A STUDY ON THE EFFECTIVENESS OF SUPERVISORY PATTERNS IN A JAPANESE HIERARCHICAL ORGANIZATION

JYUJI MISUMI; TOSHIAKI TASAKI

doi:10.4992/psycholres1954.7.151

JYUJI MISUMI, TOSHIAKI TASAKI

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JOURNAL FREE ACCESS

1965 Volume 7 Issue 4 Pages 151-162

DOI https://doi.org/10.4992/psycholres1954.7.151

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Published: 1965 Received: October 21, 1965 Available on J-STAGE: February 24, 2009 Accepted: - Advance online publication: - Revised: -
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Date of correction: February 24, 2009 Reason for correction: - Correction: ABSTRACT Details: Wrong : With the goal achievement functional dimension and the process maintenance functional dimension used as the bases, the supervisory behaviors of the first-line su-pervisors and their superior second-line supervisiors in the hierarchical organiza-tion of colliery were operationally divided into four patterns : namely, P, M, and PM which is determined by the higher in-tensity of the functions of P and M, plus pin in which the function of P and M shows the lower intensity. This study was thus designed to investigate what effect each of these supervisory patterns has on the group productivity and morale.
The P and M scores on supervisory be-haviors were measured on the basis of cognitions by the workers. With 125 coal-getters used the subjects, the research was conducted by means of the group interview method, distributing questionnaire. The results can be summarized as follows.
(1) A first-line and second-line super-visory pattern common to three of the four high-producing groups was found to be that of pattern PM. The pattern P was found to be common to the three low-producing groups.
(2) In the fourth group, the fact that M existed in the high-producing group con-stituted the difference from the low-pro-ducing group. Pattern pin was found to be a pattern common to all the low-pro-ducing groups.
(3) The morale of the workers in the high-producing groups was found to be relatively higher than that of those in the low-producing groups.
(4) The results of this study obviously confirmed the interpretation that it is when P function and M function are multiplied, thus enabling the former to give the latter a catalytic effect (into PM) that they pro-vide optimum stimulation for increment of productivity and morale.
(5) It was revealed that the effect of P and M functions was correlated in one way or another with their intensity.
Right : This study was designed to investigate what types of leader behaviors were effective in group productivity and morale. With the goal achievement (P) and the process maintenance (M) functional dimension used as the bases, the supervisory behavior of the first-line and the second-line supervisors were operationally divided into four patterns: namely, P, M, PM and pm which is determined by the intensity of two functions. The questionnaire was administered to the 500 coal getters. The supervisory patterns common to the high-producing groups were found to be PM and M patterns. The patterns P and pm were found to be common to the low-producing groups. The morale of the workers in the highproducing groups was relatively higher than that of those in the low-producing groups.

Date of correction: February 24, 2009 Reason for correction: - Correction: CITATION Details: Wrong : BESCO, R., & LAWSHE, C. H. 1959 Foreman leadership as perceived by supervisors and sub-ordinates. Personnel Psychol., 12, 573-582.
FLEISHMAN, E. A., HARRIS, E., & BURTT, H. 1955 Leadership and supervision in industry. Columbus, Ohio: Ohio State Univ., Bureau of Educa-tional Research.
FLEISHMAN, E. A., & HARRIS, E. 1962 Patterns of leadership behavior related to employee griev-ance and turnover. Personnel Psychol., 15, 43-56.
HALPIN, A. W. 1957 The leader behavior and effectiveness of air-craft commanders. In R. W. Stogdill & A. E. Coons (Eds.), Leader behavior; its description and measurement. Co-lumbus, Ohio: Ohio State Univ., Bureau of Business Research.
HALPIN, A., & WINER, B. 1952 The leadership behavior of the airplane commander. Columbus, Ohio: Ohio State Univ., Research Founda-tion.
HEMPHILL, J. K. 1957 The leader behavior as-sociated with the administrative reputation of college departments. In R. W. Stogdill & A. E. Coons (Eds.), Leader behavior; its de-scription and measurement. Columbus, Ohio: State Univ., Bureau of Business Research.
KAHN, R. L. 1960 Productivity and job satis-faction. Personnel Psychol., 13, 275-287.
MISUMI, J. 1960a A field study of human rela-tions in Japanese small sized enterprises I. Industrial Training, 6 (3), 2-12.
MISUMI, J. 1960b A field study of human rela-tions in Japanese small sized enterprises II. Industrial Training, 6 (4), 2-13.
MISUMI, J. & SHIRAIV,sHi, S. (in press) An ex-perimental study of the effects of supervisory behavior on productivity and morale in hier-archical organization. Hum. Relat.

