A Comparative Analysis of Complex Organizations: On Power, Involvement, and Their Correlates

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A Comparative Analysis of Complex Organizations: On Power, Involvement, and Their Correlates

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Title: A Comparative Analysis of Complex Organizations: On Power, Involvement, and Their Correlates
Author: Etzioni, Amitai
Abstract: The comparative study of organization [note 1] is a much neglected field. Its development requires "middle range" organizational theory, falling between high-level abstractions about the characteristics of organizations in general and detailed observations about single cases. Models for the analysis of various organizational types must be constructed. In this book an effort is made to contribute to the formulation of such models through the study of organizational theories, etc.... 1 = By organization we mean, following Parsons ( 1960, p. 17), social units devoted primarily to attainment of specific goals. Organizations discussed in this volume are complex and have many of the characteristics Weber specified as "bureaucratic." Thus in this volume organization stands for "complex bureaucratic organization." Some writers have used establishment or social establishment to refer to the same phenomenon( Goffman, 1957, p. 43; Janowitz, 1959, p. 7). The term institution is sometimes used to refer to organizations and sometimes to designate a normative principle which organizes behavior from the viewpoint of some social function ( Hughes, 1942; Ellsworth, 1952, pp. 263-68). Because of this ambiguity, the term will be avoided here. Formal organization refers to only one segment of organizational activities, such as regulations and formal communications, and hence should not be equated with the organization as a whole. Social organization refers to a different class of sociological phenomena, encompassing all human behavior that is socially regulated ( Cooley, 1915; Greer, 1955, p. 6). Thus, social organization is a characteristic of social units; organizations are a type of social unit.
Description: CONTENTS = ACKNOWLEDGMENTS vii INTRODUCTION xi I. Compliance as a Comparative Base 3 II. An Analytical Classification: Coercive and Utilitarian Organizations 23 III. An Analytical Classification: Normative and Dual Organizations 40 IV. Compliance, Goals, and Effectiveness 71 V. Compliance and Organizational Elites 89 VI. Compliance and Cultural Integration: Consensus, Communication, and Socialization 127 VII. Compliance and Organizational Environment: Recruitment, Scope, and Pervasiveness 151 VIII. Compliance and Cohesion 175
URI: http://www.questia.com/PM.qst?a=o&d=23005252
http://hdl.handle.net/1961/569
Date: 1961


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