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Life goals of retirement home residents and applicants in selected organizational climates

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Life goals of retirement home residents and applicants in selected organizational climates

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Content LIFE GOALS OF KETIHEjyENT HOME RESIDENTS AND APPLICANTS IN SELECTED ORGANIZATIONAL CLIMATES by Barbara Caldwell Perrow IM A Dissertation Presented to the FACULTY OF THE GRADUATE SCHOOL UNIVERSITY OF SOUTHERN CALIFORNIA In Partial Fulfillment of the Requirements for the Degree DOCTOR OF PHILOSOPHY (Public Administration) August 1971 UMI Number: DP71233 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. in the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. UMI Dissertation R jblishing UMI DP71233 Published by ProQuest LLC (2015). Copyright in the Dissertation held by the Author. Microform Edition © ProQuest LLC. All rights reserved. This work is protected against unauthorized copying under Title 17, United States Code uesf ProQuest LLC. 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106- 1346 UNIVERSITY OF SOUTHERN CALIFORNIA THE GRADUATE SCHOOL UNIVERSITY PARK LOS ANGELES, CALIFORNIA 90007 This dissertation, w ritte n by BARBARA CALDIVELL PERROW under the direction of h^J^. Dissertation C om mittee, and approved by a ll its members, has been presented to and accepted by The G ra d u ate School, in p a rtia l fu lfillm e n t of require ments of the degree of D O C T O R O F P H I L O S O P H Y Pu. ‘72. Dean D a te..S . e j P . t ember,19^^^ DISSERTATION COMMITTEE ACKNOWLEDGMENTS The guidance, criticism, and support of my chairman. Professor Nelson, and my committee members, Professors Berkov, Knowles, and Birren are gratefully acknowledged. In addition, special appreciation is due Dr. Charlotte Buhler for her invaluable consultation and assistance in the use of the Life Goals Inventory, and for her continuing interest in this study. To Dr. Mary Reilly, of the University of Southern California Department of Occupational Therapy, I owe special thanks for her incisive comments during the inception of this study, and for her continued support and interest. The editorial capabilities of Mrs. Jessie Levine have contributed immensely to the readability of this study. Finally, I am grateful to my family for ignoring me as much as possible during the period in which this dissertation was prepared. 11 TABLE OF CONTENTS Page ACKNOWLEDGMENTS.............................. ii LIST OF TABLES............................ . v Chapter I. INTRODUCTION ........................ 1 Focus of the Study Purpose of the Study The Problem Research Question The Theory The Variables Hypotheses Assumptions Delimitations Definitions Organization of the Study II. REVIEW OF LITERATURE................ 16 Organizational Climate Institutions for the Aged A Theory of Human Development Goal Patterns in Old Age Summary III. METHODOLOGY......................... 51 Research Design Stage I Summary of Stage I Stage II Pilot Study Summary IV. PRESENTATION OF THE DATA............ 79 Demographic Description Summary Inferential Analysis Summary 111 Chapter Page V. INTERPRETATIONS, CONCLUSIONS, AND RECOMMENDATIONS ........ ..... 107 Introduction Interpretation of the Data Summary and Conclusions Recommendations BIBLIOGRAPHY ................................... 133 APPENDICES: I. ADMINISTRATOR INTERVIEW AGENDAS . . . 141 II. STYLES OF MANAGEMENT INVENTORY .... 144 III. SUMMARY OF ADMINISTRATORS* GOALS AND INTENTS FOR THE ORGANIZATIONS . . . 151 IV. LIFE GOALS INVENTORY............ 154 V. MEAN LIFE GOAL PROFILES OF THE TOTAL SAMPLE AND OF SUBGROUPS...... 159 IV LIST OF TABIES Table Page 1. Range of Cost to Residents............. 59 2. Cost Per Person Per Month ........... 60 3. Possible Levels of Training of Administrators............ 62 4. Comparison of Homes on Variables Relevant to Organizational Climate • . 65 5. Age Distribution of the Total Sample by Decades.......................... 81 6. Comparison of Mean Age between Total Sample and Subgroups................ 82 7. Comparison of Frequencies between Males and Females on Total Sample and Subgroups.......................... 83 8. Comparison of Levels of Education between the Total Sample and the Subgroups.......................... 84 9. Comparison of Length of Stay in Retirement Homes between Subgroups of the Resident Sample.............. 86 10. Comparison of Mean Years of Residence between Subgroups of Resident Sample . 87 11. Means and Standard Deviations of Life Goals Inventory Factors for Residents of Emerald and Coral Homes.......... 91 12. Means and Standard Deviations of Life Goals Inventory Factors for Residents of Emerald and Green Homes.......... 92 13. Means and Standard Deviations of Life Goals Inventory Factors for Residents of Coral and Green Homes............ 93 Table Page 14. Means and Standard Deviations of Life Goals Inventory Factors for Residents and Applicants of Emerald Home • . • . 97 15. Means and Standard Deviations of Life Goals Inventory Factors for Residents and Applicants of Coral Home........ 98 16. Means and Standard Deviations of Life Goals Inventory Factors for Residents and Applicants of Green Home........ 99 17. Means and Standard Deviations of Life Goals Inventory Factors for Applicants to Emerald and Coral Homes.......... 103 18. Means and Standard Deviations of Life Goals Inventory Factors for Applicants to Emerald and Green Homes.......... 104 19. Means and Standard Deviations of Life Goals Inventory Factors for Applicants to Coral and Green Homes............ 105 VI CHAPTER I INTRODUCTION The general purpose of this study was to gain insights into the effects of organizational climate on the quality of life of retirement home residents. A larger context in which this study might be cast was that of exploring the nature of the change required in the basic paradigm of organization theory to accommodate the service organization, which has increased phenomenally in number, variety, and importance in recent years (Lefton and Rosengren, 1966, p. 802). Blau and Scott (1962), nearly a decade ago, described the service organization, whose prime beneficiary was? its client group. Organization theory has yet to pro vide an adequate conceptual framework for the service organization, one which involves human values as well as values of efficiency, in spite of this major increase. Historically, administrative theory has focused largely on industrial organizations and has been based on the view that efficiency was the ultimate value by which to judge performance. Organizations which serve people as persons require a different frame of refer ence— one which reflects human worth as its ultimate value. Lefton and Rosengren (1966) have suggested that 2 "the substitution of what may be called * humanitarian* values for purely economic and administrative considera tions will eventually demand organizational responsive ness to an ethic of service rather than to one of efficiency" (p. 802). How can the view that efficiency is of ultimate importance be modified for human service organizations to a frame of reference reflecting humanitarian values? Modifying administrative theory in this way requires information and insights from the study of the relation ship between human service organizations and their clients. The exploration of this general problem provides the context for the research described in this study. Focus of the Study Probably the most extreme case of human service organization is the total organization because it essentially becomes the total world of those persons living in it. This is especially true of total organiza tions such as retirement homes in which the resident will more than likely spend the rest of his life. The ultimate aim of the current research was to glean insights and information relevant to the modifica tion of administrative theory for human service 3 organizations. It therefore seemed logical that an extreme case, which would be least like organizations not characterized as human service organizations, would be a fruitful point at which to begin. In addition, retirement homes are a rapidly increasing social phe nomenon which needs to be better understood. For these reasons the organizations on which the study focused were retirement homes, selected to maximize the variance between them with respect to the total effect of the situation. The concept "organizational climate," according to Litwin and Stringer (1968), describes the total effect of the situation. Maximizing the variance between organizational climates would allow for the expression of a range of patterns of how clients experi ence their present world in different situations. A means of describing how people experience their present is through the pattern of their life goals (Buhler, 1968). Since the attempt here was to gain further insights and information regarding humanitarian values rather than efficiency as the ultimate criteria for human service organizations, it appeared logical to look in different organizational climates to see how and if life was experienced differently. Accordingly, the focus of this study was an exploration of how 4 clients of different organizational climates experience their present, as indicated by the mean life goals profiles. Purpose of the Study The purpose of this study was to identify dif ferent types of organizational climates among retirement homes within which to examine, describe, and compare the life goals of the aged, both residents and applicants. The Problem The problem toward which this study was directed was to determine what differences existed in the way life was perceived to be experienced in different organ izational climates in a specific type of human service organization— retirement homes. A subproblem was to characterize how life was experienced by both residents and applicants through describing the life goal patterns of each group. Research Question The research question which evolved from the purpose and the problem of this study was : In different organizational climates, what are the life goals of residents in and applicants to retirement homes? The Theory Administrative theory which has been most con cerned with human worth, and which therefore would be most relevant to the exploration of how life is experi enced in a human service organization, is the behavioral science approach which focuses on the assumptions, style, and strategies of the administrator as critical variables for the motivation, productivity, and satis faction of organization members. This theoretical position has been developed in the work of such writers as McGregor (1960, 1967), Argyris (1964), Likert (1961, 1967), Schein (1965), Bennis (1966), Blake and Mouton (1964), and Litwin and Stringer (1968). The common theme of this theoretical position is that the underlying assumptions about man held by the manager or administra tor are ultimately reflected in the manner in which the organization is experienced by its members. Therefore, in effect, his assumptions indirectly account for a major part of the organizational climate. Although the organizational climate is the result of interactive processes, in a hierarchical organization the administrator is the key to this interaction. Empirical studies demonstrating this position have been conducted only where workers were organization members. 6 rather than with residents as organization members. However, from the field of education there is evidence of a similar nature that the style and assumptions of teachers affect the manner in which students experience learning (Rogers, 1969; Oberteuffer and Beyrer, 1966). It therefore seemed useful to test whether different organizational climates, inferred from managerial assumptions, would be related to a difference in experiencing life by organization members who were residents, not workers, in the organization. It was inferred that assumptions about people would be revealed by the administrator’s style of management, and assumptions about the purpose of the organization would be revealed by his goals and intentions for the organization. A major theme in the current literature of social gerontology is concern for the quality of the environ ment in institutions for the aged. This theme suggests that the environment accounts for many of the processes involved in the quality of life experienced by the aged. It can be inferred from this theme that, ultimately, how one experiences his world is an operational defini tion of his quality of life. The importance of this concern for environments for the aged has been documented by numerous researchers. one of whom, Beattie (1969), asserted: It is suggested that the design of environments which permit adaptation and responsiveness of human institutions and social arrangements to the special requirements of the individual may be more essential than the artifact of social services, which tend, all too often, to be organized around the needs and constraints of the provider rather than the goals and require ments of the consumer. (p. 6) Further documentation has been offered by Neugarten (1968) who noted that many studies now show that the behavior of older people changes in response to their social environment. These two references are indicative of the many studies recently reported, or in progress, which offer evidence of this theme. In the context of these studies, the environment is thought of as "not simply the screen against which the dynamics of life are enacted, but rather the matrix not only from which, but within which, the quality of certain life processes is determined" (Schooler, 1969, p. 28). A third area of theory relevant to the problem is Buhler*s (1968) theory of human development which posited five normative motivational stages at different times in life, and suggested that a person experiences his present in relation to his motivational stage, and in terms of satisfaction or disappointment, capability 8 or the lack of it, successes or failures of previous pursuits, and fulfillment or unfulfillment of his life as a totality (pp. 190-191). In each stage a person is motivated by a combination of four basic tendencies to fulfillment, with a different tendency predominating at each stage and with the combination of tendencies varying both by stage and by individual. An indicator of the pattern in which life is being experienced is the life goals profile developed from the Life Goals Inventory, a list of possible goals which have primary concerns in the directions of the four basic tendencies of life. This profile is composed of twelve factors which form the components of the four basic tendencies of life. Three basic propositions can be drawn from these theories. First, organizational climate affects the responses of members of the organization. Second, the environment is a matrix within which, and to some extent by which, the quality of life, or the way one experi ences his present, is determined. Third, one indicator of how one experiences the present is his life goals profile. These three propositions formed the theo retical basis for this study, which compared the life goals profiles of organization members in three different organizational climates in order to describe the manner _ in which they experienced their present, and whether this differed significantly between organizational climates. The Variables The independent variable for this study was the organizational climate, which was composed of sub variables of size, cost, setting, administrator’s style, training and experience, and goals and intents. The rationale for including these as subvariables came from three major sources: (1) McGregor (1960), who described organizational climate as the subtle daily behavioral manifestations of underlying assumptions and attitudes, creating a psycho-social-structural milieu to which people respond; (2) Litwin and Stringer (1968), who stated that organizational climate was a concept used to describe the quality of the organizational environ ment as perceived or experienced by the organization’s members, and who found that a distinct organizational climate can be created by varying leadership style of the administrator (p. 144); and (3) the Anderson, Holmberg, and Stone (1967) study of quality indicators for nursing homes, which showed that quality predictors were size, cost, and administrator variables of experi ence, training, and philosophy. Assumptions and 10 attitudes, or the administrator's philosophy, were inferred from goals, intents, and styles of management; while size, cost, and setting were directly observable. The dependent variable was the mean life goal profile for each group of organization members, both actual members or residents in each organizational climate, and potential members or applicants to each organizational climate. This profile was composed of subvariables of twelve factors contributing to the four basic tendencies of life of Buhler's theory. These factors were: necessities and pleasures of life, love and family, and ego and sex satisfaction— contributing to the need satisfaction tendency; acceptance of limita tions , submissiveness, and avoidance of hardships— contributing to the self-limiting adaptation tendency; self-development ; leader, fame, and power; and role in public life— contributing to the creative expansion tendency ; and moral values, social values, and having success— contributing to the tendency, upholding the internal order. The rationale for using the life goals profile as a dependent variable was based on the proposition from Buhler*s (1968) theory that this profile was an indicator of how life was experienced, and the proposi tion that organizational climate influences the manner 11 in which life is experienced. In a total institution, how one perceives his environment affects almost totally how he experiences his present. If the quality of life, or the manner in which one experiences his present, differs in different organizational climates, and if we know how it differs, it would be possible to begin to develop components of humanitarian values or an ethic of service to replace the ethic of efficiency as the underlying value of an organization theory for human service organizations. Hypotheses It was hypothesized that : 1. There is a significant difference among resident groups in the three types of organizational climates on the twelve factors of the Life Goals Inventory. 2. There is a significant difference among the three types of organizational climates between residents and applicants on the twelve factors of the Life Goals Inventory. 3. There is a significant difference among applicant groups to the three types of organizational climates on the twelve factors of the Life Goals Inventory. 12 Assumptions It was assumed that the instrument Styles of Management Inventory (Hall, Harvey, and Williams, 1964) is a reliable and valid selection device by which to differentiate between styles of management; organizations which differ on the component variables of size, costs, setting, and administrator's training, experience, philosophy, and style of management will be different organizational climates; how one experiences his present world is ultimately the operational definition of his present quality of life; and the Life Goals Inventory (Buhler and Coleman, 1965) is a reliable and valid instrument, within the limitations of this sample, by which to indicate goal patterns. Delimitations The nature of this study was exploratory. Its focus was on the quality of life experienced in a specific type of total organization. Therefore the findings should be generalized with caution, and may serve as a device to stimulate research questions which could lead to the development of more effective theo retical formulations and practical operations for human service organizations. 13 The study may point to associations between organizational climates and the manner of experiencing life as expressed by goal patterns, but no cause-effect relationship can be made between climate type and quality of life. Further, it was not feasible, because of time and the energy of aging subjects, to utilize more than one instrument. Therefore, results must be interpreted with caution. Definitions Several terms used frequently in this study have been defined below. Human service organizations are those which deal with people (not physical objects), which provide a service for these people, and in which the client group is the prime beneficiary (Blau and Scott, 1962, pp. 41-43). Total organizations are places of residence and work where all aspects of life are conducted in the same place (Goffman, 1961, p. 6). Retirement homes, or homes for the aged, refer to residential care homes for the aged, licensed by the State of California, Department of Social Welfare. 14 In the department's definition: A "residential care home" is one designed to care for the aged who do not wish or are unable to live alone but who do not need hospital or nursing home care. It is a substitute for living in their own home. (State Department of Social Welfare, 1967) Organizational climate is a concept used to describe the quality of the organization's environment as perceived by its members. It refers to the total effect of the situation and provides a useful bridge between theories of individual motivation, on the one hand, and organization theories, on the other (Litwin and Stringer, 1968, pp. 1-5). Environment describes the psycho-social-physical surrounding. Managerial style refers to "predictable wayas of coping with the reality of the work environment" (McGregor, 1967, p. 58). Life goals can be described as preferred or believed-in long-range intents (Buhler, 1967, p. 88). Organization of the Study Chapter I included the theoretical framework and the statement of purpose, the problem, the hypothe ses, assumptions, and definitions of terms used in the study. 15 Chapter II presents the review of literature relevant to the problem organized in three major areas: concern for the concept of organizational climate, and its subvariables; concern for the phenomenon of institutions for the aged; and concern for Buhler*s theory of human development, from which the Life Goals Inventory was developed. Chapter III describes the design and methodology of the study and the process by which it was conducted. Chapter IV presents the data statistically, both descriptively and inferentially, and includes the acceptance or rejection of the hypotheses. Chapter V contains an interpretation of the findings, including life goal profiles, in terms of the theoretical framework, as well as conclusions and recommendations. CHAPTER II REVIEW OF LITERATURE The specific problem of this study, identifying different types of organizational climates in retirement homes in order to see how life was experienced as indicated by the life goals profile, required a review of literature in three general areas: (1) the work of administrative theorists relevant to the concept of organizational climate and the subvariables which are its components; (2) literature relevant to institutions for the aged, their environments, the effects of insti tutionalization, and quality indicators for these institutions; and (3) literature relevant to Buhler*s (1959, 1968, 1969) theory of human development, which provides the basis for the Life Goals Inventory. Organizational Climate Origin and Description The concept of organizational climate had its roots in the work of Lewin (1939), who demonstrated in an early study that the social climate and structure of a group affected such individual responses as level of aggression. 