Right : BESCO, R., & LAWSHE, C. H. 1959 Foreman leadership as perceived by supervisors and subordinates. Personnel Psychol., 12, 573-582.
FLEISHMAN, E. A., HARRIS, E., & BURTT, H. 1955 Leadership and supervision in industry. Columbus, Ohio: Ohio State Univ., Bureau of Educational Research.
FLEISHMAN, E. A., & HARRIS, E. 1962 Patterns of leadership behavior related to employee grievance and turnover. Personnel Psychol., 15, 43-56.
HALPIN, A. W. 1957 The leader behavior and effectiveness of air-craft commanders. In R. W. Stogdill & A. E. Coons (Eds.), Leader behavior; its description and measurement. Columbus, Ohio: Ohio State Univ., Bureau of Business Research.
HALPIN, A., & WINER, B. 1952 The leadership behavior of the airplane commander. Columbus, Ohio: Ohio State Univ., Research Foundation.
HEMPHILL, J. K. 1957 The leader behavior associated with the administrative reputation of college departments. In R. W. Stogdill & A. E. Coons (Eds.), Leader behavior; its description and measurement. Columbus, Ohio: State Univ., Bureau of Business Research.
KAHN, R. L. 1960 Productivity and job satisfaction. Personnel Psychol., 13, 275-287.
MISUMI, J. 1960a A field study of human relations in Japanese small sized enterprises I. Industrial Training, 6 (3), 2-12.
MISUMI, J. 1960b A field study of human relations in Japanese small sized enterprises II. Industrial Training, 6 (4), 2-13.
MISUMI, J. & SHIRAIVSHI, S.(in press) An experimental study of the effects of supervisory behavior on productivity and morale in hierarchical organization. Hum. Relat.

Date of correction: February 24, 2009 Reason for correction: - Correction: PDF FILE Details: -

Date of correction: February 24, 2009 Reason for correction: - Correction: ABSTRACT Details: Wrong : This study was designed to investigate what types of leader behaviors were effective in group productivity and morale. With the goal achievement (P) and the process maintenance (M) functional dimension used as the bases, the supervisory behavior of the first-line and the second-line supervisors were operationally divided into four patterns: namely, P, M, PM and pm which is determined by the intensity of two functions. The questionnaire was administered to the 500 coal getters. The supervisory patterns common to the high-producing groups were found to be PM and M patterns. The patterns P and pm were found to be common to the low-producing groups. The morale of the workers in the highproducing groups was relatively higher than that of those in the low-producing groups.
Right : This study was designed to investigate what types of leader behaviors were effective in group productivity and morale. With the goal achievement (P) and the process maintenance (M) functional dimension used as the bases, the supervisory behavior of the first-line and the second-line supervisors were operationally divided into four patterns: namely, P, M, PM and pm which is determined by the intensity of two functions. The questionnaire was administered to the 500 coal getters. The supervisory patterns common to the high-producing groups were found to be PM and M patterns. The patterns P and pm were found to be common to the low-producing groups. The morale of the workers in the high producing groups was relatively higher than that of those in the low-producing groups.

