great many for the effectiveness of role communication of working association of the foremen with counter positions. The conflicting expec­ at this level, and the identification of such their managers, but no relationship was tations of management and workers have disagreements might also have practical established with any of these factors. It been commented on by many authors and implications for anyone concerned to seems that the reason for these com­ these are certainly important; but they are increase the effectiveness of first line super­ munications failures must therefore be by no means the only source of role vision. sought elsewhere. pressure. Other foremen are likely to have generalised notions of the role and may seek Some reservations remain, however, with Previous investigations suggested that dis­ to establish conformity. People in various regard to the use of this tool for discovering agreement between foremen and their im­ departments whose work depends sub­ relatively slight differences in viewpoint. mediate superiors with regard to the stantially on the foreman's co-operation, Making the questions more specific did not foreman's authority might be quite common, such as quality control, maintenance or but it was not clear whether these apparent yield any further information. However, in training, may have their own particular differences were due to real failures in com­ assessing the results of this research, it is views on how he should behave. And it important to bear in mind that the responses munication or whether they only reflected cannot ever be assumed that the categories analysed were from only 104 foremen and weaknesses in the research methods which Contd. on p. 8

Journal

Management Research News – Emerald Publishing

Published: Feb 1, 1978

There are no references for this article.