16 17 Lewin's view that climate was the essential functional link between the person and his environment was an influence on the later work of Litwin and Stringer (1968, p. 37), whose empirical study of the behavior of individuals in organizations was cast in a theory of motivation and organizational climate. Lewin's work also provided, if less explicitly, the frame of reference in which McGregor (1960) developed his theories of management. Climate was described by McGregor (1960, pp. 143-144) as the result of the subtle aspects of everyday behavior. He asserted that underlying assumptions about human nature and human behavior influence managerial decisions and actions with respect to policies, procedures, and techniques. It is these subtle aspects of everyday behavior which determine the "climate" of human relationships. Members * expectations about achieving their goals and meeting their needs are affected by this perceived climate. Meyer (1922), writing in the health field, long ago suggested that the role of the leader, whether physician or manager, was that of provider of opportunities, creating a climate in which native capacities and interests of the patient could be 18 developed or utilized through effective use of time. Litwin and Stringer (1968) described organiza tional climate as a broad concept including history, tradition, leadership style, and spatial arrangements as influencers of individual behavior and motivation in the organization. Climate has nonrational compo nents, as for example certain views which may be part of the organizational climate but are not consciously held by the individual (p. 39). They defined organiza tional climate as a concept used to describe the quality of the organizational environment as perceived or experienced by the organization's members. Climate describes the total effect of the situation, and is a molar rather than a molecular concept (p. 1). More precisely : Organizational climate refers to the perceived subjective effects of the formal system, the informal style of managers, and other important environmental factors, on the attitudes, beliefs, values and motivation of people who work in a particular organization. (p. 5) It was the contention of this study that the above statement may also be applicable to people who are residents, not workers, in a particular type of total institution— retirement homes. 19 Effect on Organization Members McGregor (1960, p* 144) asserted that organiza tional climate affects the expectations of organization members with respect to achieving their goals and meet ing their needs through belonging to the organization, as was noted above. Litwin and Stringer (1968, p. 144) demonstrated that by experimentally varying organiza tional climates significant and lasting effects on motivation, performance, and job satisfaction, as well as significant changes in relatively stable personality factors, were created in less than two weeks. Influences \fhich Create Climate Litwin and Stringer (1968) noted that organiza tional climate is influenced by the physical plant, the geographic location, and the practices and pro cedures of an organization, but most significantly by the administrator * s leadership style or behavior (p. 104). A major finding of this study was that ”distinct organizational climates can be created by varying the leadership style" (p. 144). McGregor (1960, pp. 132-144) noted that the manager's assumptions or his view of reality displayed in his style have a major influence on creating the organizational climate. 20 Styles of Managing That there are different styles of managing has been asserted by most writers in administrative behavior from the time of Follett (1933) to the present. These assertions are organized in a framework whose dimensions might be categorized as types or methods, sources, and consequences of various styles of management. Perhaps McGregor's (1960) Theory X-Theory Y style of management is the best known today. This is a con tinuum which presents as its two extremes the traditional view of human nature, or Theory X, on which the bulk of management literature, including principles of organiza tion, is built, and the opposite view. Theory Y, which utilizes behavioral science knowledge about human nature, predicated on the assumption that a satisfied need is not a motivator. Theory X assumes that man is inherently lazy, must be controlled and coerced to put forth effort, and prefers to be directed, desiring the avoidance of responsibility and the attainment of security. Theory Y, on the other hand, assumes that work is as natural as play or rest, that man exercises self-direction and control in the service of objectives to which he is committed, that this commitment is based on the rewards associated with achieving these objectives, that imagina tion and creativity are widely distributed in the 21 population, that under proper conditions people seek responsibility, and that the intellectual potentialities of people are only partially utilized under conditions of industrial life. A further source of support for the Theory %- Theory Y continuum is Hitt's (1969) paper which describes two views of man: one which focuses on limitations, and one which focuses on possibilities. Concurrently, Reilly (1962, p. 7), writing for the field of occupational therapy, described the con flict between the Freudian view of pleasure as a return to quiescence and the view that occupation is a source of primary pleasure, through the performance of tasks which enable man to alter and control his environment. The basic position of all these writers appears to be that growth, as well as gratification, is a motivator. L. L. Whyte (1954) called this? growth approach the "forming power," and suggested that man needs to incorporate this view to have "a valid symbol of the constructive character of his own life impulses and the productivity of his mind" (pp. 180 ff.). McGregor (1960, p. 49) suggested that traditional methods of management, based primarily on the scalar principle, or direction and control by the exercise of authority, characterize Theory X, while Theory Y utilizes 22 methods which seek to create conditions under which members of the organization can best achieve their own goals by working for the success of the enterprise. In a posthumous publication, McGregor (1967) described the sources of a managerial style as the interacting of three interdependent factors : the manager's identity, his cosmology (beliefs about the nature of man and about cause-effect in human behavior), and the organizational situation in which he works (p. 70). He considered "style" to be distinguished from "strategy"— style evolves without deliberate planning and adoption; strategy is a deliberately planned and adopted method of coping. He suggested three typical styles are hard, soft, and firm but fair. These are based on inadequate cosmologies, largely ignoring the intrinsic rewards and punishments affecting behavior. He asserted that man's emotional and rational aspects are inextricably inter woven, yet managerial styles do not reflect this (p. 18). Every managerial act rests on assumptions about the world (McGregor, 1960). The consequences of these assumptions depend jointly on the nature of the assump tions and the ability of organization members to achieve goals or satisfy needs. Control is predicated upon the dependency of one party on the other (p. 20). In a 23 dependent relationship (such as the resident of a home for the aged has) the need for security and protection is great (p. 37). Likert (1961, pp. 222 ff.) posited managerial styles which are similar to McGregor's, and which he designated ass authoritative versus participative. These are further divided into categories called exploitative-authoritative, benevolent-authoritative, consultative, and participative, each of which has different patterns of motivational forces, character of communication process, varying interaction and influences patterns, character of decision-making, goal setting, control and performance characteristics. In a later book Likert (1967, p. 42) asserted that effective organizations are, in general, character ized by a managerial style which utilizes supportive relationships (those which build and maintain a sense of personal worth), group decision-making, and high performance goals for the organization. Bennis (1966) and Argyris (1964) advocated similar styles, suggesting that organizational health is the result of managing based on Theory Y type assumptions, increasing the opportunities for indi viduals to achieve challenging goals. Organizational health is described in dimensions that reflect those 24 of Jahoda's (1958) dimensions of individual mental health. An important dimension in the formation of managerial styles is the manager's perceptions of the expectations attached to his role. Katz and Kahn (1966) conceptualized the organization as an interlocking network of role systems, and saw the motivation to fulfill organizational roles as the psychological basis of organizational functions (p. 172). Role behavior in organizations was viewed as a result of learning the expectations of others, accepting them and fulfilling them (p. 173). Thus a profound part of the manager's view of reality, which is a source of his managerial style, is his view of these role expectations. Blake and Mouton (1964) suggested that managerial styles can be charted on two dimensions: concern for people and concern for production. Concern for people is expressed through trust, esteem, harmony of relation ships , equitable benefits, etc. Concern for production covers whatever it is the organization engaged people to accomplish. Achieving organization goals could then be seen as concern for production. These dimensions can be placed on a "managerial grid," on a nine point scale in which one indicates minimum concern and nine indicates maximum concern. This results in five major 25 managerial styles. Hall, O'Leary, and Williams (1964) developed the Blake-Mouton grid for use as an instrument to provide a profile of decision-making styles similar to those dimensions of Blake-Mouton. This measures the decision-maker's concern for commitment (being sure that others will accept and act on the decision) and his concern for decision adequacy. The degree of concern for either dimension is reflected in the way members work on the task, and is closely related to the effectiveness of the decision-making group. Maximum concern for both dimensions, adequacy and commitment, involves all concerned in the decision making process, which increases the resources thereby making a higher quality decision and demonstrating that concern for commitment is concern for adequacy. A similar instrument, developed by Hall, Harvey, and Williams (1964), assesses managerial style on two dimensions; concern for task and concern for people. It is an application of the Blake-Mouton managerial grid theory (1964). Five possible styles of management result. An empirical application of this instrument was made in a study by Nelson and Lovell (1969) assess ing managerial styles among correctional administrators. 26 From the foregoing review it can be seen that the manager's view of the nature of man, his perceptions of his role expectations, and his view of his immediate organizational situation are some of the sources from which differing managerial styles result. It can also be seen that these different styles result in different "climates" for the organization, since the manager is a key to the quality of the organization. Goals for the Organization In a discussion of goals of organizations, Pfiffner and Sherwood (1966) stated: "It is through executive decision making and action that organization goals are articulated" (p. 410). Additionally, they described the problem of deciding by which standards to judge an organization's functioning, suggesting that these judgments affect executive decision-making. In this process the organization's and the executive's goals assume paramount importance (p. 406). Price (1968) cited Perrow's (1961) definition of operative goals (as opposed to stated goals) of organizations, as designated ends sought through actual operating policies of the organization, or what the organization is really trying to do. Price pointed out that the focus is therefore on the goals of the major 27 decision-makers in the organization, because they primarily determine what the organization is trying to do (p. 4). Street, Vinter, and Perrow (1966), in their study of six juvenile institutions, stated that the executive has a key influence on organizational achieve ment and adaptation by formulating specific goals and policies that give meaning and direction to the enter prise, by linking the organization to its environment, and by establishing the structure of roles and responsi bilities within the organization which enables it to pursue its goals (p. 45). They went on to say that "definition and specification of the mission or essential productive task of the institution are primary tasks of the executive necessary to give purpose and direction . . • and to earn support" (p. 48). Goal definitions chosen by administrators have their origins in models or themes from the general culture, according to this study, and it was found that there was an association between goal types and executive backgrounds:. Goal types were classified into obedience/conformity, reeducation/development, and treatment, based on the goal formulations made by executives. Obedience/conformity goals assumed that inmates * orientations could not be altered but that 28 their behavior could be conditioned; reeducation/ development goals assumed that training to develop capabilities of inmates was possible; treatment goals assumed deviance could be corrected only through reorientation or reconstitution of the inmate (Street, Vinter, and Perrow, 1966, pp. 48-65). In this study it also was found that different organizational goals affect operating patterns which, in turn, lead to varying institutional environments affecting inmates. It was further found that the administrator had a crucial role in developing and formulating goals. The message of these various writers was that organizational go^ls are specified by the administrator, that the general culture and the administrator's specific background have a major influence on these goal definitions, and that the various goal definitions lead to different operating patterns and so to different organizational climates. * Institutions for the Aged Goffman (1961) characterized homes for the aged as an example of one type of total institution, unique from other institutions in that it is part residential community and part formal organization, handling many 29 human needs by the bureaucratic organization of many people. Within this sociological framework literature specific to institutions for the aged contains material relevant to this study in the following categories: dimensions of the environment, effects of institution alization on residents, and quality indicators. Dimensions of the Environment Pincus (1968) developed four dimensions of the institutional environment which reflect areas of con cern about institutional care. He regarded these four dimensions as "a heuristic scheme to describe the salient components of the institutional environment" (p. 207). The dimensions are public-private (the degree to which the resident is allowed a personal domain; a physical, social, and personal life space); structured-unstructured (degree of freedom of choice as opposed to adjusting to impersonal rules); resource sparse-resource-rich (the degree to which the environ ment provides the possibilities for work, leisure, social interaction in a variety of roles) ; isolated- integrated (the degree of opportunity for communication or interaction with the larger community). Further, Pincus theorized about three aspects of the institutional setting which shape the institutional environment: 30 staff behavior, rules and regulations, and physical plant. He viewed this scheme as a tool for research in large samples of homes for the aged, and suggested that adjustment and adaptations of different types of residents to different types of environments could be described. It is also an attempt to characterize the institution in terms of its impact on resident life (pp. 207-210). Lawton (1970) suggested that environments for the aged need to be assessed on the basis of what dimensions are relevant to people at varying levels of competence. He proposed a hierarchy of behavior levels ranging from simple (life maintenance) to complex (social role) by which to match residents and environments in a manner appropriate to the behavioral competence of the resident. Schooler (1969) addressed the question: . . does environment make a difference tin behavior of the elderly] and if so, what is the process by which the difference is mediated?" (p. 25). He then suggested that the interactive nature of the environment compli cates the relationships of such variables as social relationships and morale, requiring that any theory of aging be rooted in environmental considerations (p. 27). He argued that the environment does make a difference. 31 and that the question must be: "How is environment relevant?" (p. 28). It can be seen that the social, physical, ahd behavioral dimensions are part of the interactive process which produces organizational climate. Effects of Institutionalization Lieherman (1969), in a comprehensive review of the effects of institutionalization on behavior, made the following points: A representative compilation of studies of the elderly residing in homes for the aged, domicil- iaries, and nursing homes suggests that they share the following characteristics: poor adjustment, depression and unhappiness, intellectual ineffec tiveness because of increased rigidity and low energy (but not necessarily intellectual incompe tence), negative self-image, feelings of personal insignificance and impotency, and a view of self as old. (pp. 330-331) He further indicated that there is no firm evidence that these effects are induced by the institu tion, but rather that the factors of selection and environmental change very likely account for many of these. Many were set in motion by the decision to enter the institution, according to a study by Lieberman, Prock, and Tobin (1968). In summary, he suggested that prior conditions and the decision to make a radical change account for 32 negative effects, rather than institutionalization itself. In order to associate institutional character istics with effects on residents Lieberman (1969) suggested that organizations be compared on a common conceptual framework rather than as types of organiza tions, that instruments used to measure effects be more sensitive than a mere rating scale, and that population characteristics be taken into account. Brody (1969, p. 187) described the institutional ized aged as older, poorer, and more physically and mentally impaired than the aged population in general. However, she indicated that the number of people in the community with similar problems exceeds the number who are institutionalized. Approximately 4 per cent of persons over sixty-five are in institutions, but approximately 8 per cent of community residents are severely impaired. Her study of applicants versus non applicants (all of Whom had an initial screening interview) showed them to be strikingly similar in demographic characteristics, health, and socio-economic circumstances. The significant difference between them was that applicants had more reason for requesting placement and more positive attitudes regarding institutionalization. 33 Tobin (1969) found that "the affective response to accepting personal dependency on the institutional system is, therefore, both positive and negative; positive as to gratification of custodial needs, nega tive in relation to a lost social system that is not regained" (p. 89). Providing excellent custodial care does not alleviate loneliness. Anderson (undated) found that self-esteem is more closely related to interaction than to institu tionalization, and that there is no significant differ ence between the institutionalized and the noninstitu tionalized aged in self-esteem. Wilner and Walkley (1966), in a study of special problems and alternatives in housing for the elderly, asked whether it is psychologically sound to encourage the assembly of older persons, exclusively, in a housing site. They suggested that the argument for this is that age segregation increases the field of friends and support, but the argument against it is that integration provides continuity and prevents exclusive focus on being old. Kahana and Coe (1968) found important differences between self-conceptions of new and old time residents. Those who had spent less than two years in one institu tion were focused more on past roles and family rela 34 tionships, while long-term residents were focused on present interpersonal problems of getting along in the environment. Relative length of institutionalization may be an important differentiating factor, even after initial institutional effects have set in. Bennett (1963) found that norms of behavior among residents closely parallel administrative expectations. Rosow (1962) asserted that the basic problems of the aged are less practical, and more a loss of group memberships and roles. This increases the dependency for social contact on the local environ ment . In summary, the negative effects attributed to institutionalization may not derive from institutional ization per se but from prior problems leading to the decision to enter the institution, and especially from loneliness due to loss of a social system and lowered interaction. It appears that behavioral norms arise in response to and in conformity with administrative expectations. Interpersonal problems loom larger after the first two years, while past relationships lose salience. The research design employed in this study, which assesses both residents of an institution and applicants waiting to enter that institution, makes 35 it possible to conclude whether institutionalization or the decision to enter had more deleterious effects. Quality Indicators Anderson, Holmberg, and Stone (1967), in a study relating the impact of administration on the quality of care of nursing homes in Minnesota, specified three characteristics of administrators which most consistently related to quality of care. These are special training received, previous experience, and the position now occupied (administrator, hospital administrator, nursing supervisor, etc.). This study shows "that the inter actional qualities of how the home is administered and the characteristics the person in charge brings to the job seem to explain variation in quality of care better than do structural variables, including ownership" (p. 2). This study also defines quality of care in terms of inputs, such as patient-to-room indices, staff hours per patient, and participation in activities, rather than the output of health and well being of patients. Ownership (proprietary or nonprofit) was found to be irrelevant to variations in quality. There is no suggestion of causation, but rather of correlation; the good homes may have selected certain 36 types of administrators. These findings do indicate the importance of the person in charge. Quality predictors were size, cost to patient, and administra tor variables of experience, training, and philosophy. Lawton (1969), in an unpublished paper, reviewed recent research on institutions for the aged and con cluded that "substantive findings about process or quality are too fragmentary to make profitable any search for a consensus among findings" (p. 10). He suggested! that rather than assuming that private rooms, staff training levels, etc. are indicators of quality, research is needed which measures changes in morale, health, or social relationships in residents of differ ent institutions. Size is a relevant quality variable, according to several researchers. Wilner and Walkley (1966) found that large nonprofit organizations provide the widest range of services and care, but may be impersonal, while small homes may lack adequacy of services and be inefficient in operations (pp. 250-257). The status report regarding research in applied social gerontology (Gerontological Society Committee, 1969) found that optimum and alternative sizes have been discussed, but there is little research to clarify the diversity of opinion on this subject. 37 In summary, indicators of quality are the interactional ones of administrator characteristics, including philosophy and level of training, the size of the home, and morale or health changes of residents. A Theory of Human Development The Developmental Approach In an article contrasting system models and development models. Chin (1969) described developmental models as "those bodies of thought that center around growth and directional [italics mine] change" (p. 305). By contrast, system models focus on interdependencies at some given slice in time (p. 300). Blenkner (1964, p. 248) suggested that develop mental theory does not assume final cause or purpose, but specifies a sequence of changes which contribute to the generation of properties which, though new in the individual, are characteristic of the species. Hamlin (1967) postulated a developmental model which has distinct motivational patterns for different life states, the early stages having order built in by genetic evolution and mediated by physiological drives, while the late life stages have utility or order built in by cultural evolution, with the motivational pattern as one of energy utilization. 