Attitudes of middle-level managers in the Wisconsin State Employment Service are examined as an influence on behavior consistent or contrary to organizational goals and objectives. Shortly after a period of significant change in mission, managers' attitudes toward the change correlated with the performance of their offices in implementing the change. Moreover, responses by the resistant managers to the measures of need explicitly sanctioned by the organization, compared to their responses to implicitly sanctioned measures, forces a significant qualification to Blau's formulation about the importance of impersonal statistical data as a source of control.
Get full access to this article
View all access options for this article.
References
1.
Blalock, H.M. (1972) Social Statistics (second ed.). New York: McGraw-Hill.
2.
Blau, P.M. (1955) The Dynamics of Bureaucracy. Chicago: Univ. of Chicago Press.
3.
--- and W.R. Scott (1962) Formal Organizations: A Comparative Approach. San Francisco: Chandler.
4.
March, J.G. and H.A. Simon (1958) Organizations. New York: John Wiley.
5.
Perrow, C. (1972) Complex Organizations: A Critical Essay. Glenview, Ill.: Scott, Foresman.
6.
U.S. Department of Labor, Manpower Administration (1967) HRD: The Human Resources Development Concept. Washington, D.C.: Government Printing Office .
7.
U. S. Department of Labor, Manpower Administration, United States Training and Employment Service (1970) "Instruction for preparation of annual manpower planning reports." Attachment to RAL 683. Processed.
