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.