The relationship between "formal" decision-making structure and "informal" supervisory style and their joint effects on organization member outcomes is examined in a sample of 1000 organization members in a matched sample of ten formally participative organizations and ten matched counterparts of conventional hierarchical design. Both style and structure are found to have significant effects on member outcomes. Style has a more powerful effect on member outcomes than structure. The relationship between supervisory style and decision-making structure is discussed and the implications for organizational development are examined.
Get full access to this article
View all access options for this article.
References
1.
BERNSTEIN, P.Necessary elements for for effective worker participation in decision making. Journal of Economic Issues, 1976, 10, 490-525.
2.
BURNS, T., & STALKER, G. M.The management of innovation. London: Tavistock Publications, 1961.
3.
CONTE, N., & TANNENBAUM, A. S.Employee ownership. Report to the Economic Development Administration, United States Department of Commerce, 1977.
4.
DACHLER, P., & WILPERT, B.Conceptual dimensions and boundaries of participation in organizations: A critical evaluation. Administrative Science Quarterly, 1978, 28, 1-39.
5.
EMERY, F., & THORSRUD, R.New designs for work organizations. Oslo: Tannum Press, 1969.
6.
FRENCH, J. R. P.Laboratory and field studies of power. In E. Boulding (Ed.), Power and conflict in organizations. London: Tavistock Publications, 1964.
7.
HALL, R. H.Organizations: Structure and process (2nd ed.). Englewood Cliffs: Prentice-Hall, 1977.
8.
HAMMER, T. H., & STERN, R. N.Employee ownership: Implications for the organizational distribution of power. Working paper, New York State School of Industrial and Labor Relations, Cornell University, 1978.
9.
HERMAN, J. B., DUNHAM, R. D. & HULIN, C. L.Organizational structure, demographic characteristics and employee responses. Organizational Behavior and Human Performance, 1975, 13, 206-232.
10.
HERMAN, J. B., & HULIN, C. L.Personal communication, 1972.
11.
INDIK, B. P.Toward an effective theory of organization behavior. In J. Turner, A. Filley, & R. J. House (Eds.), Studies in managerial process and organizational behavior. Glenview, Ill.: Scott-Foresman, 1972.
12.
LAMMERS, C. J.Power and participation in decision making in formal organizations. American Journal of Sociology, 1967, 73, 201-216.
13.
LIKERT, R.New patterns of management. New York: McGraw-Hill, 1961.
14.
LIKERT, R.The human organization: Its management and value. New York: McGraw-Hill, 1967.
15.
Michigan Organizational Package. Assessment Progress Report IIAnn Arbor: Institute for Social Research, University of Michigan, 1975.
16.
MILES, R.Theories of management: Implications for organizational behavior and development. New York: McGraw-Hill, 1976.
17.
NIGHTINGALE, D. V.The formally participative organization. Industrial Relations, 1979, 310-321.
18.
NIGHTINGALE, D. V., & TOULOUSE, J. M.Toward a multilevel congruence theory of organization. Administrative Science Quarterly, 1977, 22, 264-280.
19.
O'REILLY, C. R., & ROBERTS, K. H.Individual differences in personality, position in organization and job satisfaction. Organizational Behavior and Human Performance, 1975, 14, 144-150.
20.
PONDY, L. R., & BOJE, D. M. Bringing mind back in: Paradigm development as a frontier problem in organization theory. Unpublished manuscript, Urbana, Illinois: University of Illinois.
21.
PORTER, L. W., LAWLER, E. E., & HACKMAN, J. R.Behavior in organizations. New York: McGraw-Hill, 1975.
22.
PUGH, D. S.Modem organization theory: A psychological and sociological study. Psychological Bulletin, 1966, 235-251.
23.
RITZER, G.Sociology: A multiple paradigm science. American Sociologist, 1975, 10, 156-167.
24.
ROUSSEAU, D. M.Characteristics of departments, positions and individuals: Context for attitudes and behavior. Administrative Science Quarterly, 1978, 23, 521-238.
25.
ROY, S. K.Participative management in public industry: Organizational groundwork necessary. In C. P. Thakur & K. C. Sethi (Eds.), Industrial democracy: Some issues and experiences. New Delhi: Shri Ram Centre for Human Resources, 1973.
26.
SCHULER, R. S.Role conflict and ambiguity as a function of the task-structure-technology interaction. Organizational Behavior and Human Performance, 1977, 20, 66-74.
27.
SEASHORE, S. E.Participation in decision making: Some issues of conception, measurement and interaction. Paper presented to 37th Annual Meeting of Academy of Management, August, 1977.
28.
SEYBOLT, J. W.Work satisfaction as a function of the person environment interaction. Organizational Behavior and Human Performance, 1976, 17, 66-75.
29.
SUSMAN, G. I.Autonomy at work: A sociotechnical analysis of participative management. New York: Praeger, 1976.
30.
TANNENBAUM, A. S.Control in organizations. New York: McGraw-Hill, 1968.
31.
TANNENBAUM, A. S.Systems of formal participation. In G. Strauss, R. E. Miles, C. C. Snow, & A. S. Tannenbaum (Eds.), Organizational Behavior: Research and Issues. Madison, Wisc.: Industrial Relations Research Association, 1974.
32.
TANNENBAUM, A. S., KAVCIC, B., ROSNER, M., VIANELLO, M., & WIESER, G.Hierarchy in organizations: An international comparison. San Francisco: Jossey-Bass, 1974.
33.
THOMPSON, J. D.Organizations in action. New York: McGraw-Hill, 1967.
34.
WALKER, K.Workers' participation in management: Problems, practice and prospects. Geneva: International Institute for Labor Studies, 1976.
