Flow of information in an electronic manufacturing firm tested employees' knowledge of company policies

Defining company policy

It is generally assumed that a person will be a more effective member of an organization if he has a knowledge of the purpose of the organization Ana its operations. Such knowledge should help person to understand his job better and also to appraise his own performance and the performance of others more readily. In the hospital study mentioned the lack of explanations or information regarding personnel policies, promotions, and salary increases were occasionally mentioned as irritating and conducive to snooping and suspicion. One study of the flow of information in an electronic manufacturing firm tested employees' knowledge of company policies. Differences in test scores were uncovered in different pro1s of the company such that job performance was better on an individual and group basis where the knowledge of the policies was better.

It may be that managing directors have a general reluctance to establish clear policies in case this action reduces their flexibility in the future.

Recruitment

In looking through the personal characteristics of the electronic fIrms' managers it was noticeable that the only selection procedure that they had in common was that of 'like choosing like'. Thus the social background and type of schooling of the top management tended to be reflected in the junior management. One manager explained his reasoning behind this: 'I don't suppose we do this consciously, but when you talk to an applicant you soon know if you would get on together. If he talks rugby while everyone else talks football, it is clear indication to me that we would have communication problems later on. '

Some managements believe that the sons of professionals, being used to the hustle and bustle of executive life, make the best managers. Others believe that the more gifted sons of the lower classes are better in that they have had to make their way up the managerial. ladder solely on their own ability. It is no coincidence that the followers of the first philosophy tend to be sons of professionals while followers of the latter tend to be from the lower classes. These factors should come as no surprise to people interested in human logic, for, after all, the manager who has achieved some degree of success in his career may feel quite justified in selecting subordinates in what he feels is his own image. If this manager has the 'key to success' why should not candidates of similar background have the same gift?

What constitutes the can, of course, become quite bizarre. One American executive ('officer to Vance Packard that a goocon-act management image d executive should have good ears. Packard thought the manager meant that an executive should be good listener until he noticed the uncommonly large size of the man s ears. There is little doubt that most managers would not use ear size as a means of selection, but there are many managers who would go along with the ex-regular Army officer I met: 'I think most of the other managers here agree with me-if the candidate doesn't have a short head of hair we can reject him without bothering with the interview. It's been my experience in the Army that the "long hairs" were always in the charge room.'

What sort of charges were they on, I asked: 'Oh, usually for having long hair', he replied.

It is misleading to think that such preferences are uncommon in industry. One Harvard course in advanced management was attended by over one hundred businessmen; only 40 per cent of them had moustaches and none had beards: These pressures to conform usually start during recruitment interviews. McKinsey Management Consultants Inc. were rumored to have instructed their consultants to wear suspenders and not self-supporting socks, while a British Consulting firm insists that bearded recruits shave before joining their ranks. These managerial preferences may only. be regarded as slightly illogical or mildly inefficient, but they are rather ominous, as indicated by many studies in America which, for example, have shown that religious, racial and political allegiances are of prime importance in the selection proceed. .

Returning to the background differences among the electronics managers, the results described that these differences had no effect on the accuracy of communication between managers, while the evidence concerning cognitive distance and frames of references was inconclusive. The only factor uncovered in the. study which can be used to aid the selection of good communicators are those of education level or managerial style. An even more direct approach may be to select "high performers' for middle or upper managerial levels, especially where communicating ability is essential..

The suggestion to recruit educational 'whiz kids' or the 'high flyers' of industry may be a daunting prospect for many managers. Some firms are reputed to slow down the progress of their own 'bright young men', fearing the jealousy and anxiety that can be caused among the other managers, but few top managers will admit to being apprehensive about their own job security. It should be remembered, however, that among the electronics managers the well educated and fast movers had accurate communication as their common factor. In neither group were these managers more promotion ally minded than less endowed colleagues.