38 Buhler (1969), describing the developmental approach, noted: The problem with this approach is the criterion for subdivisions into phases. In view of life's continuity, phases represent an artifact. The justification of dividing life into phases is being derived from the other fact that, in spite of life's continuity, certain changes of direction and certain new categories of behavior and experi ences can be stated that come to pass within certain time limits. (p. 738) These descriptions of the developmental approach from a variety of viewpoints illustrate the possi bilities of the developmental model for a holistic understanding of universal human problems, societally and individually. Examples of Developmental Approaches Relevant to the Aged Erikson (1959) developed a frame of reference for the life cycle as a whole which encompasses eight stages in the development of the individual's ego identity. He also assumed an end stage related to the whole of life in which the individual either accepts or does not accept "his own and only life cycle." However, Erikson was very brief in his description of later adulthood. Havighurst (1952) conceptualized developmental tasks for different stages of the life cycle, but 39 viewed the individual's satisfaction or dissatisfaction, success or absence of it, not in relation to the indi vidual's foregoing life but in terms of that given task situation. Kuhlen (1964, p. 241) stated that Buhler gave special emphasis to the meaningfulness of life, self- realization, and fulfillment. She saw life as a meaningful project involving self-determination toward goals, with various episodes of self-assurance en route ending in fulfillment or failure. Buhler (Buhler and Massarik, 1968, pp. 15-26) noted that biologists speak of development as a period of progressive growth beginning with birth and ending with maturity, whereas psychologists extend the concept of development to the whole of life. The theory of human development which Buhler evolved has several major components. These are (1) her concept of four basic tendencies of life; (2) the importance of intentionality, expressed through life goals, which leads to fulfillment or its absence ; and (3) the linking of pas?t, present, and future conceptually in the individual's experience, in order to study the whole of human life. 40 Major Components of Buhler*s Theory of Human Development Four Basic Tendencies of Life These four basic tendencies of life are necessary to explain basic biological processes of system mainte nance and change. Maintenance processes are those which have to do with the functional relationship with the environment and those which have to do with the upholding of the internal order. The first would fall under the category which psy chologists call need-satisfaction, which have to do with the restoring of equilibrium and energies. The second group of processes have to do with the internal organization and the processes within the internal energy system. (Buhler, 1959, p. 565) This second group could be thought of as the organiza tion and preservation of the individual unit, through feedback which "gives cues for integrated and improved action to take place" (p. 566). Change processes are the tendency to adaptation and the tendency to produc tivity or expansion. These four tendencies— need- satisf action, upholding the internal order, adaptation, and expansion— can, under unfavorable conditions, turn into their opposites of need-frusrtration, nonadaptation, unproductivity, and internal disorder (pp. 565-566). According to Buhler*s (1961, p. 368) theory, all four basic tendencies are in operation at all times, with one or another prevailing depending on individuality 41 and age. Developmentally, their prevalence forms a maturational sequence. In the young child need- satisf action is prevalent; in the older child self- limiting adaptation prevails ; in the adolescent and younger adult creative expansion prevails; in middle age the establishment of the internal order prevails; and in old age integration, which is important at all ages, becomes crucial. The four basic tendencies interact and are integrated into the self or core system, which develops in four directions : what we want for ourselves; what we believe we owe others and the world at large ; our self-expression and self-realization; and our self- ev#luation. These directions correspond to the four basic tendencies (Buhler, 1967, pp. 86-87). The integrated operation of these four basic tendencies is characterized by a selective organization of goals in hierarchical order (Buhler, 1962, p. 81). This selective organization of goals comes about through intentionality, or directedness toward purposeful living (Buhler and Massarik, 1968, p. 21). Intentionality and Fulfillment Intentionality and fulfillment are interrelated concepts which affect the manner in which life is 42 experienced. The definition of intentionality which Buhler used is that of May (1965)— "the capacity by which we constitute meanings in life" (p. 201). May saw a choice of meaningful goals as intentionality. Intentionality relates the individual to the whole of his being, the world, and his life (Buhler, 1967, p. 87). Buhler (1969) saw this choice of goals as a striving which is implemented in the four basic tendencies, and which leads,to the concept of fulfill ment or failure in life. "Fulfillment is defined as a closure experience of an overall feeling of satis faction, accomplishment and success, which in different individuals is anticipated and visualized differently" (Buhler, 1968, p. 185). The unification and integra tion of a life takes place by means of fulfillment of life goals. Buhler (1968, pp. 191-199) hypothesized that the present is experienced in five directions, and that the manner in which it is experienced depends greatly on the type of past the person had. At the same time, his outlook on the future is greatly determined by the way he experiences the present (Buhler and Massarik, 1968, p. 333). The five directions in which the present is experienced are: 43 1. Phase-maturely, which means his goal behavior is characteristic of the phase he is in, not immature or premature. 2. Satisfaction or disappointment with the goal he gave himself. 3. Capability or incapability of handling problems and conflicts encountered in pursuit of his goal. 4. Success or failure with respect to the result of his pursuits, giving him feelings of victory or defeat. 5. Fulfillment or unfulfillment in terms of his total life and his intentionality (Buhler, 1968, p. 191). In discussing fulfillment Buhler (1966, pp. 19- 35) pointed out that it is the function of the develop ment or materialization of one *s potentials, and is not the rule but the exception, because it requires the coincidence of favorable circumstances of (1) environ ment, (2) the individual’s ability to find and set his own direction, and (3) opportunities to which the individual can fit his given potentials at that moment. She further noted that fulfillment is attained as the result of the proportionate participation of all four basic tendencies, never just need-satisfaction. This 44 description of fulfillment illustrates her statement that both environmental impact and the individual's own tendencies find equal consideration in her theory of human development (Buhler, 1962, p. 131). Life Goals as a Conceptual Link In this theory life is integrated and unified by means of the fulfillment of certain long-range goals which Buhler (1968, pp. 186-187) called life goals. These goals link past, present, and future conceptually in the individual's experience. The kinds of goals she designated as life goals were based on studies of 202 biographies in which three areas of life seemed to be especially significant. These areas were (1) activities, especially occupational but also avocational activities; (2) personal relationships, such as finding love, marriage, and children, but also friends, co-workers, and neighbors ; and (3) development of the self, which came less often into awareness but was displayed through expectations for one's self, wanting to feel good about and like one's self, to be accepted and to belong, to have personal growth and development, and to believe in one's self and have worth. These areas of life goals were each expressed in ways which cor responded to all four basic tendencies. 45 Using these biographical studies as background, Buhler constructed an inventory of life goals, The Inventory The Life Goals Inventory is a questionnaire devised by Buhler (Buhler and Coleman, 1965) within the framework of her theory of life's basic tendencies. It is a standardized test consisting of ninety-one questions referring to life goals which can be rated from essential to not-my-concern on a five point scale. This results in a goal profile showing individual goal distribution with reference to twelve factors : necessities of life; love and family; sex and ego- satisfaction; acceptance of limitations or caution; submissivenessB; avoidance of hardships; self-development; leader, fame, and power; role in public life; moral values, social values, having success. The inventory provides an instrument which indicates what people want or expect to get from life, and what they do not want. It indicates; which of the basic tendencies is predominant or whether they are well integrated, and whether an individual has certain goals that are in conflict with others, indicated by incompatible over and under emphasis on goals. 46 Further, the profile indicates goal patterns which may be favorable or unfavorable to a fulfilling way of life. Favorable patterns are those with factorial percentiles which indicate personally and socially constructive attitudes toward life, while unfavorable patterns indicate the reverse (Buhler and Massarik, 1968, pp. 99-101). Goal Patterns in Old In a study of old age as a phase of human life four goal patterns characteristic of the aged were found (1) healthy or fulfilled old age, (2) neurotic, (3) contented retired, and (4) old age detached or depressed (Buhler, Brind, and Horner, 1968). They are character ized by the following factorial percentiles : 1* Old age fulfilled or healthy pattern equals: a. High score on love and family, near 90 per cent b. Self-development and moral values next highest, 75-90 per cent c. Acceptance of limitations, and having success, above 50 per cent d. Role in public life, slightly lower than 50 per cent 47 e. All other factors, centering around 50 per cent 2. Neurotic pattern— there are four types: a. Incompatible over and under emphasis of goals; for example, high (75-90 per cent) on role in public life and having success, but very low (25 per cent) on accepting limitations b. Important value areas rejected; for example, very low (25 per cent) on love and family c. Excessive emphasis on one area only ; for example, very high (90 per cent) on submissivenessi, low (25 per cent) on all other factors d. Neurotic depression, where all goals are underemphasized, all under 50 per cent 3. Contented retired equals: a. High on love and family (90 per cent) b. Low (below 50 per cent) on all others, especially low on self-development, role in public life, and having success 4. Old age detached or depressed pattern equals: 48 a. High (75 per cent) in adaptation area (acceptance of limitations, submissive ness, or avoidance of hardships) b. Low (below 50 per cent) in all other areas The Life Goals Inventory is rooted in the develop mental approach of the four basic tendencies of life and provides a holistic indicator for the "study of self realization toward fulfillment" (Buhler, 1969, p. 738), taking into account biological, psychological, and cultural co-determinants of behavior and experience. Summary The concept of organizational climate was found to be a molar rather than a molecular one, describing the total effect of the situation. Influences that created climate were found to be physical plant, geographic location, organizational practices and procedures, history and tradition, but the most salient of all were the style and organizational goals of the administrator. Experimentally induced variation in organizational climates was associated with changes in motivation, performance, job satisfaction, and person ality factors of workers in the organizations. No work has been done, however, on effects of the organizational 49 climate on members of the organization who are resi dents , not workers. Institutions for the aged provide one very specific type of environment within which to study the effects of organization climate on residents. Various dimensions of the institutional environment have been described as part of the interactive process which produces organizational climate. Effects of institutionalization have been studied with the con clusion that prior problems leading to the necessity for institutionalization create many of the negative effects. However, no study of effects has taken organizational climate into account, although the administrator's characteristics have been stressed as an indicator of quality. One means of assessing how life is experienced by residents of different organizational climates was the Life Goals Inventory, which is rooted in a devel opmental approach to the experience of fulfillment and which takes into account both individual tendencies and environmental impact on how one experiences his present. Favorable or unfavorable profile patterns from this inventory provide a description of the quality of life in terms of how the present is experi enced. No previous study has described quality of 50 life in terms of how one experiences his present, rather than in terms of hygiene factors. No study has described whether there are asso ciations between the type of organizational climate and the patterns of experiencing the present. It would appear that these themes may be fruitful for discovery of research directions which could lead to more humanistic value bases for an organization theory appropriate to human service organizations. CHAPTER III METHODOLOGY The purpose of this study was to identify different types of organizational climates among retirement homes within which to examine, describe, and compare the life goals of the aged, both residents and applicants. To achieve this purpose a two stage design for data collection and analysis was devised. This chapter describes the design, the methodology of the two stages, the pilot study which preceded the design, and ends with a summary statement. Research Design This study was an attempt to gain familiarity with and insights into the phenomena of life's goals, values, purpose, or meaningfulness for the aged as a function of different organizational climates. It was also an attempt to portray these different climates and goals. Therefore, by definition, this design is a combination exploratory and descriptive type (Selltiz, et al., 1967, pp. 50-78). Stage I included a description of different administrative environments or organizational climates, and Stage II a description of life goals of residents 51 52 in and applicants to selected climates. A comparison of life goals among groups in the selected organiza tional climates was also a part of the second stage. Stage I The purpose of this first stage was to develop a method by which to select retirement homes which varied on dimensions significant to the phenomenon under investigation— life's goals. Theory suggests that different organizational climates create different responses from organization members (Litwin and Stringer, 1968; McGregor, 1967; Blake and Mouton, 1964; Street, Vinter, and Perrow, 1966). To test this assumption it was necessary to maximize the variance between organizational climates. Variables which theory indicates are significant to organizational climate are size, cost, administrator's training and experience, administrator's goals and intents for the organization, and administrator's style of management. Assuming that differences on these variables would lead to different organizational climates, it was necessary to select organizations which varied widely on these dimensions in order to test for differences in responses of residents. 53 Description of Organizational Sample From a sample of nine organizational climates, three were selected. This was a purposive sample drawn from the lists of retirement homes licensed by the California State Department of Social Welfare. The nine homes were chosen because they varied in size» cost to resident, auspices, and administrator's length of experience and level of training. All were located in Southern California. This sample of nine homes was part of a total population of licensed retirement homes, or homes for the aged, in California. Homes for the aged were defined earlier in this study as those residential care facilities licensed by the State Department of Social Welfare to provide care for the aged who do not wish to live alone, but who do not need hospital or nursing home care. Sampling Procedure Lists of licensed homes in Los Angeles and Ventura Counties were furnished by the State Department of Social Welfare. Selection was confined to these two lists in order to narrow the geographic scope of the study. 54 From these two lists nine homes were contacted, based on advice from two professionals in the field who provided guidance for selecting homes which would be likely to reflect differing administrative styles, as well as being different on the dimensions noted above. The initial contact with the homes was a tele phone call to the administrator to request permission for an interview. Data Gathering Procedure Each administrator was interviewed personally by the researcher. Face sheet information was obtained which included the administrator's educational back ground and experience, and whether a current applicant list existed. The agenda for this is included in Appendix I. In addition, at the beginning of the personal interview further face sheet information about the general level of residents' education, health, economic status, and type of prior occupations was secured. Cost to the organization per day or per month per person was ascertained where available. This agenda also is included in Appendix I. Following this the administrator was asked to write a brief statement in answer to the question: 55 "What do you see as the purpose of a home for the aged?” Upon completion of this statement he was asked to write a second statement in answer to the question: "How do you intend to work toward your organization accomplishing these purposes?" These answers were utilized as an indicator of the administrator's goals for the organization, and were analyzed by use of key words into categories that were conceptually relevant to Buhler's (1959) four basic tendencies of life, the theoretical basis for the instrument used to measure life goals of residents and applicants in Stage II. These goal types were custodial, custodial/activity, and fulfillment. They are defined operationally in the section on variables. Finally, the administrator was asked to complete a Styles of Management Inventory. a standardized instrument developed by Hall, Harvey, and Williams (1964) to assess the manager's style of managing in four areas: philosophy, goal setting, implementation, and evaluation. The instrument, based on the managerial grid concept of Blake and Mouton (1964) assesses the manager's style as one of five possible positions on a grid composed of two dimensions: concern for task and concern for people. The five possible positions are 1/1, little or no concern for either task or 56 person, resulting in impoverished management; 1/9, maximum concern for people and minimum for task; 9/1, maximum concern for task and little for people; 5/5, a compromise position between the two dimensions; and 9/9, maximum concern for both task and people. The manager may have different positions in each of the four areas, but an overall style, encompassing the four areas, is derived based on norms of managers in business, educational, social, and public organizations Under each of the four areas the instrument has three questions which offer five alternative ways of responding. These alternatives are ranked on a ten point scale from "completely characteristic" to "completely uncharacteristic." The numerical values of each position chosen are summed to yield raw scores for each of the four areas, categorized into the five styles of management. Copies of the instrument are included in Appendix II. Both the open-ended statements and the inventory were completed in the presence of the researcher, as part of the interview, in order to facilitate data gathering. The total interview with each administrator lasted from one to one and one-half hours, depending upon the administrator. 57 Variables The variables involved in Stage I were adminis trative, whereas the variables involved in Stage II were individual. Administrative variables included size, cost, and auspices; administrator variables were length of experience, level of training and education, style of management, and type of goal. These Stage I variable83, in combination, create the independent variable of this study, the administra tive environment, which is perceived or experienced by organization members as the organizational climate. Operationally, each component of this independent variable was defined in the following manner. Size Homes licensed for 100 or more residents were defined as large; those licensed for less than 100 residents were defined as small. Cost Low cost was defined as those homes with monthly rents under $295, and no entrance fees, or fees under $10,000. High cost was defined as those homes with monthly rents of $295 and over, and fees of $10,000 or more. 58 Some homes required large entrance fees, plus monthly rent; some required monthly rent only; and some required assignment of total assets; to the home. The range of cost to the resident for the nine homes selected appears in Table 1. From inspection it can be seen that the range could be grouped, roughly, into four categories. Degrading this to two categories, high and low, the range could be divided as indicated by the dotted line on the table. The boundary between high and low cost homes was based on the ranges expressed in Table 1. In order to maintain anonymity, the homes are designated by col or SB, as shown. The range of cost per person per month is shown in Table 2. (In two cases this figure was not avail able. ) This is based on total costs of operation, plus depreciation. Auspices This variable was defined as nonprofit or proprietary, as determined by the organization's corporate authority. Administrator's Experience Experience was defined aa high, if the adminis trator had been on this job or another comparable one 59 g I B I H m E - i CO 8 è I 0 f a O m d d +* C Ü rH « 2 « o o o O è o o o O o o o o d • “H GO o ^ to iH 1 —1 r —1 rH 0 I 1 1 1 0 O o o o O d o o o o o d m 0 0 o 0 o o lO © o -H 0 d d . s d * * d d 0 o o CO o lO Th Ci o Oï CQ &4 IS ^ % % % m m a ( § £ g o I Io o ÿ •S o Ü o o O o m + > O 0 o w o w T h i H o K ) 0 3 < M W « H 1 1 1 1 1 r H O r - o o o l O l O O d 0 0 G O r H i H r H G ) I N o + > r H r H c a 0 3 0 3 0 3 0 3 t o o mm u * 0 o Æî b £ ) -P *H 0 'd £5 * 0 'Ü •H » " 4 f l M d S 0 & 4 0 0 0 âSI •H fH O 0 < H k « H O Q S O Q * 0 ! 3 « + > « H « H O ï § 0 % k 0 + » O c o 0 B o rd - p 0 •H K O 6 II 60 TABLE 2 COST PER PERSON PER MONTH Homes (N = ?) (Coded by Color) Size Cost Indigo* Small $170 Coral Large $200 Aqua Large $242 Fuchsia* Small $275 Blue* Large $275 Heather Small $286 Emerald Large $302 = Proprietary homes; others are nonprofit. 61 in the same field for two years or more; low, if he had been on the job less than two years. Administrator * s Training Training was defined in terms of both level of academic work completed and number of special training coursed taken for this job. Academic was defined high with a bachelor's degree or more, low if less than a bachelor's degree had been completed. Special training was considered high if two or more in-service training courses in this field had been taken, low if less than two courses had been taken. This resulted in the possible combinations shown in Table 3. From inspection of this table it can be seen that combinations which were high academic and high training were defined as high, those which were high on one and low on the other were defined as medium, and those which were low on both were defined as low. Administrator's Style of Management Style of management was defined as those possible styles derived from the standardized Style of Management Inventory described above. 