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ERIC Number: ED015543
Record Type: RIE
Publication Date: 1967-Aug-30
Pages: 36
Abstractor: N/A
Reference Count: 0
ISBN: N/A
ISSN: N/A
ORGANIZATIONAL STRUCTURE AND INTERORGANIZATIONAL DYNAMICS.
AIKEN, MICHAEL; HAGE, JERALD
IN A STUDY OF ORGANIZATIONAL INTERDEPENDENCE, INTERVIEW RESPONSE DATA WERE OBTAINED IN A LARGE MIDWEST CITY FROM 520 STAFF MEMBERS OF TEN PRIVATE AND SIX PUBLIC SOCIAL WELFARE AND HEALTH ORGANIZATIONS PROVIDING SPECIAL SERVICES FOR THE MENTALLY RETARDED. INFORMATION OBTAINED FROM RESPONDENTS WAS POOLED TO REFLECT PROPERTIES OF THE 16 ORGANIZATIONS, WITH JOINT PROGRAMS AMONG THE 16 ORGANIZATIONS RANGING FROM NONE TO 33. INCORPORATING PROCESSES OF BOTH CONFLICT AND COOPERATION INTO A SINGLE MODEL OF INTERORGANIZATIONAL ANALYSIS, BASIC ASSUMPTIONS OF THE 1967 STUDY INCLUDED--(1) DEGREE OF ORGANIZATIONAL INTERDEPENDENCE IS LIMITED BY A STRAIN TOWARD MAXIMUM ORGANIZATIONAL AUTONOMY, (2) PARTICIPATION IN JOINT PROGRAMS ENABLES ORGANIZATIONS TO OBTAIN MORE RESOURCES (CLIENTS, FINANCIAL SUPPORT, PERSONNEL) FROM THEIR ENVIRONMENT, AND (3) ORGANIZATIONS PARTICIPATING IN JOINT PROGRAMS ATTEMPT TO MAXIMIZE THEIR GAINS WHILE MINIMIZING THEIR COSTS. THE STUDY FOUND THAT HIGHLY INTERDEPENDENT ORGANIZATIONS (1) ARE MORE COMPLEX IN THEIR STRUCTURE, (2) HAVE MORE ACTIVE INTERNAL COMMUNICATION CHANNELS, (3) HAVE MORE DECENTRALIZED DECISIONMAKING STRUCTURES, (4) TEND TO BE SLIGHTLY LESS FORMALIZED, (5) HAVE SOMEWHAT LESS ROUTINIZATION OF TECHNOLOGY, (6) ARE MORE INNOVATIVE, AND (7) HAVE NO SYSTEMATIC RELATIONSHIP BETWEEN THE DEGREE OF ORGANIZATIONAL TECHNOLOGY AND MORALE. THIS DOCUMENT IS A REVISED VERSION OF A PAPER PRESENTED AT THE ANNUAL MEETING OF THE AMERICAN SOCIOLOGICAL ASSOCIATION (SAN FRANCISCO, AUGUST 30, 1967). (JK)
Publication Type: N/A
Education Level: N/A
Audience: N/A
Language: N/A
Sponsor: N/A
Authoring Institution: N/A
Identifiers: California (San Francisco)