A Systems Survey Research Feedback for Management and Organizational Development

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Abstract
A questionnaire completed by a manager and his immediate subordinates generates scores on organizational, group, task, personal and interpersonal factors; management styles; and outputs of effectiveness and satisfaction. After the raw data from a particular workgroup or system are analyzed, the manager obtains a computerized printout called a PROFILE of the discrepancies between his subordinates and himself as well as normative data to help him plan change. This constitutes the feedback phase of the OD intervention. Initial follow-up suggests that the PROFILE procedure is seen to promote change particularly in situations where subordinates had no decision-making input and perceived conditions as disorderly and poorly managed. Correlational analyses of the data suggest that authoritative managerial direction is more frequent when situations are regular, clear, and structured; but such direction is perceived to be more effective under reverse conditions. Manipulative bosses are downgraded, while consultative superiors are favored under most conditions. Ultimately this paper represents an approach to research in social psychology where subjects gain practical on-the-job self-knowledge directed toward change, and the researcher gains new understanding leading to model building and theory development of the factors that describe supervisory behavior in various situations.

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