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Based on the premise that organizational behaviors are phenomena of complex, interacting variables, this research analyzed the task-structure technology interaction as a predictor of perceived role ambiguity and conflict. The basic hypothesis was that incongruent matches of task-structure-technology are associated with higher levels of role ambiguity and conflict than congruent matches of these variables. The results supported the hypothesis that congruent matches of the three variables result in lower role ambiguity and conflict than incongruent matches of those variables; however, some incongruent matches result in more role ambiguity and conflict than others. These results suggest that the work done on role ambiguity and conflict consider the influence of the organization's structure and technology as well as the incumbent's task. [ABSTRACT FROM AUTHOR]

The purpose of this study is to report the development and tests of a model of organizational behavior. The model was developed out of theory, research, and an interpretation of interview findings in the firm studied. A characterization of the firm is made in terms of current theory and research. Questionnaires and measurement scales designed, to test the model are described. Measures of organizational and leadership practices served as predictors. Dependent measures were satisfaction, perceived effectiveness, anxiety, and propensity `to leave. Role conflict and role ambiguity scales were treated as predictor, intervening, and as dependent variables in the model. Selected hypotheses are presented and tested. Predictors tended to relate in expected directions to role measures and dependent variables. Role measure hypotheses were generally supported, and role ambiguity was a better predictor and intervening (partialled) variable than role conflict. [ABSTRACT FROM AUTHOR]