62 TABLE 3 POSSIBLE LEVELS OF TRAINING OF ADMINISTRATORS •H a •H a »? Academic Preparation High Low High High Medium Medium Low Low 63 Goal Type Type of goal for the organization was defined in relation to categories developed to relate con ceptually to Buhler's four basic tendencies of life— the theoretical basis for the instrument used in Stage II with the individual sample. These tendencies are "need-satisfaction," "self-limiting adaptation," "creative expansion," and "upholding the internal order," and are defined as: need-satisfaction, the pursuit of tension reducing satisfiers; adaptation, the tendency to adapt one's own behavior to that of others and to given circumstances; creative expansion, the tendency to advance in the world, to change it creatively through actions or physical and mental productivity; and upholding the internal order, working toward the unity of personality and behavior through integrating principles such as goals or ideals. Except for need- satisf action, all these are tension upholding tendencies (Buhler and Massarik, 1968, p. 93). The written statements of administrators regard ing their views of the purpose of and their intentions for the organization were analyzed in terms of key words, to see which tendencies were reflected. Categories developed to define goal type were "custodial," where key words reflected only need-satisfaction; "custodial/ 64 activity," where key words reflected need-satisfaction plus one other tendency ; and "fulfillment," where three or four of the basic tendencies were expressed in key words. Selection Process The nine homes were compared on all variables, portrayed graphically in Table 4. A panel of five individuals— two graduate students, two faculty members, and one staff member— in the University of Southern California Gerontology Center, using this table, independently rated three of the nine homes they thought were most different from each other. Three of the homes— "Blue," "Fuchsia," and "Indigo"— had to be dropped from consideration because they had no applicants, and the design of Stage II called for interviewing both residents and applicants. From the remaining six homes the panel selected "Coral," "Emerald," and "Green" as most differ ent from each other. By observing Table 4 it can be seen that the homes were grouped by cost and size; then experience, training, managerial style, and goal type were desig nated for each based on the results of the administra tors' interviews. The final category, type of organize- TABLE 4 COMPARISON OF HOMES ON VARIABIES RELEVANT TO ORGANIZATIONAL CLIMATE 65 Size Cost Homes (N = 9) (Coded by Color) Experience Administrator Variables Training Style of Management Goal Type _ Type Organizational Climate High Blue* Low Medium 5/5 Compromise Custodial/ Activity Compromise- Custodial/Activity L A Medium Aqua High High 1/9 People Fulfillment People/Fulfillment R G E Medium Coral High Medium 5/5 Compromise Custodial/ Activity Compromise- Custodial/Activity Medium Emerald High Medium 1/9 People Fulfillment People/Fulfillment High Daffodil High Medium 1/9 People Fulfillment People/Fulfillment S M Medium Fuchsia* High Low 9/1 Task Custodial Task/Custodial A T Medium Heather High High 1/9 People Fulfillment People/Fulfillment Lj L Low Green Low High 9/9 Task and People Custodial/ Activity Task and People- Custodial/Activity Low Indigo* High Low 1/1 Impoverished Custodial/ Activity Impoverished/ Custodial/Activity * = Proprietary homes; others are nonprofit. NOTE : Cost = "high" when both the cost to resident (Table 1) and the monthly cost per person (Table 2) are high. Cost = "medium" when one of the above is high and one is low. Cost = "low" when both of the above are low. 66 tional climate, combines style of management and goal type. The three homes selected varied in terms of organizational climate and included one large, one medium, and one small home; one high cost to resident but low cost per person per month; one low cost to resident but high cost per person per month ; and one low cost to resident with cost per person unknown. TWo experienced administrators and one inexperienced administrator were chosen: each with a different style; two of the three with different goal types; two with medium training, and one with high training. It was assumed that this was the maximum possible variance within the limits of the organizational sample. Statistical Procedure All statistics in Stage I were descriptive. They included face sheet information, such as fre quencies of large and small homes, and high and low cost homes described in terms of cost to resident and cost to organization. Styles of management were described using standard scores to convert raw scores into rankings based on managerial norms. 67 Data Processing Procedure All data in Stage I were hand coded. Each variable was charted individually, then combined in a matrix as described above. Data from each interview with an administrator are included in Appendix III in summarized form. Summary of Stage I Stage I served to identify three organizational climates from the nine sampled, which, by inspection of the data in Table 4, appeared to differ from each other. The quality of the organizational or adminis trative environment, as perceived or experienced by the organization's members, was the organizational climate, according to Litwin and Stringer (1968, p. 1). Assuming that people are attracted to organiza tional climates that appear congruent with their basic needs or goals (Litwin and Stringer, 1968, p. 74), varying climates should reveal varied goal patterns of members. Applicants to each retirement home would reflect similar selection factors as residents in that home, but effects of the organizational climate would not be present. Therefore, applicants* goals can be contrasted with residents* goals to control for selection 68 factors. Based on these assumptions, these selected organizations were utilized to draw samples of residents and applicants, described in Stage II. Stage II Sample of Individuals Within each of the three organizations selected the administrator provided the researcher with a list of residents who were alert and in good health, and a list of applicants residing in the Southern California area. Resident Sample From the resident population in each home selec tion of a list of thirty residents was made by use of a table of random numbers. Thirty were selected in order that a minimum of fifteen interviews could be completed. In each home the resident sample was contacted by tele phone, and appointments were set for one of three con secutive days scheduled for each home. The method of telephone contact varied slightly. In one home the researcher telephoned each resident on the list, explained the nature of the interview, and asked for the appointment. In the second home the secretary to the administrator took the randomly selected 69 list developed by the researcher and made the appoint ments by telephone. In the third home the researcher was asked to work through the president of the resident council, who was given the list developed by the researcher and who then telephoned her fellow residents for the appointments. In each case, prior to the telephone contacts, a brief description of the study, its purposes, and its auspices was written and posted, either on bulletin boards or through the residents* newsletter. In one home, in addition to the written statement, the researcher was asked by the administrator to make a presentation to the resident council to get their approval for resident participation. Little difficulty was experienced in getting the agreement of residents to participate in the interviews. In each home a minimum of twenty interviews was scheduled in order to be sure that at least fifteen interviews could be completed. Applicant Sample The size of the applicant population residing in Southern California differed in each of the three homes. In addition, the method of contact of applicants to one home differed from the others. These facts. 70 plus the geographic spread of applicants, necessitated a purposive sample. It was intended that fifteen applicants to each home be interviewed. In "Green," a list of forty applicants was made available. Sixteen applicants were interviewed. Eight others were contacted, but refused to be interviewed. In "Emerald," there were only ten applicants residing in California. Two of these had moved leaving no forwarding address, one had died, and two others refused to be interviewed, leaving an applicant sample for this home of only five persons. In the third home, "Coral," the administrator wished to protect the privacy of applicants by not disclosing their addresses. The actual method of contact for applicants to Emerald and Green was a descriptive letter indicating the nature and auspices of the study and stating that the addressee would be telephoned for an appointment, to be set at his con venience. However, in Coral, the letter described the study and included a post card, to be returned if the addressee was willing to be interviewed, and a . note from the administrator stating that he recommended participation, that he had not disclosed addresses but had addressed these in his office, and that the appli 71 cants * status with respect to the home was not affected in any way by participation or lack of it• There were eleven post cards returned, and eleven interviews subsequently were completed. No follow up was possible, since the researcher had no access to the applicant unless the post card was returned. In general, more difficulty was experienced among the applicant groups than among the resident groups in getting agreement to participate in the interviews. Data Gathering Procedure The data for Stage II were derived from personal interviews from each of the residents and applicants in the sample. All of these interviews were conducted by the researcher, with only one subject at a time, in complete privacy. Buhler *s Life Goals Inventory, a ninety-one item questionnaire, was administered verbally to each person. Face sheet information on this instrument included age, sex, prior occupation, education, marital status, and, in the case of residents, length of stay in the home. Each questionnaire item represented a potential goal, and the respondent ranked the strength of that goal for him either positively or negatively, on a five 72 point scale, by indicating for each item whether he personally felt that item was essential, important, desirable, not his concern, or that it should be rejected. Items were read to the respondent by the researcher, and the responses were hand tallied by the researcher. The Life Goals Inventory (Buhler and Coleman, 1965) was devised to provide an instrument for the study of what people profess to want from life, especially what they want more than anything else, and what they do not care about at all. The items on the questionnaire were developed in the context of Buhler*s theory of human development, described in the review of literature. The instrument was standardized by means of three factor analytic studies involving a total of 404 cases, largely urban middle class. Comrey*s factor analysis of 152 cases was made to obtain information regarding the internal characteristics of the question naire items. This resulted in twelve factors which contribute to the four basic tendencies of life of Buhler*s theory of human development. These factors were : necessities and pleasures of life, love and family, and ego and sex satisfaction— contributing to the need satisfaction tendency; acceptance of limitations. 73 submissiveness, and avoidance of hardships— contribut ing to the self-limiting adaptation tendency; self development; leader, fame, and power; and role in public life— contributing to the creative expansion tendency; and moral values, social values, and having success— contributing to the tendency, upholding the internal order. A pattern analysis of forty cases, twenty well adjusted and twenty in psychotherapy, was made by Coleman (Buhler and Coleman, 1965). The pattern analysis revealed that certain factors are highly appraised by both normals and neurotics, although with a different degree of emphasis. However, the neurotics tend to refuse to accept any kinds? of limitations, and to have incompatible or conflicting goals. Scoring of the instrument is accomplished by use of a tabulation sheet which indicates which items con tribute to each factor. Answers are scored from five through one, "essential" being five and "rejected" being one. Four items are scored reversely. A profile chart, based on norms developed from 483 cases, is used to graph the raw scores. A copy of the instrument is included in Appendix IV. 74 Variables Variables in Stage II were personal, as con trasted with the administrative variables of Stage I which were independent variables. Intervening variables were age, sex, prior occupation, marital status, educa tion, and, for residents, length of stay in the retire ment home. Dependent variables were the twelve factors of the inventory. Operational Definitions of Intervening Variables was operationally defined as number of years at last birthday prior to the interview. Prior occupation was the work role or occupational category which the respondent filled before his retire ment, in his perception. Marital status was defined as widowed, divorced, married, or single (never having been married). Educational level was categorized as : less than high school, high school graduate, some college, college graduate, postgraduate study, graduate degree, more than a graduate degree. Length of stay was defined as number of years or portions of years the subject had resided in the retire ment home. 75 Operational Definitions of Dependent Variables The twelve factors of the Life Goals Inventory are defined by the questionnaire items which contribute to them (Buhler, Brind, and Horner, 1968, p. 54). Statistical Procedure Descriptive statistics used in Stage II were (1) tables of frequencies comparing age, sex, and educational level for each resident and applicant group, and length of residence for each resident group; and (2) means of raw scores on the Life Goals Inventory for each resident and applicant group. The Student's t test for significance of differ ence between means on the twelve factors of the inven tory was the inferential statistic used to test the tenability or nontenability of the null hypotheses appropriate to this study. Data Processing Procedure Data were collected by use of a tally sheet marked by the interviewer during the personal interviews. Answers were then assigned numerical values (five through one), using a tabulation sheet which indicated the items from the questionnaire which contributed to each factor. 76 Numerical values were summed for each factor on this tabulation sheet for each subject. Tabulation sheets for each respondent were then key punched on Hollerith cards. A computer program to analyze the differences between means on each of the twelve factors by use of a t test was utilized. Pilot Study Prior to the development of the final design of the study, a pilot study was conducted in a small retirement home. The purpose of this study was (1) to acquaint the researcher with some of the real life dimensions of retirement homes, both from the standpoint of the administrator and from the viewpoint of residents; and (2) to test the Life Goals Inventory to make sure it was physically feasible to use with aged persons, to determine how long an interview using this inventory would take with an aged person, and to gain familiarity with the interview process as it was structured by the Life Goals Inventory. The procedure involved contacting the adminis trator of a home recommended by a professional in a community agency dealing with retirement homes; to interview the administrator about her background experi ence, length of time in that job, training, and what she saw as problems?of retirement home administration; 77 and, subsequently, interviewing seven residents, all volunteers, with the Life Goals Inventory. From this brief study the two stage design of the present study was evolved. Length of time for scheduling these interviews was one example of the kind of information which the pilot study contributed to this study. Summary This chapter has described a two stage design and methodology to answer the question: "What are the life goals of residents in and applicants to retirement homes which vary on administrative dimensions?" The first stage of the design developed a method for selection from a sample of nine retirement homes the three homes which differed most on the administrative variables identified in the literature as most relevant to creating different types of organizational climates. This selection was graphically portrayed in Table 4, page 65. The second stage developed a method for describ ing and comparing the life goals of residents of and applicants to each of the three homes selected, and for testing for relationships between the goals of residents in different organizational climates, between residents in and applicants to the same organizational climate. 78 and between applicants to different organizational climates. Procedures and instruments used were described, as well as the pilot study conducted prior to the research. Chapter IV will present an analysis of the data from this second stage. CHAPTER IV PRESENTATION OF THE DATA In Chapter III the methodology of this study was described in two stages. Stage I was a selection device to provide three retirement homes which varied on dimensions which, in combination, contribute to the creation of an organizational climate. It was inferred that, by varying these dimensions, wide variance among organizational climates would result. Stage II was a comparison of the life goals of a sample of residents in and applicants to each of the three selected organizations. It was inferred that the pattern of an individual's life goals is an indicator of his manner of experiencing his present, influenced by his past (Buhler, 1968, p. 190). Chapter IV presents the data from Stage II, first describing the sample demographically, and then comparing by inferential analysis the significant differences in life goal factors between subgroups of the sample. Demographic Description Age There was a total sample of 100 persons inter viewed, ranging in age from sixty-five to ninety-two 79 80 years. Age distribution by decades is shown in Table 5. The mean age of the total sample is compared with the mean age of each subgroup in Table 6. The subgroup with the highest mean age was that of the residents of the largest home; the subgroup with the lowest mean age was that of the applicants to the medium sized home. It may be noted that the standard deviations were, in most cases, large, indicating a wide age range, except in two of the applicant groups. All three applicant groups were more homogeneous with respect to age than were resident groups. Sex The sample was predominantly female, which was consistent with the general population in this age range. Sex distribution of the total sample and the subgroups is compared in Table 7. This distribution was consistent, also, with estimates made by adminis trators when interviewed by the writer. Educational Level Subjects were asked whether they had completed high school or college, or had obtained a graduate degree. Responses are categorized in Table 8 as less 81 TABIE 5 AGE DISTRIBUTION OF THE TOTAL SAMPIE* BY DECADES Decades Frequencies Percentages 60's 6 6.0 70's 43 43.0 80's 45 45.0 90's 5 5.0 *N = 99; one refused to answer. 82 TABIE 6 CO&IPARISON OF MEAN AGE BETWEEN TOTAL SAMPLE AND SUBGROUPS Group Number of People Mean Standard Deviation Total; Sample 100 77.80 9.86 Residents 68 78.69 11.38 Applicants 32 75.90 4.84 Emerald: Residents 29 77.10 5.99 Applicants 5 72.80 3.70 Coral : Residents 20 82.45 5.42 Applicants 11 79.54 2.70 Green : Residents 19 77.15 18.89 Applicants 16 74.37 4.82 83 I CD bD c d +> a o o s CL I O & Q) +> § Ü CL > 5 Ü q 0 q C J * 0 u A 0 S i 1 - 4 0 A O s 0 q A g < H O I o o o • • • 05 ^ 00 00 05 05 05 O 00 1 / 5 to O O O • • • H to «5 iH 05 (M (H O 00 CM O C O t o Id +> s C O C O -P -p fl q cd 0 Q > o H'd ‘ H A'H p - l S C O A q Q A C» K < iH O t o O 05 00 <M 05 O CO O CJ 03 05 to C M 'd fH Cd L, I % C O +> 'p q q c d 0 o TÎ *H •H 1 - 4 CO P 4 0 A « <! O O • • 1 / 5 1 - 4 |> 05 to O f-4 m -4 o o to 05 (M to O <M C d g CO CO 4-3 if S q C d 0 o nd "H •H f - 4 CO CL o o • • 05 O 0 0 o D- CD o o pH O fH C M O 05 CD 1 —4 »- 4 q 0 0 è CO CO 4- > 0 o ^d *H •r 4 pH CO A 0 A 05 < TABLE 8 COMPARISON OF LEVELS OF EDUCATION BETWEEN THE TOTAL SAMPLE AND THE SUBGROUPS 84 Number Less High Than School Hiffh School More High Than School College Degree More Than College Degree Graduate Degree More Graduate Than Degree Grout) of People f % f 96 f 96 f % f % f 96 f % Total: Sample 100 15 15.0 15 15.0 29 29.0 11 11.0 13 13.0 15 15.0 2 2.0 Residents^ 68 10 14.7 11 16.2 17 25.0 8 11.8 7 10.3 13 19.1 2 2.9 Applicants 32 5 15.6 4 12.5 12 37.5 3 9.4 6 18.8 2 6.3 0 0.0 Emerald: Residents Applicants Coral : Residents Applicants Green: Residents Applicants 29 5 20 11 19 16 0 0 6 0 4 5 0.0 0.0 30.0 010 21.1 31.3 4 0 6 3 3.4 20.0 20.0 0.0 31.6 18.8 5 1 4 5 8 6 17.2 20.0 20.0 45.5 42.1 37.5 4 0 13.8 0.0 15.0 18.2 5.3 6.3 5 3 2 2 0 1 17.2 12 41.4 60.0 0 0.0 10.0 18.2 0.0 6.33 0 0 5.0 18.2 0.0 0.0 2 0 0 0 0 0 6.9 0.0 0.0 0.0 0.0 0.0 85 than high school, high school, more than high school, college graduate, more than college, graduate degree, or more than a graduate degree. Categories recorded as "more than" indicate that the next highest degree has not been attained but that coursre work in addition to the diploma earned has been completed. The educa tional level of the total sample is considerably higher than that of this general age group (Brotman, 1967). This can be accounted for, in part, by the fact that approximately one-third of the total sample were retired teachers. No mean years of education have been shown since subjects were not asked for the number of years of school completed. Years of Residence in Retirement Home Subjects living in the homes were asked how long they had lived there. This information is presented in Table 9, which indicates length of stay for the total resident sample and for the resident subgroups, in categories of less than two years or two years and more. The mean years of residence for the total resident sample and for each resident subgroup are indicated in Table 10. The range for length of stay was from less than one year to sixteen years. It should be noted that length of stay was not affected by the age of the cr> I +> a 4 - » O S 3 (N © 73 tl •H W Z C Q +> 05 G <M -§ I t W Z © "S •H © GO C Q fH CO O G* Pi a I I c 3 ^ M CO % c 3 ' P + » CO ch o ' p 3 O • iH 0 3 ( M 0 3 to r - 4 m © o B § 5 G Q m 3 86 fH 87 I CO CQ/-> -P 05 S 3 C *H ro o © © IN 00 © 73 t l • • é 3 s: to 03 © 03 »/—> P o pH G 03 O 00 © © 0- to tl 73 I I O ‘ H CO lO C C O % © 03 t o /-> Tt P 05 pH G 03 O 1C Cd © 00 P U 73 I I © "H CO 1C s % % a © ^ 03 P G © 73 •H © 00 CO P CO 03 05 © a 05 00 03 S t l © IC P CO % © 'w' p o E - f G o •H P © •H > © Q 73 t . 