Managers’ perceptions of their organisation: an application of correspondence analysis

2.50
Hdl Handle:
http://hdl.handle.net/2436/11421
Title:
Managers’ perceptions of their organisation: an application of correspondence analysis
Authors:
Worrall, Les; Cooper, Cary L.
Abstract:
The paper is based on a five year, UMIST-Institute of Management study into the changing nature of the Quality of Working Life and seeks to uncover differences in the incidence and impact of organizational change on the perceptions and experiences of managers. The research indicates that there are significant differences in the impact of organizational change on managers and that these vary by the respondent’s position in the organizational hierarchy, by firm size and by sector (sector being here defined as public sector, private sector and “other”). The paper makes use of correspondence analysis as a means of graphically plotting responses as a means of identifying similarities and dissimilarities in perceptions and experiences of organizational change and its impact for sub-groups of managers.
Publisher:
University of Wolverhampton
Issue Date:
Sep-1998
URI:
http://hdl.handle.net/2436/11421
Additional Links:
http://www.wlv.ac.uk/PDF/uwbs_WP019-98%20Worrall%20Cooper.pdf
Submitted date:
2007-04-26
Type:
Working Paper
Language:
en
Series/Report no.:
Working paper; WP 019/98
ISSN:
363-6839
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorWorrall, Les-
dc.contributor.authorCooper, Cary L.-
dc.date.accessioned2007-04-26T15:15:25Z-
dc.date.available2007-04-26T15:15:25Z-
dc.date.issued1998-09-
dc.date.submitted2007-04-26-
dc.identifier.issn363-6839-
dc.identifier.urihttp://hdl.handle.net/2436/11421-
dc.description.abstractThe paper is based on a five year, UMIST-Institute of Management study into the changing nature of the Quality of Working Life and seeks to uncover differences in the incidence and impact of organizational change on the perceptions and experiences of managers. The research indicates that there are significant differences in the impact of organizational change on managers and that these vary by the respondent’s position in the organizational hierarchy, by firm size and by sector (sector being here defined as public sector, private sector and “other”). The paper makes use of correspondence analysis as a means of graphically plotting responses as a means of identifying similarities and dissimilarities in perceptions and experiences of organizational change and its impact for sub-groups of managers.en
dc.format.extent106554 bytes-
dc.format.mimetypeapplication/pdf-
dc.language.isoenen
dc.publisherUniversity of Wolverhamptonen
dc.relation.ispartofseriesWorking paperen
dc.relation.ispartofseriesWP 019/98en
dc.relation.urlhttp://www.wlv.ac.uk/PDF/uwbs_WP019-98%20Worrall%20Cooper.pdfen
dc.subjectCorrespondence analysisen
dc.subjectOrganisational changeen
dc.subjectManagersen
dc.subjectQuality of working lifeen
dc.titleManagers’ perceptions of their organisation: an application of correspondence analysisen
dc.typeWorking Paperen
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