| The demographic composition of the workforce in the U.S. has changed to a more heterogeneous one and will continue to do so. (Cox & Blake, 1991, p. 49) Further, in response to demands for high quality and innovation, many organizations have restructured to increase the interdependence amongst workers. (Jackson, 1991, p. 144) These two trends have led to a growing body of research about a diverse labor force and suggests that a variety of interacting cultural attributes may present specific obstacles within organizations. "However, very little is known about why demographic composition has these effects." (Szumal, 1987, p.1); This dissertation research filled the gaps in the literature by arguing that the social constructs and resulting power differences associated with an individual's cultural attributes are related to individual management style and level of management style conformity. This relationship of variables acts as a mediating force in a heterogeneous organization. The argument being, while recognition of another's cultural differences or similarities to your own cultural attributes may be subtle or overt, the reaction exists and it is associated with concepts of meaning which are tied to cultural attributes. Therefore, these reactions are actually levels of conformity to given stereotypes and prejudices about the cultural attributes of others as related to our own. For managers in public organizations, these acts of conformity play out in their management styles.; Cultural attributes are "...the relatively permanent and immutable personal and background characteristics of the individual." (Tsui & Gutek, 1999, p. 47) Given the importance of understanding the effects of diverse cultural attributes in public organizations, this study explored them as intervening mediators which may help to clarify management style choice and level of management style conformity when interacting with others in the organization.; The next step in management studies provided by this dissertation research, is to discuss management in terms of how the cultural attributes of individuals affect interactions. The research hypotheses are: (A) Managers with specific cultural attributes will tend towards particular management styles. (B) Specific cultural attributes of managers will correlate with specific levels of management style conformity. (C) Managers with cultural attributes that are in the minority conform their management style at a higher level than those in the majority.; The outcomes from this study were relevant to those persons that practice, theorize, study and/or question management within public organizations. As McGregor stated, "...fish discover water last. Certain characteristics of our society, and of organizational life within it, are so completely established, so pervasive, that we cannot conceive of their being otherwise." (McGregor, 1960, p. 49) This research and argument revitalized and stretched the boundaries of Public Administration, Organization Theory and Political Science. The findings of this research showed many statistically significant correlations between the cultural variables, management style and levels of management style conformity. For example, the racial minority or majority status of the manager did yield a statistically significant correlation with management style choice (chi square=.035). In addition, variance within the responses and between the variables was observed and is discussed. For example, contrary to the hypothesis of this research project, managers with minority status conformed their management style at lower levels than those in the majority. Therefore, further research and operationalization of the variables is recommended. |
