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Cultural
variation and power
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Management
survey
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Organization
surveys
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Proposition
1. Cultural
variation in the desirability of management systems will reflect relative
power relations within organizations in Africa.
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Judgement
based on interviews of managers. Measures from employee and managers
questionnaires
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Proposition
2. Current
management systems incongruence will be associated with low motivation in
organizations in Africa.
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Correlations
between current incongruence (current/ideal mean difference) and
managers’ motivation level (items A13/B20
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Correlation
between current incongruence (current/ideal mean difference)
and employee motivation (section 3: Job satisfaction/section 4: item 13)
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Proposition
3. Future
management systems incongruence will be associated with low commitment to
the organization
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Correlation
between future incongruence (future/ideal mean difference) and
managers’ commitment (B19)
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Correlation
between future incongruence (future/ideal mean difference) and
employee commitment (section 2:item 7/section 3: job satisfaction/
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Proposition
4.
Management in Africa generally is moving from coercive/alienative (post-colonial) to remunerative/calculative
(instrumental) to
normative/moral (post-instrumental/Renaissance) systems.
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Measure
items associated with three systems, and determine the most prevalent for current
and future
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Judgement
based on interviews of managers. Measures from employee and managers
questionnaires
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Proposition
5.
Cross-national differences in management systems within African regions
are seen to becoming less, as synergies among them are being created.
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Measures
for current systems across countries, and for future across
countries, and determine the perceived movement and differences across
countries
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Proposition
6.
Cross-ethnic differences in the perceptions of the desirability of
management systems will vary among countries in terms of levels of
conflict, compromise and coherence. This will be a function (among other
aspects) of history, current power imbalances, and economic prosperity.
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Measures
for ideal across cultures in each country. Compare with information
regarding conflict levels etc.
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Measures
for ideal on employee and management questionnaire. Compare with
interview data as well as comments on questionnaires.
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Proposition
7.
Management systems in Africa will form a mixture of elements from foreign
and indigenous influences depending on the extent of foreign, private and
public ownership, such that the dominance of foreign ownership will
influence a higher level of post-instrumental systems, and dominance of
public ownership will influence a higher level of post-colonial systems.
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Measures
for current compared with foreign, private and public sector
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Measures
current from management and employee questionnaires, and data from
interviews compared with ownership
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Proposition
8. The
perception of current and ideal management systems will vary between
dominant and non-dominant cultural groups in organizations, such that
non-dominant groups will see management systems as more instrumental and
favour more humanistic systems, and dominant groups will see management
systems as more humanistic with a lower current management system
incongruence (i.e. a lower disparity between what is and what is desired).
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Compare
perceptions of management systems among cultural groups. Correlate
perceptions with dominant/non-dominant groups in each country.
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Compare
perceptions and obtain information about dominance in each organization.
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Proposition
9.
Instrumental management systems that have a low current incongruence will
be associated in Africa with a high legitimisation of
Western/post-instrumental systems ideology.
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Identify
current instrumental systems. Determine level of current incongruence.
Compare with information obtained about prevalence of western MBA and
presence of western companies, etc as a surrogate for ‘high
legitimisation.
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In
questionnaires and through interviews, determine the level of acceptance
of western systems.
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Proposition
10.
Management systems in Africa that rely more on coercive control will be
associated with alienative involvement indicated by higher levels of current
incongruence and lower motivation.
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Correlation
between post-colonial systems and high levels of current incongruence
(difference between current and ideal), and measures for motivation
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In
questionnaires, and interviews, determine degree of coercive system, level
of satisfaction with this and level of motivation.
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Proposition
11.
Management systems in Africa that rely on remunerative control will be
associated with calculative involvement indicated by higher levels of future
incongruence and lower commitment to the organization.
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Correlation
between post-instrumental system and future incongruence, and lower
commitment
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In
questionnaires and interviews, determine degree of instrumental system,
and level of satisfaction with the way things are going, and level of
commitment.
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Proposition
12.
Management systems in Africa that rely on normative control will be
associated with lower levels of current and future incongruence,
and higher levels of motivation and commitment to the organization.
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Correlation
between African renaissance systems, lower levels of current and future
incongruence and higher levels of motivation and commitment
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In
questionnaires and interviews, determine the degree of humanistic system,
and level of current and future satisfaction, and levels of motivation and
commitment.
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