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Cultural Patterns in the Role of the Manager

Cultural Patterns in the Role of the Manager Summary This is a preliminary report of data. More exhaustive analysis will appear later. Meanwhile, some general findings emerge: 1. One cannot help but be struck by the consistent groupings of countries through all three parts of the study. Not only is the grouping consistent, but it tends to follow ethnic lines rather than level of industrialization. 2. The pattern of uniformity and diversity in the data is also striking. It seems possible to identify variables which are enduring and relatively culture‐free characteristics of people and other variables which are more situationally determined. This is outstanding in the uniformity of importance of needs and the great difference in their satisfaction. It also appears in the uniform swings on attitudes toward leadership while preserving national differences and in the similar grouping on the semantic differential. 3. Managers in all the countries studied could profitably examine these data. They might ask themselves if this is the way they see it, if this is the way they want it, and what the differences may mean to their countries' economies. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Relations Wiley

Cultural Patterns in the Role of the Manager

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Publisher
Wiley
Copyright
Copyright © 1963 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0019-8676
eISSN
1468-232X
DOI
10.1111/j.1468-232X.1963.tb00283.x
Publisher site
See Article on Publisher Site

Abstract

Summary This is a preliminary report of data. More exhaustive analysis will appear later. Meanwhile, some general findings emerge: 1. One cannot help but be struck by the consistent groupings of countries through all three parts of the study. Not only is the grouping consistent, but it tends to follow ethnic lines rather than level of industrialization. 2. The pattern of uniformity and diversity in the data is also striking. It seems possible to identify variables which are enduring and relatively culture‐free characteristics of people and other variables which are more situationally determined. This is outstanding in the uniformity of importance of needs and the great difference in their satisfaction. It also appears in the uniform swings on attitudes toward leadership while preserving national differences and in the similar grouping on the semantic differential. 3. Managers in all the countries studied could profitably examine these data. They might ask themselves if this is the way they see it, if this is the way they want it, and what the differences may mean to their countries' economies.

Journal

Industrial Relations – Wiley

Published: Feb 1, 1963

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