PREDICTION OF LOCAL CIVIL DEFENSE DIRECTORS' ROLE PERFORMANCE: MINNESOTA, GEORGIA AND MASSACHUSETTS.
Abstract
Social system analysis was selected as the frame of reference for analyzing the role performance of local civil defense directors and the factors which may affect their role performance. Social system concepts are used as the basis for understanding and predicting the role performance of local directors. Nine social system elements: ends (goals), facilities (means), norms, sanctions, status-role, rank, power, belief (knowledge) and sentiments (values and attitudes); and five social system processes: communication, boundary maintenance, systemic linkage, socialization and institutionalization guide the analysis of local civil defense directors' role performances. Fifty-seven sub-concepts (independent variables) were derived from the 14 major social system concepts. The social system theoretical model is tested using data from a study of local civil defense directors in Minnesota, Georgia, and Massachusetts. Single and multiple correlations and single and multiple regression analyses are used to evaluate the relationship of each of the 57 independent variables to the dependent variable, role performance. All of the 14 major social system concepts were significantly related to role performance. The two concepts most significantly related to role performance were Sanctions and Institutionalization (systems building).
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 1966
- Accession Number
- AD0805351
Entities
People
- Charles L. Mulford
- George M. Beal
- Gerald E. Klonglan
- Joe M. Bohlen
Organizations
- Iowa State University