ABSTRACT
IT is an accepted notion that an individual’s cognitive orientation is a function of the extent to which societal structure regulates exposure to varied kinds of experiences (Holzner, 1972; Parks, 1977). Managers in the organization world are no different; the ways they view their jobs and see themselves are shaped in large part by their positions in the social system. Their social participation roles facilitate or impede what they can do, whom they can contact, and what they can learn.
