People processing organizations function primarily to classify individuals and to confer public statuses on them. Such processors have clients who are the individuals they classify; they also have market units or customers who use the classification furnished by the processor. Under what circumstances will pro cessing organizations which are essential monopolies attempt to be responsive to their customers? By focusing on a civil service office located in Oakland, California, some answers emerge. In addition to considering the origins of responsiveness, the article shows how attempts to please customers can work against the interests of clients.
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