ANALYSIS OF CHANGE IN ROLE PERFORMANCE OF LOCAL CIVIL DEFENSE DIRECTORS.
Abstract
The civil defense organization is conceptualized as a social system. The local civil defense director is conceptualized as an important link between the civil defense organization and the local civil defense area. A useful manner in which to understand the local director as he performs his civil defense role would be to consider those factors related to changes in his role performance. Social system analysis was selected as the frame of reference for analyzing the changes in role performance of local directors and those factors which may affect these changes in role performance. Change in role performance was determined through the use of IMIS data. Factors influencing changes in role performance were determined through the use of data collected in the 1965 local director study and based on the social system concepts. Nine social system elements--ends, facilities, norms, sanctions, status-role, rank, power, belief, and sentiments--and five social systems processes--communication, boundary maintenance, systemic linkage, socialization, and institutionalization--guide the analysis of the change in the local directors' role performance. Fifty-seven sub-concepts (independent variables) were derived from the 14 major social system concepts. 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, change in role performance. (Author)
Document Details
- Document Type
- Technical Report
- Publication Date
- Aug 01, 1967
- Accession Number
- AD0824294
Entities
People
- George M. Beal
- Gerald E. Klonglan
- Joe M. Bohlen
- Robert B. Schafer
Organizations
- Iowa State University