1 c s e © © © P S CO O Q G O G © o -p % •H o -p 0 § 3 N m rH C d & © © 1 g 88 organization, since Emerald had been in operation seventeen years, Coral had been in operation fifty-eight years, and Green had been in operation thirty-three years (administrator interviews, 1971)♦ Ethnicity No attempt was made to control for ethnicity, but the total sample was Caucasian and, in all but three cases, native-born American. Among the nine homes in which administrators were interviewed for this study, only one had nonwhite residents. Health No direct assessment of health of these subjects was made. However, the nature and length of the inter views required that subjects be alert, responsive, and ambulatory. It could therefore be inferred that these subjects were all in reasonably good health. In some cases problems such as hearing loss, poor vision, walking with a cane, emphysema, cardiac problems, and cancer were present, but not acute. Income No direct assessment of income levels was made, but the cost of living in a retirement home, even in 89 the least expensive one, virtually insured that the subjects were middle class and above. Occupation No analysis of occupations was attempted. The two predominant categories were housewife and teacher, reflecting the high proportion of females in the sample as well as the fact that one of the three homes was established for retired teachers. Summary In summary this sample could be described as primarily female, middle class, typically in the seventies or eighties, Caucasian, native-born American, predominantly high school but less than college gradu ates, predominantly housewives or teachers, and alert, ambulatory, and generally healthy. They were least homogeneous on variables of age and education. The second part of this chapter presents the inferential data. Inferential Analysis In order to avoid Type I errors, the acceptable level of significance for this analysis was set at .05 or less. 1 90 Resident Comparisons It was hypothesized that there would be a significant difference among the resident groups on the twelve factors of the Life Goals Inventory in each of the three organizations studied. Using a Student's t test to determine significance of difference between the means of each of the twelve factors of the Life Goals Inventory. mean scores of residents in Emerald were compared with those of resi dents of Coral; Emerald resident scores were then com pared with mean scores of residents of Green; then mean scores of Coral residents were compared with mean scores I of Green residents. These comparisons are presented in I Tables 11, 12, and 13. I Emerald Residents Compared with Coral Residents It was found that there was a significant dif- , ference at the .05 level for the factor "role in public life" between the residents of Emerald and those of Coral. The factor "having success" was significantly different between these two groups at the .02 level, and the factors "sex and ego satisfaction" and "avoidance of hardships" were significantly different at the .01 and the .001 levels, respectively. In all these cases TABLE 11 MEANS AND STANDARD DEVIATIONS OF LIFE GOALS INVENTORY FACTORS FOR RESIDENTS OF EMERALD AND CORAL HOMES 91 Emerald Coral Factors M 8.D. M S.D. t P Necessities of life, pleasure 19.310 2.916 19.150 2.719 .192 Love and family 17.689 3,713 18.750 3.640 -.972 Sex and ego satisfaction 17.068 2.520 18.850 1.785 —2.835 .01 Acceptance of limitations, caution 25.241 3.757 25.550 3.119 -.306 Submissive- ness 34.896 3.744 35.900 3.582 -.925 Avoidance of hardships 25.896 4.805 30.650 3.897 -3.729 .001 Self- development 61.517 8.748 60.800 6.135 .330 Leader, fame, power 29.241 3.869 31.000 3.568 -1.601 Role in public life 10.551 3.960 12.800 2.876 -2.253 .05 Moral values 28.931 7.352 31.050 4.135 -1.259 - Social values 45.172 5.958 47.600 4.083 -1.657 — Having success 31.482 6.864 35.650 5.039 -2.398 .02 TABLE 12 MEANS AND STANDARD DEVIATIONS OF LIFE GOALS INVENTORY FACTORS FOR RESIDENTS OF EMERALD AND GREEN HOMES 92 Emerald Green Factors M S.D. M S.D. t P Necessities of life, pleasure 19.310 2.916 17.789 2.417 1.918 Love and family 17.689 3.713 19.631 2.752 —2.031 .05 Sex and ego satisfaction 17.068 2.520 18.263 2.663 -1.515 « Acceptance of limitations, caution 25.241 3.757 25.894 2.979 —. 654 Submissive ness 34.896 3.744 35.263 3.263 -.350 Avoidance of hardships 25.896 4.805 28.684 4.819 -1.916 Self development 61.517 8.748 57.631 6.576 1.714 « Leader, fame, power 29.241 3.869 27.789 6.178 .890 Role in public life 10.551 3.960 11.578 2.814 -1.027 Moral values 28.931 7.352 29.210 4.223 -.163 - Social values 45.172 5.958 43.578 5.273 .950 — Having success 31.482 6.864 33.052 3.703 -1.004 - TABUE 13 MEANS AND STANDARD DEVIATIONS OF LIFE GOALS INVENTORY FACTORS FOR RESIDENTS OF CORAL AND GREEN HOMES 93 Coral Green Factors M S.D. M S.D. t P Necessities of life, pleasure 19.150 2.719 17.789 2.417 1.610 Love and family 18.750 3.640 19.631 2.752 -.833 Sex and ego satisfaction 18.850 1.785 18.263 2.663 .782 Acceptance of limitations, caution 25.550 3.119 25.894 2.979 — . 343 Submissive ness 35.900 3.582 35.263 3.263 . 565 Avoidance of hardships 30.650 3.897 28.684 4.819 1.359 Self development 60.800 6.135 57.631 6.576 1.513 Leader, fame, power 31.000 3.568 37.789 6.178 1.921 Role in public life 12.800 2.876 11.578 2.814 1.304 Moral values 31.050 4.135 29.210 4.223 1.337 - Social values 47.600 4.083 43.578 5.276 2.583 .02 Having success 35.650 5.039 33.052 3.703 1.792 - 94 the residents of Coral rated these factors as more important goals than did the residents of Emerald. There was no significant difference between these two groups on the factors ^ ‘necessities of life," "acceptance of limitations, caution," and "self development." The remaining five factors were signifi cantly different only at the .20 level and therefore were considered not significantly different. These were "love and family," "submissiveness," "leader, fame, and power," "moral values," and "social values." Table 11 summarizes this comparison. Emerald with Green Residents Comparing residents of Emerald with those of Green it was found that the factor "love and family" was significantly different at the .05 level. Residents of Green rated it as a more important goal than did residents of Emerald. There was no significant difference between "accepting limitations, caution," "submissiveness," and "moral values." There were three factors— "necessities of life, pleasure," "avoidance of hardships," and "self development"— which were significant only at the .10 level, and five factors— "sex and ego satisfaction," "leader, fame, power," "role in public life," "social values," and "having success"— which were significant 95 only at the .20 level. These eight, therefore, were considered not significantly different. Table 12 summarizes this comparison. Coral with Green Residents Comparing residents of Coral with those of Green, there was a significant difference at the .02 level on the factor "social values," which residents of Coral rated as a more important goal than did resi dents of Green. There was no significant difference between these two groups on the factors "accept limitations, caution" and "submissiveness." There were two factors— "leader, fame, power" and "having success"— which were significant at only the .10 level, and were more important to Coral resi dents than to residents of Green. The remaining seven factors were significant only at the .20 level. These nine, therefore, were considered not significantly different between these two groups. Table 13 summarizes this comparison. Hypothesis Acceptance Based on these comparisons of resident groups, the null hypothesis of no significant difference between 96 the groups may be generally rejected. However, the research hypothesis was accepted with limitations because so few of the factors were significantly different between resident groups. Comparisons of Residents with Applicants A second hypothesis was that there would be a significant difference among resident and applicant groups on the twelve factors of the Life Goals Inventory in each organization studies. These comparisons are presented in Tables 14, 15, and 16. Emerald Residents with Applicants I Comparing residents with applicants in Emerald I showed that there was a significant difference at the I .02 level on factors of "sex and ego satisfaction," I "acceptance of limitations, caution," and "moral I I values." At the .05 level there was a significant I difference on the factor "role in public life." Appli- , cants rated all these factors as more important goals I 1 than did residents. I There was a significant difference only at the I .10 level on factors of "love and family" and "avoidance j of hardships." Factors significantly different only at I the .20 level were "necessities of life, pleasure," TABLE 14 MEANS AND STANDARD DEVIATIONS OF LIFE GOALS INVENTORY FACTORS FOR RESIDENTS AND APPLICANTS OF EMERALD HOME 97 Residents Applicants Factors M S.D. M S.D. t Necessities of life, pleasure 19*310 2.916 19.800 .447 -.823 Love and family 17.689 3.713 19.800 1.643 -1.953 — Sex and ego satisfaction 17.068 2.520 20.200 2.167 -2.644 .02 Acceptance of limitations, caution 25.241 3.757 28.200 1.923 -2.474 .02 Submissive ness 34.896 3.744 36.600 1.816 -1.479 Avoidance of hardships 25.896 4.805 30.400 5.029 -1.684 Self development 61.517 8.748 64.200 3.492 -1.115 Leader, fame, power 29.241 3.869 31.600 4.098 -1.083 Role in public life 10.551 3.960 13.000 1.414 -2.377 .05 Moral values 28.931 7.352 34.400 3.209 -2.576 .02 Social values 45.172 5.958 46.600 2.701 -.811 — Having success 31.482 6.864 35.000 3.807 -1.526 - TABLE 15 MEANS AND STANDARD DEVIATIONS OF LIFE GOALS INVENTORY FACTORS FOR RESIDENTS AND APPLICANTS OF CORAL HOME 98 Residents Applicants Factors M S.D. M S.D. t P Necessities of life, pleasure 19.150 2.719 19.000 2.529 .147 Love and family 18.750 3.640 20.181 3.709 -.994 Sex and ego satisfaction 18.850 1.785 18.000 3.000 .822 _ Acceptance of limitations, caution 25.550 3.119 27.454 3.110 -1.565 Submissive ness 35.900 3.582 36.909 3.780 -.695 Avoidance of hardships 30.650 3.897 29.181 4.707 .845 _ Self development 60.800 6.135 60.272 5.217 .243 Leader, fame, power 31.000 3.568 29.454 3.908 1.042 Role in public life 12.800 2.876 13.181 4.600 -.239 - Moral values 31.050 4.135 31.454 4.719 -.228 - Social values 47.600 4.083 48.090 9.137 -.161 — Having success 35.650 5.039 33.363 4.544 1.239 - TABLE 16 MEANS AND STANDARD DEVIATIONS OF LIFE GOALS INVENTORY FACTORS FOR RESIDENTS AND APPLICANTS OF GREEN HOME 99 Residents Applicants Factors M S.D. M S.D. t P Necessities of life, pleasure 17.789 2.417 19.062 2.015 -1.649 Love and family 19.631 2.752 19.125 2.753 .526 — Sex and ego satisfaction 18.263 2.663 19.875 2.704 -1.716 — Acceptance of limitations, caution 25.894 2.979 27.562 3.285 -1.514 Submissive ness 35.263 3.263 38.000 3.444 -2.327 .05 Avoidance of hardships 28.684 4.819 32.125 4.660 -2.079 .05 Self development 57.631 6.576 61.312 7.291 -1.509 Leader, fame, power 27.789 6.178 32.250 4.139 -2.469 .02 Role in public life 11.578 2.814 12.187 3.166 -.577 — Moral values 29.210 4.223 31.625 5.487 -1.394 - Social values 43.578 5.273 46.500 4.618 -1.695 - Having success 33.052 3.703 34.750 5.144 -1.067 100 "submissiveness," "self-development," "leader, fame, power," "social values," and "having success." These eight factors were considered not significantly differ ent between the two groups. Table 14 summarizes this comparison. The null hypothesis of no significant difference between applicants and residents of Emerald was rejected based on the highly significant differences in the four factors described above. Coral Residents with Applicants Coral residents compared with Coral applicants showed no significant differences at the .05 level or above. There were no significant differences on the factors "necessities of life, pleasure," "self-develop ment ," "role in public life," "moral values," and "social values." Factors significantly different only at the .20 level were "love and family," "sex and ego satisfaction," "acceptance of limitations, caution," "submissiveness," I "avoidance of hardships," "leader, fame, power," "having I I success." Applicants rated "love and family," "accept i I limitations, caution," and "submissiveness" higher than residents, but the remaining factors were rated higher by residents than by applicants. None of these were 101 considered significant. Therefore, the null hypothesis that there is no significant difference between resi dents and applicants on the twelve factors was accepted for this group. Table 15 summarizes this comparison. i Green Residents with : Applicants I ' i Comparing Green residents with applicants, there j was a significant difference at the *02 level for the j factor "leader, fame, power," and a significant differ- ! ence at the .05 level for the factors "submissiveness" I I and "avoidance of hardships." Applicants rated all I three of these factors as more important goals than I did residents. j I There was no significant difference on the factors "love and family" and "role in public life" among these two groups. I I Significant only at the .10 level were "sex and j ego satisfaction" and "social values." Applicants rated both these factors more important than did resi- I ' dents. Factors which were different only at the .20 I level of significance were "necessities of life, ; pleasure," "acceptance of limitations, caution," "self- I I development," "moral values," "social values," and I "having success." Applicants rated these as more 102 important than did residents. These eight factors were not considered significantly different. Table 16 summarizes this comparison. The null hypothesis was rejected for this group based on the three factors described above as signifi cantly different. Applicant Comparisons Each applicant group was compared with the other two applicant groups. These comparisons are presented I ! in Tables 17, 18, and 19. I There were no significant differences among I applicant groups; therefore, the null hypothesis was accepted for these groups. i Summary I 1 In summary, resident groups were significantly I I different from other resident groups on a few, but not j all, of the twelve factors. The null hypothesis was I rejected, but the research hypothesis was wealcly sup ported in these comparisons. There was not a single common factor among those which were significantly different between the three organizations. Among those factors which were never significantly different there was one common factor, "acceptance of limitations. TABLE 17 MEANS AND STANDARD DEVIATIONS OF LIFE GOALS INVENTORY FACTORS FOR APPLICANTS TO EMERALD AND CORAL HOMES 103 Emerald Coral Factors M S.D. M S.D. t P Necessities of life, pleasure 19.800 .447 19.000 2.529 .963 Love and family 19.800 1.643 20.181 3.709 -.266 — Sex and ego satisfaction 20.200 2.167 18.000 3.000 1.527 _ Acceptance of limitations, caution 28.200 1.923 27.454 3.110 .541 Submissive ness 36.600 1.816 36.909 3.780 -.205 _ Avoidance of hardships 30.400 5.029 29.181 4.707 .416 Self development 64.200 3.492 60.272 5.217 1.634 — Leader, fame, power 31.600 4.098 29.454 3.908 .896 _ Role in public life 13.000 1.414 13.181 4.600 -.112 - Moral values 34.400 3.209 31.454 4.719 1.344 - Social values 46.600 2.701 48.090 9.137 -.467 — Having success 35.000 3.807 33.363 4.544 .685 - TABIE 18 MEANS AND STANDARD DEVIATIONS OF LIFE GOALS INVENTORY FACTORS FOR APPLICANTS TO EMERALD AND GREEN HOMES 104 Emerald Coral Factors M S.D. M S.D. t P Necessities of life, pleasure 19.800 .447 19.062 2.015 1.304 Love and family 19.800 1.643 19.125 2.753 .621 — Sex and ego satisfaction 20.200 2.167 19.875 2.704 .252 — Acceptance of limitations, caution 28.200 1.923 27.562 3.285 .497 Submissive ness 36.600 1.816 38.000 3.444 -1.101 Avoidance of hardships 30.400 5.029 32.125 4.660 -.618 Self development 64.200 3.492 61.312 7.291 1.124 — Leader, fame, power 31.600 4.098 32.250 4.139 -.281 _ Role in public life 13.000 1.414 12.187 3.166 .751 - Moral values 34.400 3.209 31.625 5.487 1.296 — Social values 46.600 2.701 46.500 4.618 .055 - Having success 35.000 3.807 34.750 5.144 .107 TABLE 19 MEANS AND STANDARD tEVIATIONS OF LIFE GOALS INVENTORY FACTORS FOR APPLICANTS TO CORAL AND GREEN HOMES 105 Coral Green Factors M S.D. M S.D. t P Necessities of life, pleasure 19.000 2.529 19.062 2.015 -.065 Love and family 20.181 3.709 19.125 2.753 .770 Sex and ego satisfaction 18.000 3.000 19.875 2.704 -1.591 Acceptance of limitations, caution 27.454 3.110 27.562 3.285 -.083 Submissive- ness 36.909 3.780 38.000 3.444 -.732 Avoidance of hardships 29.181 4.707 32.125 4.660 -1.537 Self development 60.272 5.217 61.312 7.291 -.415 Leader, fame, power 29.454 3.908 32.250 4.139 -1.710 Role in public life 13.181 4.600 12.187 3.166 .595 — Moral values 31.454 4.719 31.625 5.487 -.082 - Social values 48.090 9.137 46.500 4.618 .508 — Having success 33.363 4.544 34.750 5.144 -.708 - 106 caution," between all three organizations, and one other factor, "submissiveness," which was common to two of the organizations. One comparison. Emerald with Coral, was more different than Emerald with Green or Coral with Green. Four factors, representing all four of Buhler‘s basic tendencies of life, were sig nificantly different in comparing Emerald with Coral, as contrasted with only one significantly different factor in each of the other two comparisons. Resident groups compared with applicant groups for each organization were significantly different on several factors for two of the organizations, but were not significantly different at all for the third organ ization. The null hypothesis was accepted for Coral, but was rejected for the other two organizations. Applicants and residents were most different in Emerald, where four factors were significantly different. Applicant groups were neyer significantly differ ent from other applicant groups. Therefore, the research hypothesis was not supported, and the null hypothesis was accepted. Chapter IV has presented the data statistically. In Chapter V an interpretation of the meaning of the data for the theoretical framework will be developed. CHAPTER V INTERPRETATIONS, CONCLUSIONS, AND RECOMMENDATIONS Introduction This chapter begins by interpreting the mean life goal profiles for the total sample and for the subgroups of the sample in terms of the manner of experiencing the present and in terms of goals most and least valued. Comparisons between subgroups are made (Buhler, 1971). A synthesis is made of the profile interpreta tions and the statistical findings presented in the preceding chapter, relating these to the theoretical framework. A summary and conclusions are then presented, relating the interpretation of the data to the accom plishment of the purpose and problem of the study. Conclusions are presented as unanswered questions. The final section includes recommendations for further research, based on the questions raised by this study. 107 108 Interpretation of the Data Mean Life Goal Profiles The fifth phase of life, that of old age, was described by Buhler as a period "when an individual experiences life as fulfillment, resignation or failure" (Buhler and Massarik, 1968, p. 43). In a study of this fifth phase of life it was ' found that the average old age profile differed from the profile of the original standard group in certain significant ways. The entire area of adaptation, made I up of the three factors of "caution," "submissiveness," I and "avoidance of hardships" was significantly higher, and the factors "love and family," "self-development," I and "role in public life" were significantly lower (Buhler, Brind, and Horner, 1968, p. 57). In addition 1 to this average profile there were four profile patterns j identified as characteristic of the aged, described I ! earlier in the review of literature. These patterns I j characterized the manner of experiencing the present j as fulfillment, neurotic, detached, or contented. Of I the three modes of experiencing life described by Buhler— fulfillment, resignation, or failure— the : detached pattern indicated that the manner of experi encing was resignation; the neurotic pattern indicated 109 that the manner of experiencing was despair or resigna tion; the contented retired pattern as fulfillment or resignation; and the fulfilled or healthy pattern as the fulfillment mode of experiencing. In the present study the mean life goal profile for each group was interpreted with respect to how the present was experienced, and with respect to areas of life goals most and least valued. These profiles are shown in Appendix V. The first mean profile described is that of the total sample. Total Sample Mean Profile The goal behavior of the total sample was phase- mature, or characteristic of the final stage of life. This was indicated by the fact that the profile had high scores in the adaptation area, with all three contributing factors lying just below or just above the seventy-fifth percentile. In addition, the three factors of the need-satisfaction tendency were low, with "love and family" even lower than in Buhler's old age study, although "self-development" and "role in public life," while lower than the original standard group, were somewhat higher than in Buhler's old age group (Buhler, Brind, and Horner, 1968, p. 57). f 110 In general, the most valued goal areas were those contributing to adaptation, followed closely by I those contributing to upholding the internal order. I The least valued goal areas were those contributing to need-satisfaction, followed closely by those con tributing to creative expansion. Comparing this profile with the four patterns which Buhler identified as characteristic of the I aged in her study, this profile most closely resembles that of the old age detached profile, although it differed by being significantly higher in the area of I upholding the internal order, which is the basic tendency involved with problems of self-evaluation, purpose, and meaning. The old age detached profile was considered by Buhler to be a realistic adjustment to old age, rather than a depressed response (Buhler, Brind, and Horner, 1968, pp. 61-62). To summarize, the manner of experiencing the I present indicated by the mean profile of the total I I sample might be characterized not as fulfillment, nor as failure, but as resignation. This may be an appro priate response to the period of the end of life in j our achievement-oriented culture, which values what I I one does rather than who one is (Lerner, 1963). Ill Total Resident Sample and Total Applicant Sample The total resident group can also be character ized as phase-mature, with the manner of experiencing I the present being resignation. The resident sample I profile was nearly identical to the total sample profile. However, the total applicant mean profile, while paral- I leling the pattern of the total resident profile, was I generally higher on all factors. The total applicant , group also experienced life in terms of resignation, not fulfillment or failure, and was phase-mature, with ! even greater emphasis on the adaptation area than the total resident group. Of the four old age patterns described by Buhler, the one which best characterized both the total resident and total applicant groups was the old age detached pattern, although in both groups the tendency, upholding the internal order, was higher than expected for the old age detached pattern, as it was in the total sample mean profile. In addition, the applicant mean profile ^ was higher on the tendency need-satisfaction. Appli- ' cants were, in general, more alive and less detached ; than residents. The most valued goal areas for residents and I applicants were the three factors contributing to ; adaptation, plus the factor "social values," followed ! 