| Abstract: | The purpose of this experiment was to test the effect of two degrees of delegation on the foreman's behavior in a conference with his men. A simulated life situation, involving a foreman and three assembly workers, was used. Time-study data indicated a source of inefficiency and raised the problem of improving work methods. Groups of four persons interacted under two conditions: in 85 of the groups the foreman was instructed by his superior to introduce a specific solution to a problem; in the other 86 groups he was instructed to share the problem with his men. All subjects were middle-management personnel in government and industry, and all had been exposed to the concept of participation in gaining the acceptance of a decision. Equal samples from each population were tested under the two conditions. Measures included the following: (1) types of decisions reached; (2) foreman's method of posing the topic for discussion; (3) men's acceptance of the decision; (4) foreman's perception of men who disagreed with him; and (5) whether or not the foreman shared the time-study data with the men. The results revealed that the two experimental conditions produced no differential effect on any of the measures. Persons serving as foremen conducted their meetings as they saw fit and were uninfluenced by their lack of freedom under one condition and their high degree of freedom under the other. |
