Length of superior-subordinate relationship and other factors

some time their promotion desire and need for a substitute for promotion were both increased with the possibilities of the resulting adverse effects. Statistical tests also showed that a long relationship was not indicative of low performance or a lack of past promotion-many of .the managers having risen together. One manager described his way around this problem: 'I try to move jimior staff around to relieve their boredom. When they are in their early twenties, stuck to one section with others in their late twenties and have boss at over 40, it discourages the more ambitious ones.. They cannot see ways of getting ahead. '


Length of superior-subordinate relationship and other factors I
.
Number of Correlation Probability
measurements coefficient
Desire for
promotion 60 +0.17 0.09 \
Need for
a substitute
for promotion 58 +0.26 0.02

Returning to. the training methods of role playing, job rotation, etc., simultaneous with the expected growth in the ability to see the other man's point of view should come a skill in redefining apparently conflicting aims in terms of common goals. This should also result in improvements in communication accuracy and career achievement
Perhaps of relevance here is the point that the
introduction of new techniques and espe~ially ones of a
'psychological' character,. require .top-management