| The objectives of the study were to determine if any implications for management selection and training emerge from an examination of the management styles and characteristics of level of education, age, sex, and work experience of Indian and non-Indian Managers employed by five Pacific Northwest Indian nations.;Four instruments were used to obtain the data necessary to do the analysis. These instruments were Telemetrics Inc. instruments "Styles of Management Inventory," and "Appraisal of Management Styles," a listing of Management styles according to Blake and Mouton, and an interview schedule developed by the researcher. The target population consisted of managers, subordinates, and tribal council members.;The results of the study revealed that there were some factors in the study of management style which could have implications for selection and training of managers. The analysis of the data provided the following information related to the research questions: (1) The managers identified themselves primarily as impoverished managers (1,1) with a few in each of the other categories of management style. (2) The subordinates' appraisal of their manager's management style revealed a fairly even distribution of managers in regard to all five categories of management style. (3) The management styles as ranked by the tribal council members were clustered in two groups. Highest group: Team Management (9,9)--ideal; Organizational Man (5,5)--second choice; Lower group: Country Club Manager (1,9)--third choice; Impoverished Manager (1,1)--fourth choice; Authority Obedience (9,1)--least desirable. (4) The self-identified management style varied with education level; that is, the lower the level of education the more likely the manager perceived him/herself as exhibiting an impoverished (1,1) management style. (5) The subordinate appraised management style was not related significantly to any of the variables. (6) (a) The level of education of Indian managers was much lower than the level of education of the non-Indian managers. (b) The work experience of Indian managers prior to their present management position was primarily unskilled and skilled; while a large number of the non-Indian managers had prior work experiences that were only professional. (c) Indian managers saw themselves as primarily impoverished managers (1,1). |
