We are grateful to our colleague Colin Fletcher for much helpful criticism of an earlier draft of this paper.
Organization structure and sociometric nominations amongst line managers in three contrasted organizations†
Version of Record online: 22 FEB 2006
Copyright © 1971 John Wiley & Sons, Ltd
European Journal of Social Psychology
Volume 1, Issue 2, pages 261–284, April/June 1971
How to Cite
Payne, R. L. and Pheysey, D. C. (1971), Organization structure and sociometric nominations amongst line managers in three contrasted organizations. Eur. J. Soc. Psychol., 1: 261–284. doi: 10.1002/ejsp.2420010207
- Issue online: 22 FEB 2006
- Version of Record online: 22 FEB 2006
This study contrasts the interactions and influence choices amongst line managers in three organizations. The organizations were selected because of their contrasting formal structures (degree of bureaucratization, etc., after Pugh et al., 1968). The relations between the sociometric indicators and the various aspects of organization structure are explored across different sub-parts of the line management systems.
The overall results are that the effects of aspects of organization structure on social processes are generally in the directions predicted, though the relationships are not large; and that the effects of one aspect of organization structure can be moderated by other structurat features. Global generalizations about the effects of, say, ‘bureaucracy’ on social behaviour are therefore inadvisable.