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The relationship between personality...

Barnes, David Wayne.

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The relationship between personality type, corporate culture and hierarchical position and the use of power and influence tactics in project planning.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The relationship between personality type, corporate culture and hierarchical position and the use of power and influence tactics in project planning./
作者:	Barnes, David Wayne.
面頁冊數:	151 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-02, Section: A, page: 0365.
Contained By:	Dissertation Abstracts International64-02A.
標題:	Education, Adult and Continuing. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3080256

The relationship between personality type, corporate culture and hierarchical position and the use of power and influence tactics in project planning.
Barnes, David Wayne.

The relationship between personality type, corporate culture and hierarchical position and the use of power and influence tactics in project planning. - 151 p.

Source: Dissertation Abstracts International, Volume: 64-02, Section: A, page: 0365.

Thesis (Ph.D.)--University of Idaho, 2003.

This study investigated the relation of personality variables (<italic> temperaments, function pairs, and interaction styles</italic>) and cultural factors (hierarchical level and job type/work location) to power and influence tactics (<italic>reasoning, consulting, appealing, networking, bargaining, pressuring, and counteracting</italic>) in project planning situations. The study also examined the relationships between the personality variables and cultural factors.Subjects--Topical Terms:

626632
Education, Adult and Continuing.

The relationship between personality type, corporate culture and hierarchical position and the use of power and influence tactics in project planning.
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100 1 $a Barnes, David Wayne. $3 1900290
245 1 0 $a The relationship between personality type, corporate culture and hierarchical position and the use of power and influence tactics in project planning.
300 $a 151 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-02, Section: A, page: 0365.
500 $a Major Professor: Martha C. Yopp.
502 $a Thesis (Ph.D.)--University of Idaho, 2003.
520 $a This study investigated the relation of personality variables (<italic> temperaments, function pairs, and interaction styles</italic>) and cultural factors (hierarchical level and job type/work location) to power and influence tactics (<italic>reasoning, consulting, appealing, networking, bargaining, pressuring, and counteracting</italic>) in project planning situations. The study also examined the relationships between the personality variables and cultural factors.
520 $a Results indicated that one of the power and influence tactics, <italic> counteracting</italic>, showed a consistent connection to first-line supervision. The first-line supervisors were likely to use the <italic>counteracting</italic> tactic where higher-level managers (managers and senior managers) showed no connection to the counteracting tactic. Of the interaction styles (<italic> chart-the-course, behind-the-scenes, get-things-going, and in-charge</italic>) those preferring <italic>chart-the-course</italic> were apt to employ reasoning as a power and influence tactic where <italic>behind-the-scenes</italic> and <italic> get-things-going</italic> styles were unlikely to use that tactic. Managers who possess the ST <italic>function pair</italic> were more inclined to practice reasoning as a tactic than those favoring NT or SF. The ST <italic>function pair</italic> is most apt to practice the <italic>pressuring</italic> tactic where NF shows no relation to that tactic. The managers who were employed at the corporate headquarters had a higher proportion of intuitive types, particularly NF than would be statistically expected. The SJ <italic>temperament </italic> was significantly more prevalent in field locations than at the headquarters.
520 $a Overall, the study revealed several significant differences between field and headquarters personnel, the most apparent difference being that field managers were mainly sensing while headquarters managers were more intuitive. The study also suggested some significant connections between personality preferences and power and influence tactics. These findings have a number of implications in the areas of human resource development, training, communication, and performance appraisal.
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650 4 $a Psychology, Personality. $3 1017585
650 4 $a Business Administration, Management. $3 626628
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710 2 0 $a University of Idaho. $3 718915
773 0 $t Dissertation Abstracts International $g 64-02A.
790 1 0 $a Yopp, Martha C., $e advisor
790 $a 0089
791 $a Ph.D.
792 $a 2003
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3080256