1988 Volume 28 Issue 1 Pages 1-9
The hypothesis was that the managerial behaviors in local government organizations are susceptible to the interaction between technical factors and boundary spanning function. The former refers to the degree of specialization and standardization of the task, and the latter, to the degree of exposure to the needs of residents, the members of council, mayor et al. In more open groups in which the subordinates' tasks more specialized or standardized, kakari-cho (the first-line supervisor) kept from ordering and controling their behaviors, and rather considered their well-being. But in the case of ka-cho (section manager), no significant interaction effect was found.
In conclusion, kakari-cho performed wider and deeper boundary spanning role, and therefore was more sensitive to external factors than in the case of ka-cho.
