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This paper critically examines available theoretical models which have been derived front statistically established patterns of association between contextual and organizational variables. These models offer an interpretation of organizational structure as a product of organizational structure as a product of primarily economic constraints which contextual variable are impose. It is argued that available models in fact attempt to explain organization at one remove by ignoring the essentially political process, whereby power-holders within organizations decide upon courses of strategic action. This `strategic choice' typically includes not only the establishment of structural forms but also the manipulation of environmental features and the choice of relevant performance standards. A theoretical re-orientation this kind away from functional imperatives and towards' a recognition of political action is developed and illustrated in the man body of the paper. [ABSTRACT FROM AUTHOR]

This paper reports an extension of the Aston studies of organizational structure to the field of occupational interest associations. The sample consisted of six trade unions and one professional association. The structural consequences of the democratic institutions of occupational interest associations were examined and a high degree of electoral control over full-time officials was found to be associated with lower levels of the standardization of procedures, and this was related to the theories of Max Weber. [ABSTRACT FROM AUTHOR]

This paper reviews the contribution of the Tavistock Institute of Human Relations to the development of industrial sociology. Four major contributions are discussed: the development of an `open socio-technical systems' model of the industrial organization; the study of industrial work groups, particularly with reference to different forms of social organization within the same technological limits; the elaboration of ideas concerning management organization; and discussion of the sources of resistance to change in organizations, and means for handling them. Much of the research has been carried out in combination with consultancy and this has affected the sorts of problems examined and the modes of explanation attempted: the emphasis has necessarily been on social problems as defined by the `directorate' of an enterprise; there has been little discussion of industrial conflict and industrial relations, and insufficient attention to the structure of the wider society; sociological and psychological/psycho-analytical problems and explanations have not always been kept sufficiently distinct; and insufficient attention has been given to the work of others in this field. Despite important limitations the contribution is a distinctive and valuable one. [ABSTRACT FROM AUTHOR]