Don Hellriegel

Individual Characteristics as Sources of Perceived Uncertainty Variability

Most contingency theorists have focused on perceived environmental characteristics while ignoring the possible impact of individual differences among subjects. The view that an organization is for the most part what people perceive it to be suggests the need to identify the potential role of individual differences in the perceptions of organizational properties. Four sources of variability in the perception of uncertainty were suggested and measured with a sample of 5i corporate division managers. Cognitive process variables were more consistently related to a managers perceived uncertainty than were perceived environmental variables.

Managerial Response To Environmentally Induced Stress

Results of a test of managerial response to environmentally induced stress indicated that locus of control was highly related to perception of stress in- the environment and the use of decision or ...

Managerial problem-solving styles

What does your ideal organization look like? How do you go about solving problems? Is there really only one way to solve problems? Can your problem-solving style interact with different situational factors to increase or decrease the probabili ty of effective decisions? If so, can you learn to modify your problem-solving style to fit certain basic situational requirements? This article will explore different managerial problem-solving styles. Either consciously or subconsciously, managers are able to exercise somewhat different styles to cope with different situational requirements and personal needs, although they often have a natural tendency to use one problem-solving style more than the others. Personality may have a strong influence on the use of particular problem-solving styles, but differences in individual styles should not be synonymous with differences in personality. We do not at tempt to discuss the numerous perspectives or conflicting positions existing within the field of personality theory. For our purposes, personality is defined as how a person affects others, how he understands and views himself, and his pattern of inner and outer measurable traits. Our major objectives are the following: to present and explain a model for differentiating problem-solving styles of managers; to develop an understanding of some contingencies under which certain problem-solving styles are likely to be more effective for managerial and organizational performance; to develop the ability to diagnose and recognize ones own and others problem-solving styles; and to increase empathy and understanding of individual differences.

The Kilmann and Herden Model of Organizational Effectiveness Criteria for Small Business Managers

Kilmann and Herden hypothesized that the conceptualization of organizational effectiveness criteria would be a function of problem solving style. In a sample of 150 managers of small businesses, th...

Policy Roles of City Managers A Contingency Typology and Empirical Test

Since the inception of the council-manager plan, the role of the city manager in city government policymaking has been debated. This article develops a contingency typology of city manager policy roles. It relates the desirability by city managers of five policy roles to two contingency variables, the degree of political competition and the degree of task analyzability. Using interview and survey data, two questions based on this typology are tested. The results provide only modest support for the contingency typology because a strong overriding preference for one policy role was found.

Assessing Organizational Change Approaches: Toward a Comparative Typology

Eleven organizational change approaches were reviewed and analyzed in terms of the impact they have on major system variables in organizations, the type of change agent most likely to utilize each approach, and the relative affective, cognitive, and trusting behaviors required by the client system for the successful implementation of each approach. Different approaches are linked to different change-agent styles and needs of the client system.

Towards a Comparative Typology for Assessing Organizational Change Models.

Twelve models of organizational change are reviewed in terms of how they impact major system variables in organizations, the type of change agent most likely to utilize each model, and the relative affective, cognitive and trusting behaviors required for the successful utilization of each model.