The Upward Mobile, Indifferent, and Ambivalent Typology of Managers
Source: WeLib
Henry O. Pruden’s study set out to test a theory about how managers adapt to life in large organizations. The theory, first developed by Robert Presthus, divides managers into three groups: the upward mobile, the indifferent, and the ambivalent. To see if this classification held true in practice, Pruden surveyed 150 American businessmen from different industries. He measured factors such as job satisfaction, career goals, feelings of alienation, openness to outside ideas, and organizational rank, then used a mathematical clustering method to check whether managers naturally fell into these three categories.
The results showed a strong match with the theory. Upward mobiles were generally happy in their jobs, closely identified with their organizations, held higher positions, and felt little alienation. Indifferents were also satisfied but had low ambition, treating work mainly as a way to support their personal lives outside the office. Ambivalents, on the other hand, were often dissatisfied and alienated. They wanted status and power but resisted the strict, conformist roles required to achieve them.
In conclusion, the study confirmed that Presthus’s typology is valid and useful for understanding how managers behave in organizations. It also suggested practical lessons: leaders should recognize that different types of managers need different approaches. Upward mobiles thrive on career opportunities and recognition, indifferents respond better to incentives that support balance between work and personal life, and ambivalents require careful handling since they want success but struggle with organizational discipline.
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