112 . closely by "moral values" and "having success." I ! Residents of Each Organization In all three resident groups, regardless as to which organizational climate was involved, the basic profile remained similar to that described for the total sample— all three groups being highest in the I f adaptation area, next highest in upholding the internal j order, but lower in need-satisfaction and creative I expansion. Each group was therefore phase-mature, and i I the pattern most nearly appropriate to each was old age 1 1 detached— the manner of experiencing the present being more or less resignation. However, the most valued goals for Emerald were "caution," "submissiveness," and "social values"— all falling just below or just above the seventy-fifth percentile. Compared with the total resident profile, residents of Emerald were slightly more detached. The most valued goals in Coral were the three contributing to adaptation— "caution," "submissiveness," I and "avoidance of hardships"; and the three contributing I to upholding the internal order— "moral values," "social I values," and "having success"; all falling near or above I the seventy-fifth percentile, and where they coincided I with those most valued by residents of Emerald, more 113 strongly held goals. Compared with the total resident profile, residents of Coral were slightly higher on all goals and somewhat less detached than the total resi dent population. I The most valued goals for residents of Green were the three contributing to adaptation, all of which centered just below or just above the seventy-fifth percentile. The least valued goal for residents of I both Emerald and Green was "role in public life," falling below the twenty-fifth percentile for Emerald I residents and just above the twenty-fifth percentile for Green residents. Compared with the total resident profile, resi dents of Green were slightly higher in the area of need-satisfaction, about the same in the area of adaptation, and lower in creative expansion and uphold ing the internal order. Although, of the three resident groups, they were highest on "love and family," they were especially uncreative and less interested in self- i ! assessment. I j By contrast, for residents of Coral, even the least valued goals fell just under the fiftieth per centile, indicating that the four basic tendencies were more nearly integrated in this group than in the other two. Of the three resident groups, the mean : 114 t I profile for Coral indicated it to be a more vital group, : although it still could not be characterized as a ful- j fillment profile. ' Resident and Applicant Profiles in Each Organization In general, the same profile pattern character ized all subgroups, but in two of the three organiza- ' tional climates there were certain significant differ ences between the mean profile for residents and the ' mean profile for applicants. In Coral there were no significant differences between residents and applicants. The mean profile for applicants to Green was i slightly higher than that of residents on all factors except "love and family," which was the same for both, but was especially higher on "leader, fame, and power" and in the adaptation area. For Green, both resident and applicant groups valued "submissiveness" as the ' highest goal, with residents above the seventy-fifth percentile and applicants approaching the ninetieth percentile. To summarize, for Green, applicants and residents could be characterized by the old age detached pattern, with the applicants putting greater importance on the adaptation area and on the area of upholding the internal order than residents, but both valuing these two areas predominantly. Residents were somewhat more I 115 , detached than applicants. I The mean profile of applicants to Emerald was higher than that of residents on all factors, but was especially so on "moral values," "role in public life," "caution," and "sex and ego satisfaction." The least ; valued goal for both groups was "role in public life," which was below the twenty-fifth percentile for resi dents, but was at the fiftieth percentile for applicants. The strongest goals for both groups were "caution" and "submissiveness," with residents slightly above the seventy-fifth percentile on both and applicants just under the ninetieth percentile. Both residents and applicants could be categorized by the old age detached pattern, with residents more detached than applicants. Applicants to Each Organization There were no significant differences between the ! profile patterns of each applicant group and the total applicant group described above. This corroborated the I I statistical analysis reported in the preceding chapter, ; which showed no significant difference on a factor-by- ; factor basis between applicant groups. I I Compared to the total applicant sample, appli- I j cant SB to Coral were very similar, being slightly higher I on "love and family" and "role in public life." Appli 116 cants to Emerald were slightly more creative than the total sample, and were higher on "moral values." Applicants to Green were slightly lower than the total applicant profile in all areas except adaptation, where they were slightly higher. In summary, profile interpretation indicated that applicants, as a total group, were more alive, less detached than residents; that one group of resi dents, those of Coral, were more vital, less detached than the other two resident groups and more like the applicant groups; that in two groups. Emerald and Green, applicants were less detached than residents, but in the third group. Coral, there was no difference between residents and applicants; that all applicant groups were very similar to each other; and that, with varying degrees of detachment, all groups experienced life in the mode of resignation, rather than fulfillment or despair. Statistical Findings There were some statistically significant dif ferences between the mean profiles of the three groups of residents on a factor-by-factor analysis, as reported in the previous chapter. There were no significant differences between the three groups of applicants. 117 , In two of the three organizations there were significant differences between residents in and applicants to each organization, but in the third residents and applicants j were not significantly different. These findings would tend to support the theory that different organizational climates are associated with different responses of organization members, since selection factors involved in individuals choosing one institution over another I would be found in both applicant and resident groups. The differences found would therefore appear to be ' associated with different organizational climates, since applicant groups were not different. Also, one resident I ! group was not significantly different from its applicant I group, indicating that in one organizational climate I responses were very different than in the others. Synthesis of Profile Interpretations and Statistical Findings Residents with Residents Statistical findings led to the acceptance of the hypothesis of significant differences between resi dents of different organizational climates on some of the factors of the life goals profile. Profile inter pretations indicated that while all three resident groups experienced life more or less in the same 118 pattern, the profile of one group of residents, those in Coral, indicated them to be more vital, less detached, with the four basic tendencies more nearly integrated, than the other two groups of residents. Coral residents were most different from Emerald residents both on significantly different factors and by comparisons of profiles. Each of the four factors which represented significantly stronger goals for Coral than for Emerald was a component of a different one of the four basic tendencies. Taken as individual factors, there appeared to be little pattern to these four, but considered as components of the four basic tendencies, the pattern seemed to indicate that Coral residents experienced life in a less detached manner than Emerald residents. Compared with Green residents, those in Coral considered "social values" as a significantly more important goal, and the overall goal profile of Coral was stronger, especially in the tendencies for creative expansion and upholding the internal order. While creative expansion was part of the change process and upholding the internal order was part of the mainte nance process of a system, both were related to problems of meaning and purpose in life. It would appear that life for residents of Coral retained more meaning than for residents of either Emerald or Green, who were more detached. 119 Relating these findings to the three different organizational climates, a tentative pattern emerged. Coral had an organizational climate characterized by a "compromise" style of management and a "custodial/ activity" goal type. This would indicate that the administrator gave approximately equal but not maximum importance to the dimensions of concern for people and concern for task, and that his goals and intents for the organization reflected need-satisfaction plus one other basic tendency from Buhler * s theory of human development (Buhler, 1959; Buhler, Brind, and Horner, 1968). This would not theoretically be an optimal climate, yet Coral residents appeared to experience life more fully than did other residents. The other variables contributing to Coral’s organizational climate were a highly experienced administrator with medium training and a large, medium cost home in an urban setting, accessible to the life of the city. Coral’s residents were more heterogeneous than the residents of either of the other two homes. Emerald had an organizational climate character ized by a "people" style of management and a "fulfill ment" goal type. This would indicate that the adminis trator gave more importance to the dimension of concern for people than to concern for task, and that his goals lao and intents reflected three or four of the basic tendencies of life. While this was not the optimal managerial style, it was the optimal goal/intent, yet profile analysis of Emerald residents showed them to be less vital than Coral and significantly lower on the four factors in statistical analysis on which they differed from Coral. In a statistical comparison with Green, they were lower than residents of Green on the one significantly different factor, "love and family." Comparing profiles. Emerald residents were slightly more creative than Green residents and valued need- satisf action somewhat less, but were generally no more vital nor better integrated. Other variables contribut ing to Emerald’s organizational climate were a highly experienced administrator with medium training and a medium sized, medium cost home in a small resort town relatively isolated from the city, with an especially pleasant physical plant and grounds. Emerald’s popula tion was homogeneous, especially on educational level. Green had an organizational climate character ized by a "task and people" style of management and a "custodial/activity" goal type. This would indicate that the administrator placed maximum importance on both dimensions of concern for people and concern for task, which was the optimal style of management. His 121 goals and intents reflected need-satisfaction plus one other basic tendency, not the optimal goal/intent. This combination would not theoretically be an optimal climate, and Green residents showed a profile that was more detached than Coral’s and less creative than Emerald's. In statistical analysis. Green was sig nificantly higher on one factor only, "love and family,’ ’ j than Emerald, with no other significant differences; and was significantly lower than Coral on only one factor, "social values," showing no other significant differences. Other variables contributing to Green’s organizational climate were an administrator whose experience was low and whose training was high, and a small size, low cost home in a suburban city, rather isolated from all but its immediate surroundings which consisted of single family dwellings and a few churches. Green's population was homogeneous on all variables. The pattern which emerged seemed to be that organizational climate did make a difference in the manner of experiencing life for members of retirement homes, but that the larger cultural context made a more profound difference. Within the sphere of influence which organizational climate did have, the administra tor’s style and goals, as well as his experience and training, were perhaps no more salient than the size 122 and setting of the home. Administrative implications I from this generalization might be that not more effi cient management but more effective change agentry in the larger society is needed to influence significantly the retiree’s manner of experiencing life. Additionally, homes designed and located to increase heterogeneity of population, access to the nonretired world, and some level of challenge in the activities of daily living might enhance the vitality of retirement living. Residents with Applicants Statistical findings led to acceptance of the hypothesis of significant difference between residents and applicants in two of the three groups, but not in the third. Further, in the two organizations where there was a significant difference. Emerald and Green, the applicant group held goals more strongly than did the resident group. Profile interpretation again showed all three applicant groups to be less detached than residents in general, and Coral, the resident group, which was not significantly different from its applicant group, to be comparable to the applicant groups. This would not only support the theory that climate affected responses of organization members, but also the theory I that life’s four basic tendencies formed a pattern which 123 was similar in a given phase of life but which varied in terms of individual goal responses. Applicants with Applicants Statistical findings led to rejection of the hypothesis of significant differences between the appli cant groups. This hypothesis assumed that individuals applying to different organizational climates would have different goal profiles as a result of selection factors. Apparently selection factors, if present, did not show in goal profiles. It could then be assumed that where there were differences in goal profiles between resident groups, they did not result from selection factors but from influences of the respective organizational cli mates . Profile interpretation of the applicant profiles also indicated little difference in patterns between groups of applicants, but applicants were less detached than residents. This indicated that, within limits, the environment of the retirement homes had affected the manner in which life was experienced in those homes. To summarize, the three basic propositions of theory within which this study was conceived were sup ported in varying degrees by both the statistical find ings and the profile interpretations. These proposi tions were (1) organizational climate affects the 124 responses of members of the organization, (2) the environment is a matrix within which the quality of life is determined for residents of retirement homes, and (3) the life goals profile is an indicator of how one experiences his present, based on the relative strengths of Buhler’s four basic tendencies of life which are present at all times but in varying combina tions, depending on phase of life and individual dif ferences . The larger theoretical framework, that of a new paradigm for organizational theory which would add to or replace concern for efficiency with concern for human worth as the basic value by which to judge organ izational performance, at least for human service organizations, has been less directly served by this study. However, the finding from interpretations of mean life goal profiles for these groups that, for the total sample, the normative mode of experiencing life was resignation and detachment, and that this was more pronounced among residents than among applicants? would indicate that there is justification for pursuing a new paradigm, provided a fulfilled life is accepted as a more desirable end than an unfulfilled life. 125 Summary and Conclusions The purpose of this study was twofold: (1) to identify different types of organizational climates among retirement homes; and (2) to examine, describe, and compare the life goals of residents in and appli cants to these organizations. Nine different organiza tions were assessed on variables relevant to the creation of organizational climate. Five types of organizational climates were identified. In three of these different types the life goals of residents and applicants were examined, described, and compared. Within the limita tions of the selection device, and within the limits of the Life Goals Inventory, this twofold purpose was accomplished. The problem of this study was to characterize how life was experienced by residents and applicants, and to discover whether it was experienced differently in different organizational climates^. This was accom plished, although the distinctions were not completely clear-cut. In general the results, at least tentatively, supported the theory. It was difficult to distinguish which responses were cir cumstantially conditioned and which were the result of the developmental process, as 126 Buhler suggested (Buhler and Massarik, 1968, p. 46). Testing this would require, among other things, the development of a wider range of alternative futures than is currently available for persons approaching the final phase of life, to include not only a dis tinctly different range of circumstances from which to choose, but also a combination of persons in different phases of life. Perhaps the major results of this study were not conclusions but formulations of questions, developed in the following paragraphs. The development of an ethic of service or humani tarian values as the basis for judging organizational performance in a human service organization required that the purposes of such organizations and the costs of achieving them be defined in terms of human worth rather than in terms of production or efficiency. Such a common value statement as "providing the greatest good for the greatest number" may actually reflect an assump tion of efficiency. For the purposes of this study, efficiency could be defined as the least costly way to achieve the purposes of the organization, and to achieve the purposes of the organization would be effectiveness. In such human service organizations as retirement homes, an organizational purpose reflecting human worth could 127 be to provide an organizational climate in which the goals of organization members could be realized. In this study it was found that security, reflected in high scores on the adaptation factors of the Life Goals Inventory^ and dignity, reflected in high scores on the factors composing the tendency to uphold the internal order, were strongly held goals. The latter involved problems of purpose and meaning in terms of the factors of "moral values," "social values," and "having success." The following questions evolved from the above interpretations of the findings: 1. What would be required in order to provide an organizational climate in which these strongly held goals of purpose and meaning could be realized? 2. What has organization theory to say to administrative practice regarding the creation of such climates? 3. What is the cost of not creating such climates? 4. If life in its final stage is experienced as relatively meaningless, and if increasingly more people will live to experience that phase, what will be the result of a growing block of detached citizens? 128 This study has demonstrated, if tentatively, that there is a connection between organizational climate, heavily influenced by the practice of admin istration, and quality of life experienced in retirement homes. However, it may be that, except at gross levels such as would be found in impoverished organizational climates, quality of life may be affected even more by the total culture than by the more specific organiza tional climate. If this were the case, a significant change in quality of life would require social and cultural changes preceding changes of organizational climate. What kind of social and cultural changes are required? Birren (1958) noted that one of the major problems of the aged is loneliness. Is this related to a weakened or absent sense of purpose resulting from being socialized in a work culture in which purpose is provided largely by the work role? What is a redefini tion of work involving one’s place or purpose or intent in life, in the final phase of life, and ultimately, in the postindustrial society? These questions lead to recommendations for further research. 129 Recommendations While this study has accomplished its purpose, its basic contribution as an exploratory study is a hypothesis formulating one. Therefore, perhaps the most appropriate form in which to cast recommendations would be that of research problems suggested by the study. One research approach which could shed more light on the relationship between organizational climate and quality of life in residential human service organizations would be to identify a wide range of organizational climates in which to compare the purposes of the organizations, the methods and techniques by which the purposes were achieved in each different climate, the degree to which the purposes were achieved as perceived by both providers and con sumers, and the manner in which life was experienced by the consumers. Correlations between climate, pur poses, methods, degree of achievement of purposes, and quality of life experienced by consumers could be made. A second approach could be an ongoing program of action research in each of several organizational climates which would involve the use of organizational development processes and methods with the staff of each organization while simultaneously utilizing 130 counseling processes for residents and, where possible, for applicants. This would require the development of evaluative measures to be used at the beginning of the program and at appropriate intervals throughout. These evaluative measures would have to reflect the goals of residents. An additional requirement would be that the decision to participate be made voluntarily by each individual. Coerced or coopted participation would damage both the concept of human dignity and the quality of results. A third research problem might center around the development of instruments to evaluate organizational performance primarily in terms of goals of residents, I I rather than primarily in terms of finances. A related problem would be to secure the necessary societal and I organizational commitments to these instruments to make their use meaningful. A redefinition of work in terras of one’s place, purpose, or intent cannot be achieved by research alone, but a beginning could be made. One way would be by using the findings of Cantril’s (1965) international study which revealed that there seem to be certain demands which human beings everywhere impose on society. These demands were satisfaction of survival needs; security, both physical and psychological; sufficient 131 order and certainty to be able to predict consequences of actions; the possibility of enlarging the range and quality of satisfaction through creative activities rather than merely adaptive ones; the opportunity to make choices and to act in terms of them; to experience personal identity and integrity and worthwhileness; to seek some value or system of beliefs to which they can commit themselves; and to be confident that their aspirations have a chance of being fulfilled (Cantril, 1965, pp. 316-3:22). These findings could form the categories for an interview instrument which would ask people in all phases of life to describe, under each category, one or two significant activities which they had done or would like to do. These descriptions could be content analyzed to develop patterns of activities which would become a first step in the redefinition of what is important to accomplish in a postindustrial society. These recommendations for further research are merely tentative thoughts which could serve as spring boards for more sophisticated designs to attack the problems identified in this study. 132 BIBLIOGRAPHY Administrator Interviews. Richard York, August 20, 1970; George Morgan, August 25, 1970; and 8. A. Barker, August 27, 1970. Anderson, Nancy N. "Effects of Institutionalization on Self-Esteem." Undated paper. (Mimeographed.) R. H. Holmberg, and L. B. Stone. "Nursing Home Care— Effects of Ownership and Administration." Paper presented to the Gerontological Society Meeting, St. Petersburg, Florida, November, 1967. (Mimeographed.) Argyris, Chris. Integrating the Individual and the Organization. New York: J. Wiley and Sons, 1964. Beattie, Walter J., Jr. "The Design of Supportive Environments for the Life-Span." Paper presented at the Symposium for Social Planning and the Physical Environment, 8th International Congress on Geron tology, Washington, D. C., August 28, 1969. (Mimeographed.) Bennett, Ruth. "The Meaning of Institutional Life," Gerontologist, III (September, 1963), 117-125. Bennis, Warren. Changing Organizations. New York : McGraw Hill, 1966. Birren, James E. "Why Study Aging?" American Psycholo gist. XIII (1958), 292-296. Blake, Robert R., and Jane S. Mouton. The Managerial Grid. Houston, Texas: Gulf Publishing Company, 1964. Blau, Peter M., and W. Richard Scott. Formal Organiza tions ; A Comparative Approach. San Francisco: Chandler Publishing Company, 1962. Blenkner, Margaret. "Developmental Considerations and the Older Client," in Relations of Development and Aging. Edited by James E. Birren. Springfield, Illinois : Charles C. Thomas, 1964. . "Impact on Social Work," Gerontologist. “ TT1967), 234-243. 