Whereas studies in the fifties’ stressed centrality as the important dependent

Whereas studies in the fifties’ stressed centrality as the important dependent variable for

morale in their network experiments, later work demonstrated that power was the

primary determinant of morale, followed closely by centrality, self-actualization, and

activity in the net.

In industry similar divisions of opinions occur. Supervisors at the same level often have

varying degrees of influence in their unit, and this variation in power and influence can

have considerable effects on the communication process. The superiors, by virtue of

their position, can use direct, unsubtle methods, while their subordinates cannot. While

one group of writers advocated that more power should be given to supervisors, others

are in favour of reducing superiors’ control over subordinates. But lack of power can also

bring problems; when superiors have little power, then subordinates may react against

them-morale can be lowered and performance adversely affected.

That prolific writer on organizational behaviour, Likert, believes that high-producing

managers achieve better communication and greater influence than the lower

producers. Many examples in management journals suggest that uninfluential managers

are often bypassed by subordinates seeking action from higher, more powerful,

superiors. The logic of these moves may not be missed by the bypassed manager, and

the aggravation and annoyance often caused may reduce what communication

effectiveness> is left. Many managers recognize that this is a problem of loss of face

and go to great lengths to avoid thi.s ‘bypassing’ action, whether it be upward or

downward

themselves be interpreted as bypassing methods commonly used by top management,

believing that these are good for human relations. These policies often generate

suspicion among the bypassed middle management. How far can a subordinate go in

pointing out his boss’s mistakes-the man often in charge of his progress and salary in

the organization? Many mnagers speculate that they might lose not only their jobs but

also their pension rights if they question their superior’s judgment too closely. As Arch

Patton of the blue chip consulting firm McKinsey says: ‘It

puts an unrealistically large premium on man’s honesty ‘

Industrial psychologist Read took this further when he attempted to uncover a significant

negative relationship between communication accuracy and the degree of power or

influence the subordinate felt his superior to have.