Search

This is a study of the lifestyles of the managers of the districts celled district collectors in a State. The study has attempted to understand and describe the lifestyles of the individuals, discover the areas of commonalities and differences and explore some aspects of the relationship of the lifestyles with the system. The study has used mainly indepth case study approach to study the lifestyles and has covered the aspects of the self-concepts, life goals, attitudes, values and beliefs and patterns of behavior of the individuals. The data collection involved Open-ended interviewing with the collectors themselves and people in their role sets and observation during a stay in the district. Some structured questionnaires were also used to study the images of people about collectors, the subordinates perceptions of their supervisory styles and the organizational climate in the collectorates and their mm job involvement. The data collected from seven districts in a state has been analyzed and interpreted mainly as regards the fallowing aspects: 1. The general image of the IAS officers as collectors. 2. The dominant themes which describe and explain a major part of an individual’s behaviour and patterns and linkages in them leading towards a predominant style for each individual. 3. The areas of commonalities and differences amongst the various individuals on various aspects of lifestyle. 4. The relationship of lifestyles with the system, viz., the impact of individual lifestyles on the system and vice-versa. The major findings of the study cure: Generally the politicians and subordinates hold a positive image of the IAS collectors, particularly as regards their intelligence, thoroughness, decisiveness, honesty and promptness. They are however, sometimes considered aloof, less approachable and lacking in practicality and human insight. The predominant styles of the seven individuals studied are: a) A diplomat e) a hard task-master b) Dormant rebel f) an iconoclast c) Tension reducer and helper g) an optimizer d) Salesman The individuals show remarkable similarities as regards sane aspects of the lifestyles. They generally seem to join the service for status, prestige, glamour and money and want to reach the top of the service. They generally have only task relationships with the superiors as well as subordinates and uphold the values of honesty, sincerity, integrity and concern for poor. They experience various conflicts and are generally isolated in the districts and inspite of their frustration, conflicts or disillusionment with the service still choose to continue. The individuals show differences in their initiative and innovativeness in the role, their perception of priorities and their concern for task and consideration for subordinates. They also differ in their self-concepts and predominant styles and their dedication to work. Kruskal-Wallis and Mann-Whitney tests were conducted to test the differences amongst districts as regards job involvement of subordinates and the organizational climate in the collectorates. The results of the tests show no significant differences amongst districts as regards job involvement but the districts differ as regards the organizational climate. The districts also show a difference in the critical and self- dispensing supervisory styles. Differences in benevolent style are not significant. The differences in individual’s lifestyles do seem to have an impact on their work as collectors especially on the initiative and innovativeness they show in their role, the kind of activities they give priority to, the general efficiency and image of the administration and the organizational climate in the collectorates. The impact is however considered marginal and not far-reaching. Also, there is negligible impact upwards. The data suggests that the collectors who are seer. as more hard working, strict, critical or with greater initiative and urge to achieve, although accomplish more or excel in the areas they choose, they also have an unfavorable impact on the perception of the organizational climate. The collector's role seems to require and develop the qualities of tactfulness, listening ability, compassion and ability to mix with a larger set of people. It develops idealism and generosity and makes them less rebellious but also limits their freedom and makes them personally more isolated. As exploration of the possibility for the integration of the capability for role-initiative and concern for achievement with a benevolent supportive attitude for the development of the subordinates seems to be one crucial area for training and development inputs for managers in this system for a more lasting and far reaching impact on administration. There also seems to be c case for a review of selection procedures and training programmes taking into consideration the qualities required for this work. Placement of the individuals in various districts can be done so as to match the needs of the district and the uniqueness of the individuals. Initiation, of ‘such processes which help in making a constructive use of the rebellion, differences or experiences of the district officers for policy-sinking could be another input for development in this system.