"How Should Who Lead Whom to do What?"

by Dr. Clare Graves

YMCA
Management Forum 1971-1972

From the Historical Collection of the work of Dr. Clare W. Graves
- presentations, papers, recorded transcripts, notes-
William R. Lee                                                                                                                      August 2003

There are two examples of this proposition I should like to bring to your attention. One derives from a series of British studies on organizational structure and the other is from Fielder’s work on the needed relationship between managerial style and the work to be done.

Certain British investigators show quite clearly the congruency factor in effective performance. They demonstrate that productivity is, at one and the same time, a function of the proper relationship between what is being produced, how it is being produced, who is producing it, and the organizational structure in which it is being produced. As they say:

The effectiveness of organizational practice depends upon the type of technology that is characteristic of each organization, rather than on some absolute, ideal decision of labor, managerial style, incentive system or other facets of organizational inputs.

In addition to this they say:

…that individuals and culture differ in their predisposition to favor and find satisfaction in work that is psychologically involving and complex – or work that is simple and routine. In particular cultures associated with the Protestant ethic (or its cultural equivalent), which looks upon work as good in itself, seem to predispose work forces to seek and enjoy complex work. These cultural influences are more apt to be found in the United States among work forces of town and rural background, whereas work forces from urban settings – are more likely to find satisfaction from low contend jobs with infrequent changes and distractions. These recent findings suggest a way of accounting for earlier studies that seem contradictory. For instance, a study of factory work in England indicated that workers preferred non-conveyor to conveyor work and longer rather than shorter cycle times. On the other hand, several careful observational studies, such as those reported by Baldamus, indicated that many workers found satisfaction in the “traction” or rhythm of low-content work, so long as interruptions and pressures were not too great.

Beyond this Fielder has found:

…that in groups which are dealing with a highly certain task, and where the leader has friendly relations with his subordinates but a very weak power position, with few rewards and sanctions at his disposal, a more controlling, active leader is most effective. On the other hand, in groups which have a very uncertain task, and in which the leader has good relations with his subordinates and a weak power position, a more permissive, passive and considerate leader is more effective. (Fielder, 1965)

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