133 134 Brody, Elaine M. "Follow-Up Study of Applications and Non-Applications to a Voluntary Home," The Gerontologist. IX (Autumn, 1969), 187-196. Brotman, Herman B. "Educational Attainment of the Older Population," Useful Facts. September 11, 1967, not paginated. Buhler, Charlotte. "Theoretical Observations about Life * s Basic Tendencies," American Journal of Psychotherapy. XIII (1959), 561-581. _______. "Meaningful Living in the Mature Years," in Aging and Leisure ; A Research Perspective into the Meaningful Use of Time. Edited by Robert W. Kleeraeier. New York: Oxford University Press, 1961. Values in Psychotherapy. New York: Free Press, 1962. "Human Life Patterns and Potentialities," in Herbert A. Otto, Explorations in Human Potentialities Springfield, Illinois: Charles C. Thomas, 1966. "Human Life as a Whole as a Central Subject of Humanistic Psychology," in Challenges of Humanistic Psychology. Edited by J. F. T. Bugental New York : McGraw-Hill Book Company, 1967. "The Course of Human Life as a Psychological Problem," Human Development. XI (1968), 184-200. "Humanistic Psychology as an Educational Problem," American Psychologist. XXIV (August, 1969), 736-742. . Consultation, 1971. ____, Anna Brind, and Althea Horner. "Old Age as a Phase of Human Life," Human Development, XI (1968), 53-63. Buhler, Charlotte, and William Coleman. Life Goals Inventory. Los Angeles, California, 1^65. Buhler, Charlotte, and Fred Massarik (editors). The Course of Human Life : A Study of Goals in the Humanistic Perspective. New York : Springer Publishing Company, 1968. 135 Cantril, Hadley. The Pattern of Human Concerns. New Jersey: Rutgers University Press, 1965. Chin, Robert. "The Utility of System Models and Developmental Models for Practitioners," in Warren G. Bennis, Kenneth D. Benne, and Robert Chin, The Planning of Change. New York: Holt, Rinehart, and Winston, 1969. Erikson, E. H. Identity and the Life Cycle. New York : International Universities Press, 1959. Follett, Mary Parker. "The Essentials of Leadership," paper delivered at London School of Economics, 1933, in Classics in Management. Edited by Harwood F. Merrill. New York : American Management Association, 1960. Gerontological Society Committee on Research and Development Goals in Social Gerontology. "Living Arrangements of Older People: Ecology," The Status of Research in Applied Social Gerontology— Gerontologist, IX (Winter, 1969), 37-45. Goffman, Erving. Asylums. New York: Anchor Books, 1961. Goldfarb, Alvin I. "The Senile Older Person," in Selected Papers : 5th Annual National Conference of State Executives on Aging. Washington, D.C.: Office of Aging, H.E.W., August, 1965. Hall, Jay, J. B. Harvey, and Martha Williams. Styles of Management Inventory. Houston, Texas: Teleometrics, Inc., 1964. Hall, Jay, Vincent O'Leary, and Martha Williams. "The Decision-Making Grid: A Model of Decision- Making Styles," California Management Review, LXXI (Winter, 1964), 43-53. Hamlin, Roy M. "A Utility Theory of Old Age," Gerontologist, VII (June, 1967), 37-45. Havighurst, R. J. Developmental Tasks and Education. Second edition. New York: David McKay Company, 1952. 136 Hitt, William D. "Two j^odels of Man," The American Psychologist, XXIV (July, 1969), 651-658. Jahoda, Marie. Current Concepts of Positive Mental Health. New York: Basic Books, 1958. Kahana, Eva, and Rodney M. Coe. "Self and Staff Conceptions of Institutionalized Aged." Paper presented at 21st Gerontological Society Meeting, Denver, Colorado, 1968. (Mimeographed.) Katz, Daniel, and Robert L. Kahn. The Social Psychology of Organizations. New York: J. Wiley and Sons, 1966. Kuhlen, Raymond G. "Developmental Changes in Motivation during the Adùlt Years," in Relations of Development and Aging. Edited by J. E. Birren. Springfield, Illinois: Charles C. Thomas, 1964. Kuhn, Thomas. The Structure of Scientific Revolutions. Chicago: University of Chicago Press, 1962. Lawton, M. P. "Institutions for the Aged: Theory, Content and Methods for Research," 1969. (Mimeographed, Philadelphia Geriatric Center.) Lawton, M. Powell. "Assessment, Integration, and Environments for Older People," The Gerontologist, X (Spring, 1970), 38-46. Lee, Dorothy. Freedom and Culture. New York : Spectrum, 1959. Lefton, Mark, and William R. Rosengren. "Organizations and Clients: Lateral and Longitudinal Dimensions," American Sociological Review. XXXI (December, 1966), 802-810. Lerner, Max. America as Civilization. New York : Simon and Schuster, Inc., 1963. Lewin, K., R. Lippit, and R. White. "Patterns of Aggressive Behavior in Experimentally Created 'Social Climates,'" Journal of Social Psychology, X (1939), 271-299; cited in D. Cartwright and R. Lippitt, "Group Dynamics and the Individual," in H. J. Leavitt and Louis R. Pondy, Readings in Managerial Psychology. Chicago: University of Chicago Press, 1964. 137 Lieberraan, M. A. "Institutionalization of the Aged: Effects on Behavior," Journal of Gerontology, XXIV (July, 1969), 330-340. V. N. Prock, and S. S. Tobin. "Psychological Effects of Institutionalization," Journal of Gerontology. XXIII (1968), 343-353. Likert, Rensis. New Patterns of Management. New York: McGraw-Hill, 1961. The Human Organization: Its Management and Value. New York: McGraw-Hill, 1967. Litwin, George L., and Robert A. Stringer, Jr. Motivation and Organizational Climate. Boston: Harvard University, 1968. May, Rollo. "Intentionality: The Heart of Human Will," Journal of Humanistic Psychology, V (1965), 202-209 McGregor, Douglas. The Human Side of Enterprise. New York : McGraw-Hill, 1960. The Professional Manager. Edited by Warren Bennis and Caroline McGregor. New York: McGraw- Hill, 1967. Meyer, Adolf. "The Philosophy of Occupation Therapy," in Archives of Occupational Therapy. Edited by William R. Dunton, Jr. Baltimore: Williams and Wilkins Company, 1922. Nelson, E. K., Jr., and Catherine H. Lovell. Developing Correctional Administrators. Washington, D.C.: Joint Commission on Correctional Manpower and Training, November, 1969. Neugarten, Bernice L. (editor). Middle Age and Aging : A Reader in Social Psychology. Chicago : University of Chicago Press, 1968. Oberteuffer, Debert, and Mary K. Beyrer. School Health Education: A Textbook for Teachers, Nurses, and Other Professional Personnel. Fourth edition. New York : Harper and Row, 1966. 138 Perrow, Charles. "Goals in Complex Organizations," American Sociological Review, XXVI (December, 1961), 855. "Hospitals; Technology, Structure and Goals," in Handbook of Organizations. Edited by James March. Chicago : Rand McNally and Company, 1965. Pfiffner, John M., and Frank P. Sherwood. Administra tive Organization. Englewood Cliffs, New Jersey: Prentice Hall, Inc., 1966. Pincus, Allen. "The Definition and Measurement of the Institutional Environment in Homes for the Aged," The Gerontologist, VIII (Autumn, 1968), 207-210. Price, James L. Organizational Effectiveness : An Inventory of Propositions. Homewood, Illinois: Ruth D; Irwin, Inc., 1968. Reilly, Mary. "Occupational Therapy Can Be One of the Great Ideas of 20th Century Medicine," American Journal of Occupational Therapy, XVI (1962), T7 Rogers, Carl. "The Interpersonal Relationship in the Facilitation of Learning," in Freedom to Learn. Columbus, Ohio: Charles Merrill Publishing Company, 1969. Rosow, Irving. "Retirement Housing and Social Integra tion," in Social and Psychological Aspects.of Aging. Edited by C. Tibbits and W. Donohue. New York: Columbia University Press, 1962 Schein, Edgar H. Organizational Psychology. Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1965. Schooler, Kermit K. "The Relationship between Social Interaction and Morale of the Elderly as a Function of Environmental Characteristics," The Gerontologist. IX (Spring, 1969), 25-29. Selltiz, Claire, Marie Jahoda, Morton Deutsch, and Stuart W. Cook. Research Methods in Social Rela tions. New York: Holt, Rinehart, and Winston, 1967. 139 State Department of Social Welfare. "Residential Care Homes for the Aging." A licensing program of the State Department of Social Welfare. California: State of California, 1967. Street, David, Robert D. Vinter, and Charles Perrow. Organization for Treatment : A Comparative Study of Institutions for Delinquents. New York : Free Press, 1966. Tobin, Sheldon S. "Institutional Dependency in the Aged," in The Dependencies of Old People. Edited by Richard A. Kalish. Ann Arbor; University of Michigan, 1969. Townsend, Peter. The Last Refuge. London: Routledge and Kegan Paul, 1962. Whyte, Lancelot Law. Accent on Form: An Anticipation of the Science of Tomorrow. New York: Harper and Brothers, Publishers, 1954. Wilner, Daniel M., and Rosabelle P. Walkley. "Some Special Problems and Alternatives in Housing for Older Persons, in Aging and Social Policy. Edited by J. C. McKinney and F. T. de Vyver. New York: Appleton-Century-Croft8, 1966. APPENDIX I ADMINISTRATOR INTERVIEW AGENDAS 140 Agenda for: Administrator Telephone Contact Sheets 1. Are you willing to be interviewed? To have applicants and residents interviewed? If so, set date 2. Is your applicant list current? Can you supply me with contacts to applicants in Southern California? 3. Administrator's Experience How long as administrator of this home? How did you come into this field? Any related jobs prior to this one? 4. Administrator's Training Any special courses or institutes for this job? When and what? 5. Administrator's Education College degree? What and where and when? Graduate degree? What, where, and when? If no college, any other type of education? Administrator's Name Name of Home________ Phone Case Number 141 142 Agenda for: Administrator Interviews Administrator * s Name____________________ Name of Home 1# Request brief written statement on attached sheets of goals (purposes) and intentions for the organiza tion. 2. Request the administrator to respond in writing to the Styles of Management Inventory attached. 3. Make arrangements to contact residents and appli cants (lists from which to draw random sample). 4. General socio-economic level of your residents and applicants, in your estimation. Most high school graduates?__________ Most college graduates?______________ Most less than high school education?__________ Most middle class?____ Prior occupations (approximate proportion of each) Professional__________ White collar__________ Blue collar _________ 5. Health of residents, in your estimation. Generally good (majority functioning normally)____ Generally poor (majority disoriented, not functioning normally)_____________ 6. Cost to resident or cost per person per day or per month______________________________ (If cost per person per day or month, what does this include, i.e., depreciation, etc.?) APPENDIX II STYLES OF MANAGEMENT INVENTORY 143 A n analysis o f in dividu al b eh avior in fu lfillin g the fu n ctio n s o f m anagem ent by Jay H all, P h.D . Jerry B . H arvey, P h .D . M artha W illiam s, P h .D . Published Teleometrics, Inc. Suite 424, 2200 South Post Oak Rd. Houston, Texas 77027 144 ST Y L E S O F ’MANAGEMENT INVENTO RY P lease R ead CarefuHyt The purpose of the following inventory of 60 item s is to gain informa tion about the w a y in which individuals m anage— or would m anage if given the opportunity— under a variety of conditions and in a v a r iety of situations. An attempt has been made to cover a wide range of m an agem en t situations in order to provide you w ith m eaningful information about your self a s a m anager. T H E INVENTORY FORFEIT T iveîve typical m anagem ent situ ation s have been included in this survey. Under each situation, fiv e alternative w a y s of handling th e situation are listed. Each altern ative is slightly d ifferen t from th e other four. Thus, read all five alternatives be fore answ ering so that you can select th e aiternatlves most and least characteristic of you. T here Is no righ t or w rong w a y to m anage, therefore, the best response to each item is your own persona! practice. A nsw er h on estly, since only realistic answ ers will provide you w ith any use ful inform ation about yourself. Instnietions: From each five alternatives, select the one which is m ost characteristic of you and place the letter designate of th a t item at th e point on the scale which reflects the degree of “characteristic-ness” that item is fo r you. Then, select the alternative which is least characteristic of you and place its letter on the appropriate point on the scale. Once you have found the most and least characteristic alternatives, en ter the letters of the remaining alternatives within this range aceoraing to how characteristic ea c h alternative is. For example, you might answer as follows for a set of five alternatives: C om pletely C haracteristic : ^ : : : : b. ; c. ; ; d. ; : e. : Completely Uncharacteristic _ _ _ _ - - 4 3 2 i - 145 - 146 I. CONCERNING A PHILOSOPHY OF MANAGEMENT: The opinions, attitudes and assum|)tions people make regarding the accomplishment of work through others may ire considered to rellect a general managerial philosophy, in turn, an individual’ s philosophy is often an index of the way he manages and. consequently, of his managerial success. Below are listed some areas of philosophic concern to managers. A. Most managers recognize the fact that a variety of goals or needs— both individual and organi zational—opera!e in the average work situation. In general, how do you view the relative im portance of these needs? A . I feel that I can best insure a smooth running organization by first attending to the needs of my subordinates and providing the conditions for higii morale. b. I feel that, while the needs of both subordinates and the organization or agency are im portant considerations, in the final analysis the needs of the organization should prevail. c. I feel that tlie needs of the organization come first and th at subordinates are obligated to sacrifice their personal goals, when necessary, in order to maintain a high quality of performance. d. I feel that the needs of both subordinates and the organization are equally important in determining the quality of organizational performance and th a t neither can be sacnficed if optimal results are to be obtained. e. I feel that the tasks of the organization or agency are dictated primarily by organization al policy and that the individual employee—regardless of rank or nee«fs—can do little to alter it significantly. Completely Charecferistic : ; : : ; ; : : : : ; Completely Uncharacteriitic 10 9 8 7 6 5 4 3 2 1 B. The manager’s job is to accomplish work through people. What relationship between supenisors and subordinates do you feel to be the most effective for accomplishing this? a. I feel that the best relationship is one in which the supervisor plans and directs the work of his subordinates and the subordinates implement these plans and directions in a rea sonable period of time. b. I feel that the best relationship is one in which the supervisor and the subordinate work together as a team in meeting performance goals and individual needs for job satisfaction. c. I feel that the best relationship is one charactei'ized by autonomy in the work situation • and minimal contact between supervisors and subordinates. d. I feel the best relationship is one in which both the supei-visor and th e subordinates are willing to “give a little and take a little” when necessary to get the job done. I feel that the best relationship is one in which the supei-visor ultimately places emphasis on the morale and well-being of his subordinates rather than on the requirements of the job. Completely CharacterfsHc : : : : : : : : : : : Completely UricHaracterîstic 10 9 8 7 6 5 4 3 2 1 C. Evaluation of departmental effectiveness is the manager’s way of determining how well his total department has achieved its goals and of isolating areas for improvement. The way in which evaluation is handled often affects both planning and implementation functions for attain ing future objectives. How do you feel the evaluation function should be handled? a I feel evaluation siiould be used to stim ulate interest, develop high morale, and provide for individual growth within the organization or agency; and. therefore, i should en courage subordinates to make their own evaluations of the way in which the total depart ment is functioning. b. I feel that evaluations should be treated as a shared responsibility; and, therefore, my subordinates and I should meet together to critique, evaluate, and plan improvements in the functioning of our department. c. I feet that, on the basis of repoi ts. comparisons with the performance of other similar de partments and my knowledge of the various job requirements, I should personally evalu ate the total department’s performance and determine the areas in which impj-ovements are needed. d. I feel that in order to place the responsibility for evaluating departmental effectiveness where it may best be used, I should pass on to my subordinates any evaluative comments and suggestions for improving the department made to me by "V.I.P.'s” from our own and other organizations. I feel that after consulting with my subordinates individually. I should make an overall evaluation of the department and then meet with them in onisr to encourage improvement in the areas I have decided require it. Completely Characteristic :_____:_____:____ i : : : ; î ; : Completely UncWracteristic 147 II. CONCERNING PLANNING AND GOAL SETTING : The major goals and objectives of organiza tions are usually determined by Boards of Directors, or the equivalent. Man.agers have the resix)n- sibdity of planning the work necessary to achieve those larger objectives; and. in addition, must often identify sub-goals which facilitate the attainment of these long-range organizational goals. Be low are presented several examples of managerial activity related to the planning and goal setting function. A. Most types of activity within an agency stem from the organizational goals. Once these goals have been identified, plans and policies must be drafted which facilitate goal attainment. How do you, as a manager, handle the planning function in your organization? a. After consulting with my subordinates, I inteiqiret the requirements of organizational policy and develop the final plan. b. I plan, develop and interpret, policy with the major objective in mind of keeping the morale of my subordinates high. c. My subordinates and I jointly plan, develop, and inteiqDret policies in order to arrive at a common perception of the goals and ways of attaining them. d- I plan and/or interpret the objectives of the organization for my subordinates so that they fully understand what I require of them. e. I rely primarily on my superiois for pians and interpretations of organizational policies and pass them on to my subordinates as clearly as I can. Completely Characteristic : : : : : ; : : : : : Completely Uncharacteristic 10 98 7 6 5 4 3 2 1 " B. Many organizations recognize the existence of .sub-goals—such as training, for example— which underly attainment of the overall organizational goals. As a manager, what do you feel should be the goal of training, i.e., personnel development, in your organization or agency? a. I feel that the goals of training should be based on the needs of the organization, for com petent, hard working, and loyal employees. b. I feel that the policies of personnel development should be guided primarily by the needs for growth and job-satisfaction of individual employees in a given department c. I feel that individual employees should be made aware of the goals of the organization and encouraged to get the kind of training they need. • d. 1 feel that the organizational need for a high quality of performance and the employees’ needs for individual growth and developnient should be jointly considered in establishing the goals of personnel development. G . I feel that personal development will take place automatically as a result of personal am bition and experience and that no specific training program other than “The Department Manual” is required. Completely Characteriitic : : ; : : : : : : : : Completely Uncharacteristic _ _ - - - j - ^ - j 2 j C. Depending on the size of the organization, individuals at various levels in the management ranks may have the additional responsibility of planning budget requests for their departments. Fre quently. how money is to be spent is a more important determinant of budget approval than the amount requested. .Assuming you had the responsibility for drafting a budget request, how would you discharge this responsibility? a. I would determine the amount of funds necessary to insure implementation of my plans for the department for the coming year, draft the budget accordingly—regardless of past budgeting policies—and “hand carry” it to the budgeting authorities in order to personally answer any questions they might have. b. I would compare last year’s budget request with the budget actually granted and draw up this year's request in view of that, add any increases authorized by general ix>licies, and tiien submit it through channels to the budgeting authorities. c. In order to accurately reflect the budgetary needs of those supervisoi-s below me, I would contact each of them to determine their requirements and incorporate these into the final . departmental budget request, adding a small percentage for unforeseen incidentals. d. I would have all of us whose activities are covered by the budget—including the budget ing authorities when possible—meet together to first review our departmental goals and then to draft a budget request based primarily on these goals. e. I would draw up a tentative request and test it with the various supervisors below me in order to identify potential areas of compromise before meeting with the budgeting au thorities to draft the final request. Completely Characteristic : : : : : : : : : : : Completely Uncharacteristic 148 III. CONCERNING ISÎPLEMENTATION: Unique managerial skills are necessary for the successful translation of thoughts into action. The handling of the implementation phase frequently determines an organization’ s capacity for reaching its objectives. Below are presented a few of the functions which must be undertaken during the implementation phase. A. Once the organizational objectives have been determined and planning for implementation ac complished, the role of the manager as a director of activity may take any of a number of forms. How do you. normally manage during the implementation phase? a. A certain amount of flexibility characterizes my plans for implementation; and, there fore, my door is always open to those who would like for me to review or “give a read ing” on suggested changes. I approach implementation as but an extension of planning: and, therefore, the two functions are integrated and all of us. involved continue to plan and irriplement concur rently until the task is completed. c. I always try to be sensitive to the effects plans might have on my subordinates as well as on the work and 1 check periodically to make sure people are satisfied and are experi encing enough lee-way under the plans. ^ Once I have clearly passed on the plans for accomplishing the tasks at hand to my sub ordinates and clearly fixed the responsibility, my part in implementation is completed and I make the personnel below me responsible for supervising the work. O . I fee! I have a responsibility for actively directing the work; and, therefore, during the implementation phase I continuously check the progress of the work and immediately take corrective actions where necessary. Completely Characteristic :_____: ; : : : : : ; ; ; Completely Uncharacteristic 1 0 9 8 7 6 5 4 3 2 1 B. One of the first steps in implementing decisions arrived at during the planning phase is that of division of labor. At this point delegation of authority and assignment of responsibilities occurs. How do you handle this phase of implementation? a. lo you handle th is phase of im plem entation; I assign responsibility and delegate authority to my subordinates on the basis of my as sessment of their unique skills and abilities. b. On the basis of my knowledge of my subordinates and.the job requirements, I assign re sponsibility and authority, making sure that everyone understands the rationale for my decisions. c. My subordinates and I deteimine together the authority necessary for each job so as to insure the attainment of departmental objectives as well as personal satisfaction for those who assume responsibilities. d I assign responsibility and delegate authority to personnel on the basis of seniority, job descriptions, and according to the chain of command when applicable. ® - I assign responsibility and authority for jobs in the agency to those subordinates who feel qualified and who have expressed interest and satisfaction in those jobs. Completely Characteristic :_____: : : : : î : : : : C ompletely Uncharacteristic 1 0 9 8 7 6 5 4 3 % I C. Although the hiring of personnel is functionally quite different from promoting personnel with in an organization, the processes employed in each are quite similar. 