Browsing by Author "Margerison, C."
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Item Open Access Leadership decision making : an empirical test of the vroom and yetton model(Cranfield University, 1978-06) Glube , R. H. R.; Margerison, C.Despite common belief that greater worker participation in industry will increase productivity and worker job satisfaction, the empirical evidence has been most contradictory. Most theorists now belief that the degree of participation should depend on the particular problem facing the leader. For the practicing manager one -problem has been identification of the situation and subsequent selection of a appropriate decision method. One answer to this problem is the Vroom and Yetton Model which gives explicit directions to the leader as to how to identify the problem and select the appropriate decision method. The first objective of this research was to examine the extemal validity of that' model. A measure was also obtained of the leader's- preference for participation and this was compared to the dependent variables of ñrm productivity and worker satisfactionwith supervision. The sites chosen for the research were 47, owner-operated, small, nonuniorised, franchised rms, where the leader had the'-power and authority toreffect organisational outcomes. In these sites, there' was. relatively high control over the technology employed, tasks performed, number of levels of hierarchy, and the extemal environments. It was found that those leaders who had high agreement with the Vroom and Yetton model had higher productivity and workers with higher satisfaction with supervision than those leaderslow in agreement withe, the model. On the other hand, those leaders with a high preference for participation had workers with lower satisfaction with supervision than leaders with low preference for participation. No correlation was found between the leaders' preference for participation and the rms productivity. These findings give strong support for the Vroom and Yetton model, but raise the question of why some leaders should follow the model without having had any training in it.Item Open Access Management development: perceptions of change and problems of transfer(1981-09-01) Drake, Jaqueline; Margerison, C.Transfer of training, the concern of this thesis, is investigated in the context of a joint-venture in management development carried out by the Cranfield School of Management and Cable and Wireless Limited. Previous work in the. field of transfer - theoretical, experimental and empirical - is reviewed and relevant aspects incorporated into the study. The development of the joint-venture itself is explored in three contexts: business, educational and career. · The field study was conducted with the dual objectives of hypothesis testing and hypothesis generation. 181 ~ C & W managers participated in the general management~: programmes specially-prepared for them at Cranfield. Subsequently a questionnaire was sent to each of them at their place of work to elicit their perceptions of the programmes the influence of the organisational climate on their transfer efforts; and their transfer performance as it related to specific tasks and to their own end-of-programme resolutions. Findings suggest that, although the nature of-the learning experience and the organisational climate are undoubtedly important determinants of the. successful transfer of training~ the influence of both are modified substantially by· the type of manager. Perceptions are found to vary consistently with type of manager; "type" being defined by programme attended (a surrogate for "level"); Company categorisation of managers; work preferences, as identified by the Myers Briggs Type Indicator; age; professional background; and length of service with the Company. A model for the transfer of training is proposed, together with a number of practical recommendations for both parties to the joint-venture aimed at enhancing future management development activities. Availability of this thesis is at the discretion of the Steering Committee of the joint-venture.