By Cary L. Cooper
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Additional info for The Executive Gypsy: The Quality of Managerial Life
Sample text
It was decided, therefore, to take 'lower middle' as a base-line category against which the trends and profiles of the other two levels could be examined. This will now be done, taking account of five of the six environment-based categories of potential sources of stress on which the construction of the Job and Organisational Characteristics Questionnaire was based. Items in the sixth-category 'relationships' (with subordinates, colleagues and superiors), were consistently rated by the majority of the sample (from 79 per cent to g8 per cent depending on the specific item) as sources of satisfaction and did not, therefore, emerge as discriminating items in comparisons between groups.
It would seem that the former's contacts have reached a critical level, perhaps that of 'negotiation' rather than 'friendly informationsharing'. As a third of the total sample were in the marketing or sales functions, the size of contracts handled may be contributing to this The Executive Gypsy for result, although this goes against research results which claim that responsibility for things is a less powerful stressor than responsibility for people (Wardwell, Hyman and Bahnson, 1964). Also under 'job-related' factors come two separate items.
A complication, though, is added to this picture by the only 'individual demographic' variable to show significant differences between levels. Managers were asked to calculate the approximate percentage of their week they spent on work- these estimates were based on a seven-day week, as many did some work at weekends. 015). Thus, if Climbing the Organisational Ladder 41 more objective evidence is considered, it becomes even more apparent that senior managers' comparative satisfaction and middle managers' unrest about working hours are symptomatic of underlying 'syndromes' rather than consistent and justifiable in this narrow context.