'Therefore, how would you handle the hiring and promoting of personnel within your organization (disregarding any poli cies set by your particular agency, e.g., civil .service requirements, etc.)? a. On the basis of the job-description and my personal knowledge of the position, I would evaluate the qualifications of personnel and recommend them for the jobs for which they seem best suited. b. I would rely primarily on procedures outlined by organizational policy, or on recommenda tions of those above me in filling position vacancies. c. I v;ouM first test the reactions of those most concerned with the position and then, having evaluated their comments, make the final selection. d. All of us concerned with a position would meet together to evaluate candidate qualifica tions and interests in terms of the job requirements and then jointly select the man for the job. e. My primary concern when considering an individual for a position would be whether it would provide him with high job satisfaction and the opportunity for fulfillment. Completely Characteristic : : : : :_____: ; î f t ; Completely Uncharacteristic 149 IV. CONCERNING PERFORMANCE EVALUATION: M anagers may use evaluations to sei*ve a num ber of purposes. Some evaluations provide inform ation necessary for future planning. Othci-s serve to allow a manager to appraise the skills of his subordinate.^. The way in which evaluation data are collected and the uses to which tliey are put m ay vary from m anager to manager. Some typical eval uation situations are presented below. A. One method of controlling both the productivity of subordinates and the quality of their work is performance evaluation. Aside from departm ental forms, how do you evaluate the performance of your employees? a. I periodically meet with m y subordinates individually and evaluate their pei-fo-manee for them, pointing out both stren g th s and weaknesses and spelling out the areas where a need for improvement is indicated. b. In performance evaluations I stress th e good qualities of my subordinates’ work and ask for suggestions of ways in which job conditions can be improved. c. Unless specifically required by policy or my superiors, I do not personally evaluate th e performance of my subordinates. d. Periodically I meet with individual subordinates to inform them of my evaluation of th eir performance and encourage them to ask clarifying questions in order to lay the gi-ound- work for improvement. é. I meet with all of my subordinates and together we openly review each of ou r i>erfonn- ances in working together to achieve both organizational and personal goals. Completely Characteristic : : : : : : : î : : C ompletely Uncharacteristve 10 9« 7 6 5 4 32 i B, While it is a rare occurrence for a subordinate’s m istakes to be serious enough to alTect a total organization, the manner in which m istakes are treated can significantly influence organizational health. How do you react when your subordinates make mistakes on the job? a. On the basis of my knowledge of the facts I discipline those subordinates who make m is takes; but in addition I try^ to show them how they can ieaim from their mistakes. b- When mistakes are made, those of us involved try to learn from them by analyzing th eir causes and by developing procedures which are designed to prevent similar m istakes in the future. c. In dealing with mistakes which occur, the thought I keep uppermost in my mind is th a t the self-confidence and morale of th e employee involved m ust not be damaged. d. On the basis of a careful investigation of the facts surrounding the case, I decide w hat disciplinary action should be taken. G ' Because it is only natural for some m istakes to occur, I try to avoid emphasizing those which do happen unless they call th e attention of my superiors to my departm ent or agency. Completely Chdractenstlc Completely Uncharecterisbc _ _ - - - $ 4 3 2 T C. Strong negative feelings toward other personnel frequently interfere with a person’s ability to work with them effectively. How do you norm ally relate to persons with whom you work when you experience such feelings toward them? a. 1 lay it on the line and tell people w h at I think about them and w hat it is they are doing th a t irritates me. b. I try to overcome my feelings of hostility w ithout letting others know I am upset and strive to become more tolerant of o th er people. c. I prefer to avoid contacts with those individuals, if at all possible; but if this is impossi ble, I keep the relationship on a “strictly business" level. d. I openly express feelings in a non-judgm ental m anner in order to clear up personal griev ances among those concerned so th a t they do not interfere with our work objectives. e. I check with others to see if they share m y feelings and if they do, then I tell the person how we feel. Completely Cliaracterîstîc : : : : : : : : : : : Completely Uncharacteristic ÎÔ 9 8 7 6 5 4 3 2 Ï APPENDIX III SUMMARY OF ADMINISTRATORS* GOALS AND INTENTS FOR THE ORGANIZATIONS 150 Summary of goals and intents expressed in: Key words and phrases used by administrators of homes for the aged in response to two questions: 1. What do you see as the purpose(s) of a home for the aged? 2* How do you intend to work toward fulfilling these purposes? Purpose .social, physiological, security needs .love, independence, freedom to choose .personal dignity .full range of services .homelike atmosphere for declining years .security against threatening future .medical care, good food .Christian fellowship .someone who cares .interested listener .help them feel wanted, loved .supportive, helping hand care .recreational and social activity .diverse purposes for different people, dignity, security, participation, escape problems of daily living •relieve anxiety and frustrations of aging .emotional, psychological, and spiritual assistance .community resource...training of families, social work and therapy to outside aged .social independency while closing out life * s options .provide personal care, services, watchful eye .homelike, warm living atmosphere Intents .listen to residents •influence and encourage employees to be responsive to residents .management as enabler .increase activity of residents (interaction) .build new facility •refurbish old buildings .in-service training of staff •prevent "generation gap" among residents 151 152 .good food and living facilities, care .participate with residents in social activities .advise residents when needed .staff selection on basis of empathy for aged .living experience through social clubs, decide re food, entertainment and programs .purposeful programs toward community goals .inculcate staff and residents with philosophy of mutual work toward goals .improve program and physical plant .understand needs and desires of elderly .understand practices of administrators of homes... wide range .provide for comfort and relaxation .security .rehabilitate people APPENDIX IV LIFE GOALS INVENTORY 153 LIFE GOALS INVENTORY Charlotte Buhler, Ph.D. and William E. Coleman, Ph.D. Instructions The LIFE GOALS INVENTORY consists of a number of commonly held goals of life. Just as people hold dif ferent opinions, so too do they feel that different goals must be achieved for them to be satisfied with life. Participation in community affairs is an example of such a goal. One person might feel that participa tion is absolutely necessary while another might think it to be important or merely desirable. Others might be indifferent to such a goal or reject it entirely as a necessity of a good life. You are to indicate your reaction to @aich goal, assign ing one of the five descriptive categories to it. The five are "ESSENTIAL," "IMPORTANT," "DESIRABLE," "NOT MY CONCERN," and "REJECT." An ESSENTIAL goal is one which is extremely necessary to you, personally, if you are to have a good life. An IMPORTANT goal is one which is important but not absolutely necessary to a good life. A DESIRABLE goal is one which is agreeable, but not especially important to a good life. NOT MY CONCERN describes a goal which means nothing to you, one way or the other. A REJECTED goal is one which you do not desire or want for yourself. There is no time limit on this inventory. Answer all questions. 1. Have necessities of life. 2. Be accepted in contacts. 3. Go ahead, try things, be enterprising. 4. Have worthy beliefs, values. 5. Be aware, understanding. 154 155 6. Be a leader when I feel qualified. 7. Work for my political party. 8. Be successful, get concrete rewards. 9. Satisfy any appetites and impulses. 10. Have sex satisfaction. 11. Advance in career. 12. Be glamorous. 13. Have a good disposition. 14. Be helpful, charitable. 15. Compete successfully. 16. Belong to groups (family, friends, organizations) 17. Increase knowledge, pursue interests. 18. Have power, control. 19. Dedicate myself to causes. 20. Find acknowledgement, praise. 21. Be resourceful, confident. 22. Have means, possessions. 23. Please people, be liked, popular. 24. Give and receive love. 25. Have play, sports, travel. 26. Be married. 27. Have children. 28. Do creative work. 29. Accept limitations. 30. Forget myself over others. 31. Be well organized. 32. Secure survival. 33. Gain status, improve ray position. 34. Be attractive. 35. Be tolerant. 36. Have much leisure time. 37. Have no duties, complete freedom. 38. Always do the best I can. 39. Contribute ray share. 40. Leave a mark behind me. 41. Stand for fairness and justice. 42. Be adaptive, easy going. 43. Be cautious, conservative. 44. Assess my conscience (peace of mind). 45. Do honor to ray parents. 156 46. Explore new possibilities, be adventurous. 47. Have comfort, luxury. 48. Accomplish things in life. 49. Accept authorities (school, church, political). 50. Master difficulties, overcome dangers, problems. 51. Live in God. 52. Work to convert people to right ways of thinking 53. Have things my way. 54. Assess my worth. 55. Evaluate my contributions. 56. Accept the regulations of law and order. 57. Try to improve things. 58. Help ray country surpass others. 59. Accept denials and frustrations. 60. Assess results of my life. 61. Have an easy life without problems. 62. Strive toward total fulfillment. 63. Develop best potentials (self-realization). 64. Have complete security. 65. Want to fight for political convictions. 66. Be sensitive to others* needs. 67. Submit to others * wishes. 68. Be aggressive. 69. Play role in public life. 70. Give at times free expression to my feelings. 71. See competitors fail. 72. Avoid dangers and failures. 73. Avoid getting my feelings hurt. 74. Never be unkind. 75. Keep to myself and remain uninvolved. 76. Try to resolve my problems. 77. Be highly regarded and elected to offices. 78. Develop myself as a person. 79. Take advantage of opportunities. 80. Resign myself to misfortunes. 81. Not make mistakes. 82. Evaluate success and failure. 83. Be honest with myself and others. 84. Make name for myself, have fame. 85. Determine ray goals clearly. 86 87 88 89 90 157 Always hope for the best. Give meaning to my life. Live always within my means. Live within the teachings of ray religion. Have a leisurely retirement. 91. Live with a concern for the hereafter. APPENDIX V MEAN LIFE GOAL PROFILES OF THE TOTAL SAMPLE AND OF SUBGROUPS 158 TOTAL SAMPLE MEAN PROFILE 1 0 0 , M a le s - 1 1 , F e m a le s - 89 LI FE GOALS I N V E U T O R Ï P r o file A n a ly sis S h eet (d a te ) ' ~ ~ • . " (naiie) X ■ ' : (a g e ) " (se x ) ~ ( f i l e n o .) Ranùe f . 5 - c ^ t a y ç . : . FACTOR SCORE : lO l^ -lle 2 $ L -H e 5 0 li-ile 7 5 ^ -ile ' 9 0 0 - ile Need S a tis fa c tio n ^ 5 . D, , A. N e c e s s it ie s o f L if e , P lea su re / P, f y ____ 2 1 2 .................1 7 ^................2 0 .........., . . ............... ? 7 . , , B. lovr. and fa s iily 1 6.Y . l ? .................. 2 1 ________ 0 . Sex S a t i s f a c t i o n ' “ _ .J .2 ..................1 6 ..........j 19.................. 2^ 26 S e lf-L i-ir itin g A daptation D. Accept L iir lta tic n s , . , C aution ~ } ? . .......................................... '^0_ E. S u b m issiven ess '^ST, 9 1 ■ ^ I 7 23 29 40 F. Avoidance o f JiardsM ps 2 . 9 . ............... .? ? ................. 2A_.......... 37 , C rea tiv e Expansion . « ' o G. Self-D eveLoprient 7 . 4 6 , 34 ^ .<49? ... . 6 9 ................. 73 H. L eader, Fame, Power.............................................IS..................2 4 ........................... 41, 1 . R ole in P u b lic L ife J / J 2 ......................................................... 1 6 ...........1^, ^ ............. U pholding th e I n te r n a l Order . , _ • J . Moral V alues 3 g>.3f 1 8 ..................% ........................................3 ? ................. ?7. K. S o c ia l V ^ u e s jS.^C 0'^$ 26..................3 4 ............. , , 4 2 ............ \ 4 6 ........... , , , 3 1 , L. Having S u ccess X 2 7 .................................. .3 7 ____ ,,,,43, 159 T O T A L R E S I D E N T S A I - I P L E M E A N P R O E . Î L E N = 68 , M a i e s = 9 , F e m a l e s r ; 59 L I F E G O A L S I î l Y E N T O R Y P r o f i l e A î i a l y f i & S h e e t 160 ^ (d ite) ~ ~ 7^,69 ‘ (âgé) ^ :(ëex5 ^ " ~ (H îe no7J~ • ' . mi . : F A C T O R S C O R E ■ IC^-ile 2 ^ i l e 50T<-ile 755^il€ 9O0-il@ Heed Satisfaction ^ D, , A. N ecessities c i * Lifo, . . ^ Ple&sure P / ^7 12.............. 1 7 . . . ......... . % . .......... .^7... B. lov*. and family ' 2.' ^7....14..............I f ... . . \ , 1 ? ......................... . . . . ,?3... C. S e x S a t i s f a c t i o n " ; 7. ’12...... 1(\ ..^ . 1?...^ Se ir-Llndtiiy? Adaptation ' D. Accept Lrjiûtations, ^ 1 -a -» ./> C a u t i o n a f . f / _ _ _ f ■ . . . . , 1 2 , . . . . . . 17. . . . . . 2 1 _ _ _ _ . . . . . . . . . . . Î 9 . . . E . S a t a a i s s i v e n e s s _ S X / . . . . . . . . . 2 3 . . . . . . ? ? . . . . . . . 2 4 . . . . . , 4 ? . . . F. Avoidar-ce of Hardships . . . . . . l??.........., .% : ....« < d C ......2 ? ... Cr3 iti"-e rxpar.?io:i . G. ScU-Developz^^^t ( j Ù . ^±_ /• ,.4f>..............f V ......... H. Leader, Fair.e, Power......................................1 9 ............. 94..... --------...................# . . . I. :iois m I^ibiic Life 44 ..4?... Urholding the Intornfil Order _ , J .'iS M i vei'iSe ~ "........................................ 44..............? Ii^ a ^ ...,..2 ? .........3 7 ... K. o o c iii Values .??...........2 4 . . . . . . . . 4 4 . . . . ^ 4 4 . . . . . : . . ; : . . . L . : f e v ; j i s S u o o e s s . 2 . 1 . _ _ _ _ _ . ? ? , . . . . ; . . 3 2 , . 2 7 . . . . . . 4 2 . . . T O T A L A P P L I C A N T S A M P L E M E A N P R O F I L E N = 3 2 « M a l e s = 2 , F e m a l e s = 3 0 L I F E G O A L S I F V S H T O R Y P r o f i l â A n a l y s i s S h e e t 161 - lags n o . ) mi ■ ■ F A C T O R • s ç c æ . ■ I ' & j - l s 2 5 ^ i l e 5 0 f ^ i l e • 9 0 ^ 1 1 e H g i - 1 S a t i s f a c t i o n A . N e c e s s i t i e s o f L i f o , P l e s î T u i ' ô B - Î K f v c . a n d f a m i l y • x Ills' _ _ H - S f 5 . p . 1 2 . . . xh 1 7 1 6 _ 2 0 i K ^ . . . . % . . . . . . 27. . . . . C - 3 e x S a t i s f a c t i o n _ _ 1 2 1 6 19 / r f . , - 3 . . 2 6 S e l r - î i , r î i t 5 r : ; ^ A d a s t a t i c ■ D . A c c e p t L i - : . j i t a t : . o n s , C a u t i o n a ' 7 . f e 2 - 3 N > 1 7 * . 21 . > # ^ . , . 3 9 . ; . E . S u b i a i g s i v o a o s a 1 7 2 3 29 3 4 1 A O F . A v o i d i î n c e o f H a r d s h i . a ^ 0 1 4 2 0 2 4 . . . . . . n . . . C r ; . ' o . t i v e p 4 c p f . r : s i o n G - ' i c l f - B e v e l o p a a n t & , A r 4 b 5 4 M . ’ j e a d e r , P o w e r 3 / . ^ 1 8 2 4 . . . . 3 5 . u I - l o l e i n F d t l i c l i f e S 1 ) . 16 ...1?... U p h o l d i n g : t h e I n t c - r n a l ' J . L o r a i V - ’ i l . u e s K - S o c i a l V a l u s s ^7>oy^ P ? . . „ 2 4 34 . 2 8 4 2 ^ s 3 2 . . . A s V . . . 37... • 5 1 . . . L . N a v j j s g S u c c o s s 2 1 27 32. ^ • " C * « • • W E M E R A L D R E S I D E N T S ' M E A N P R O F I L E N = 2 9 , M a l e s = 2 , F e m a l e s = 2 7 L I F E G O A L S I 7 S N T 0 f t Ï P r o f j J L o A n a l j ' Æ i ç . S h e e t 162 ia&t8 77.7P © n o . ) - • F A C T O R . m u S C O ^ ; l O & i l e 2 5 l ^ i l e 5 o ; i - i i e ■ 9 0 j 4 . i l © • U r ; = 3 S a t i s f a c t i o n k. N e o o s a i t i a s o f L i f e , ? l e a . s u r s T . <r 12 ...17... 20 ......23.,. : .. . . . 2? . . . 3 l(s\’ z . e r . d f a m i l y l7.bî^ 16 / • 1 9 21 G S e x S a t i s f a c t i o n } 7 . S - S i O 1 6 / 1 9 ..., 23 . 26 S f I f - L L r d t i r g A d a o t a t i c D . A c c e p t L n m i t a t z c n s , C a u t i o n ,....17... 21 ...?9... E , l u b n d s s i v e r - o s s 2 3 2 9 . . 4 0 F , i v o i d a n c e o f H a r d s h d ; a ; ? 5 . t f i U o s - V. 20 2 / v 37 C : a v t i v e E x p a n s i o n G . I f l i ' - E h r / e l o y m a n t 5 4 / .....7$... H . v a a d e r , F o o ; 3 , P e n s e r 3 . % f 1 3 2 4 . . . . ) 5 . . . . . < A I . - l o l e i n P u b l i c l i f e / 0.551 3,'f^^ 8 I - ’- 16 1 9 ] 1 ’( ) l d i h a t h e I n b e f n a l J , ' i o r a l V -3 Ù ’. ‘ . e s K , S o c i . a l V a l u e s ~U ... 4 2 . . 4 6 • $1 #»#*$%#*# L . " i a v i i n g S u . c c e s 3 2 7 , .. J . 3 7 »*«*»#%#* * 163 EMERALD APPLICANTS’ M EA N PROFILE N= 5» F em ales = 4 , M ales =1 ? E COALS I NVENTORY î 'r o f i l e Analysis Sheet Dec. 13. . (date) S 72? ■ Ugc) :(sex) (name) • ( f i l e no.)~ V : FA C TO R M eed.Satisfactio n A. N ecessities of L ife , P leasure 3 . l o x i - . and fam ily C. Sex S a tisfa c tio n S e lf-L ir.ltirf; Adaot a t ion . IVM ■SC O R E l i e 25;> ll3 50^ - ile 7 5 ^ -ile • 90',4ile s , 1 ..K.... IT,.. . ./-w u-... ■ 'i? D. /.cccpt L im itations, Caution \.‘ !U3 i2 1? . . 21 25 ^ :>w..39.. E.. Submissivsness' ’ 3I f . l a - ÎV 13 go • Î » ' • V # ■ • • • ? .. Avoidance of Hardships 3û-/ S.ûA^! À __^.24. yy/ ...;.37.v C rea tiv e Expansion G. Self-Developmc n t M.i- 3.T^2- 16 bk 62 .^..6? . . . .'...75.., K. Leader, Fame, Power ? / . / . I B - 2 i , • • ' 27 . . y I. Hole in Public L ife " T.f 6 ^ 8 • • J L ^ 1 6 . i . Upholding the In te rn a l Or:^ S Y * * J . Moral Values 3 / / y 18 ...24 . - 28 ... K. S o cial Values 6 . * 72’ / 26 ...%.. .42.... L . Having Success 3.^5/2]. 27 C O R A L R E S I D E N T S * M E A N P R O F I L E N r r 2 0 , M a l e s - 5 » F e m a l e s = I 5 l i f e g o a l s i n v e n t o r y P r o f i l e A n a l y s i s S h e e t 164 X » ; a g s ) - ■ • ; ■ : ^ a e c t ) ( B l e n o . ) . ; F A C T O R N e e d S a t i s f a c t i o n A . N e c e s s i t i e s o f L i f e P l e a s u r e . m i ' / f , A T 6 ^ 2 5^1 l e ..........1 7 . . . . 5P ; i - i l e . . . . . ? 9 . . . . 7 5 ^ i l £ . . . . . 2 5 . . . ■ 90 j > - i l e 2 7 B . 3 j o \ * « . a n d f a m i l y 16 . . . . U ? . . . . 21 . . . . . . 25. . . C . S e x S a t i s f a c t i o n ~ \ , V i ^ 12 16 • V 23 . ' '26 S e l i - I i m i t i i ï f z A d a p t a t i o n D . A c c e p t L i i j d t a t i c n s , , C a u t i o n 3,)!J l y 21 ^ _ _ _ _ _ , ^ p , E . S u b s a i s s i v c n s s s ^ « S “ * . 3 . 5 ^ ' V - 2.7 2 3 2 ÿ ^^^4 . 4 9 . F . A v o i d a n c e o f H e x d s h i p s 3 ^ » 6 : ^ . 3 / ^ f 9 1/. ^ ^ 2 0 ^ . . . . 3 " ^ . . . . . Crs; tiv3 Fxprnsion 1 \ * G. SsXt-Davelopisant . u > * 1^5 $4 7$ . H. ÎÆ^ar, Fame, Po^-rer S^>0 2?^ 29^. 35 4 - 1 ™ 'II I ' ^ # * «#****#«# ****4*##»#*»** ^ *^ # ^ # •••**♦<•♦4 II444 I . K o l o i n P u b l i c l i f e / J l # 8 1 1 Ï 6 1 9 J . l o r . 3 1 V a l u e s j J 3 f iB . . . . . . . . . 2 8 . . , ^ . 3 ? . . . . . . . ? 7 , K. Social Values L. Having Success 26 34 42 4^ ^1 1S\ 5. m .27. . . . j z ^ .45. . CORAL APPLICAI.'TS* MEAl'f PROFILE N=ll, Males = 1, Females = 10 L I F E GOALS I N V E II T 0 P . Y P ro f ile A nalysis Sheet 165 X . (d ate) “ x n o (name) * (age) • : FACTOR Meed S a t:s fn c tlo n A. N eie ssltic a of L ife , Pleasure I sex. . E A I-J .SC O RE lOd-ilc 2.5^^ 1 2 3 . Xovu and facTQly 0-Q.ltf O. Sex S a tis fa c tio n . / ^ , P 3, 0 12 • ( f i l e noT) 25;v-il'e 5G?i-ile 75l?-ile ' 9 0 ^ i l e 1 7 . . 1 6 . 16 Sfelf-L lrdting .Via ot a t Io n Ii. Aeccpt IJird tatio n s, o ^ Vt-zi « I i Caution "£lL—f* .^4^......i7.... .v. . ? 4 . .. .39;.. S.. Subaissiveness . ■ 0^ . v» 23 : 29 " 34 I ' 40 ? .. Avoidaiice o f H ardships / ? / . 7 * ^ 1 4 20 24 ■ 37 • C reative Expansion C. S e lf - Development ^ • 2*72» 5 ) y7^6 54 . , , H. Leader, Fame, Power ^ ^ ^ 8 ' ; 24 ' . % S. . . : 35. 41 I . Hole in Public L ife !3-\^\ G................m ............... l l .................^4. . . . * . . .4 ? . i. Upholding the I n te r n a l O rder • J . Moral Values a i. ¥»Tt % ,.18........... .? 4 . .75. X. Social V^ues L. Having Success H. m ‘ 1.1372 . i ............. 3^. 3 3 . ^6) y. ... 27 G R E E N R E S I D E N T S * M E A N P R O F I L E N = 1 9 » K a l e s = 2 , F e m a l e s ~ 1 ? LIFE GOALS INVENTORY P i * o f i l e A n a l y s i s S h e e t 166 X ■ - â , (age; - : r f s e x ) ' (nsice) I f L i e l i o T ) • - f a c t o r H e e d S a t i s f a c t i o n . R A I Î gçoœ. : ü&iis S&îls. 2S&Aè£ ■ S2S=iis S’ . A . N e c e s s i t i e s o f L i f o , / - C , ;2,¥j 7 P l e a s u r e 1 2 1 ? . 2 0 2 3 . 2 7 , B . L u t , : a n d f a m i l y / 16 2 1 2 3 G . S e x S a t i s f a c t i o n ~ lî> 2 . è ? 3 ^ ^ 3 12. . . . . . 1 6 . » ' . ? 5 . S e l i - L i n i i t i n ? A d a p t a t i o n i>s. w 2. f ....... % £. Suteissivcness . 3 . 2 I T . 2 3 F. Avoidance of Hardships 20 24. 37 . 7 5 , . 4 - 1 . . 1 ? , C r u -tiv '© E x p a n s io n . ’ , ■ GT'ëEïfZî:;;;!;^^ 5 1 6 3 ^ ^ __^'^?^.44... .54, ........9 7 . H . l e a d e r , Fceao, P o w e r 2 . 7 4 . . - . 1 ^ .5î^. I . P o l e i n P u b l i c L i f e f | * _g ... . . ,15.... . .14, .59. .49. U p b c l d i h g t h e I n t e r n a l C i t i e r J . L o r e i V a l u e s 2 4 >2‘ )(Z K. Social Values L. Having Success .54.... * 1 * 3 2 2 7 4 2 I 46 # » « « • « a « • # » • . 3 ? , / , . ; , . . j 7 . ,57.. .51.. .45.. GREEN a p p l ic a n t s * M EAN PROFILE N= 1 6 , M ales = 0 , F em ales = 16 L I F E GOALS I NVE NT OR Y P ro file A r-âlysin Sheet 167 ^ . (dates)' ^ " ■ (name) , safp.?— ■ -_L---— r-i- ■ Cage) • . :(sex) (iile no./ . RAH , : FACTOR . . . SCORE ; IQl^-ile 25^ile 5G5s-ile ?5l^-ile ' 90;L-ile Heed Satig.-'act ion ' S' - A. Necessities of Life, , « i/- Pleasure 1%................. ....... 17.... i..?V....... ?5.........?7. R. ÏCV4- and fanuly f IXS" J........ ^ l 6 IC , V, ^. .21,...... .2^. • . C.'Sex Satisfaction X ')OH' 1 l2 . 16 . - 23 26 Self-Linltlng Adaptation h. Accept liTitaticns, cbX - y Caution .2A=>. 12........1?.. .. ^ ____ E.. Submissiveness 3^*00 . .3.»y 23 :. „ 29 * 34 .. .40. ?.. Avoidance of Hardships 2>7....................... ...... X i . T l . - . 9 r . 9 S X - ^ ' ^ expansion , , _ G. Self-Development [pj / ' -^7 / .......54...,..; .....§7........75. H. Leader, Fame, Power 3 Z . ^ .......2^ ^ ^ . . ; 35.. . 1.. .41. I. Role in Public Life /2............... g.......^n... ..... .14....... .1?. / Upholding the Internal Order • . J. Moral Values 3/.t» ^ X*7p^S . .?4..... ;..??... }^^32........;J7.,. K. Social T^ues 7 ^ ...................34........4?......;p^.......51.: L. Having Success 3 V. 7^ ^ /4%1....... . ? 7 . .3?.,.-,<<^.37....... 43.

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Creator Perrow, Barbara Caldwell (author)

Core Title Life goals of retirement home residents and applicants in selected organizational climates

Degree Doctor of Philosophy

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag Health and Environmental Sciences,OAI-PMH Harvest,Social Sciences

Format application/pdf (imt)

Language English

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Permanent Link (DOI) https://doi.org/10.25549/usctheses-c37-28910

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Identifier DP71233.pdf (filename),usctheses-c37-28910 (legacy record id)

Legacy Identifier DP71233.pdf

Dmrecord 28910

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Rights Perrow, Barbara Caldwell

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Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the au...

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