Hierarchical Authority and Decision-Making in Pr ofessional Organizations

Abstract

Organizational researchers have attacked the rational, or bureaucratic, model of organizations and have sought to replace it with a number of different perspectives that stress informal influence, political processes, situational negotiations, or random interaction. Yet one key test that bears on the applicability of the rational model has not been systematically or thoroughly, performed: an analysis of the extent to which formal authority, in comparison to various nonformal factors, constrains actual behavior. The current study focuses on one key characteristic of the rational model; namely, organizational decision-making. Regression analysis is used to weigh the relative effect on participation in decisions of formal hierarchical authority and general nonformal power bases. Limited support is given to one aspect of the rational model, though not to the exclusion of other models. Renewed research effort, using a variety of techniques, is called upon to fully investigate the role of formal authority in organi zations.