Date of correction: February 24, 2009 Reason for correction: - Correction: CITATION Details: Wrong : BESCO, R., & LAWSHE, C. H. 1959 Foreman leadership as perceived by supervisors and subordinates. Personnel Psychol., 12, 573-582.
FLEISHMAN, E. A., HARRIS, E., & BURTT, H. 1955 Leadership and supervision in industry. Columbus, Ohio: Ohio State Univ., Bureau of Educational Research.
FLEISHMAN, E. A., & HARRIS, E. 1962 Patterns of leadership behavior related to employee grievance and turnover. Personnel Psychol., 15, 43-56.
HALPIN, A. W. 1957 The leader behavior and effectiveness of air-craft commanders. In R. W. Stogdill & A. E. Coons (Eds.), Leader behavior; its description and measurement. Columbus, Ohio: Ohio State Univ., Bureau of Business Research.
HALPIN, A., & WINER, B. 1952 The leadership behavior of the airplane commander. Columbus, Ohio: Ohio State Univ., Research Foundation.
HEMPHILL, J. K. 1957 The leader behavior associated with the administrative reputation of college departments. In R. W. Stogdill & A. E. Coons (Eds.), Leader behavior; its description and measurement. Columbus, Ohio: State Univ., Bureau of Business Research.
KAHN, R. L. 1960 Productivity and job satisfaction. Personnel Psychol., 13, 275-287.
MISUMI, J. 1960a A field study of human relations in Japanese small sized enterprises I. Industrial Training, 6 (3), 2-12.
MISUMI, J. 1960b A field study of human relations in Japanese small sized enterprises II. Industrial Training, 6 (4), 2-13.
MISUMI, J. & SHIRAIVSHI, S.(in press) An experimental study of the effects of supervisory behavior on productivity and morale in hierarchical organization. Hum. Relat.

Right : BESCO, R., & LAWSHE, C. H. 1959 Foreman leadership as perceived by supervisors and subordinates. Personnel Psychol., 12, 573-582.
FLEISHMAN, E. A., HARRIS, E., & BURTT, H. 1955 Leadership and supervision in industry. Columbus, Ohio: Ohio State Univ., Bureau of Educational Research.
FLEISHMAN, E. A., & HARRIS, E. 1962 Patterns of leadership behavior related to employee grievance and turnover. Personnel Psychol., 15, 43-56.
HALPIN, A. W. 1957 The leader behavior and effectiveness of air-craft commanders. In R. W. Stogdill & A. E. Coons (Eds.), Leader behavior; its description and measurement. Columbus, Ohio: Ohio State Univ., Bureau of Business Research.
HALPIN, A., & WINER, B. 1952 The leadership behavior of the airplane commander. Columbus, Ohio: Ohio State Univ., Research Foundation.
HEMPHILL, J. K. 1957 The leader behavior associated with the administrative reputation of college departments. In R. W. Stogdill & A. E. Coons (Eds.), Leader behavior; its description and measurement. Columbus, Ohio: State Univ., Bureau of Business Research.
KAHN, R. L. 1960 Productivity and job satisfaction. Personnel Psychol., 13, 275-287.
MISUMI, J. 1960a A field study of human relations in Japanese small sized enterprises I. Industrial Training, 6 (3), 2-12.
MISUMI, J. 1960b A field study of human relations in Japanese small sized enterprises II. Industrial Training, 6 (4), 2-13.
MISUMI, J. & SHIRAKASHI, S.(in press) An experimental study of the effects of supervisory behavior on productivity and morale in hierarchical organization. Hum. Relat.

Abstract

This study was designed to investigate what types of leader behaviors were effective in group productivity and morale. With the goal achievement (P) and the process maintenance (M) functional dimension used as the bases, the supervisory behavior of the first-line and the second-line supervisors were operationally divided into four patterns: namely, P, M, PM and pm which is determined by the intensity of two functions. The questionnaire was administered to the 500 coal getters. The supervisory patterns common to the high-producing groups were found to be PM and M patterns. The patterns P and pm were found to be common to the low-producing groups. The morale of the workers in the high producing groups was relatively higher than that of those in the low-producing groups.

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