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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]

The article discusses a state monopoly of electric light and power. In a previous issue of this quarterly the remarkable record of the government monopoly of electric light and power in Uruguay was discussed. It was demonstrated that in the period up to 1929 most of the dangers of state industry had been avoided. Although a tradition of competent civil service was lacking, public sector unit Usinas Electricas was able to attract and retain the services of a fine staff which aimed at maximum profits in much the same way as the management of a private monopoly would. Although the inefficiency of Uruguayan government employees had been notorious and the state-socialist party generally truckled to labor, nevertheless the Usinas Electricas were not overconsiderate of their laborers. The enterprise did not lag in adopting the latest improvements in equipment and developed a group of native engineers which maintained a high level of technical efficiency. Excessive Political pressure was avoided by the excellence of the basic laws and by the desire of the government to make the Usinas Electricas a model for the larger socialistic adventure in which it was engaged. The political stability of the period also aided greatly.

In the article "The Study of Organizational Effectiveness," by J. L. Price, the author surveyed strengths and weakness of two general approaches to the study of organizational effectiveness, the goal approach and the system resource approach. One of the central problem with the goal approach is the variety of goals which may be inferred from organizational behavior and the resulting ambiguity in the conceptualization of effectiveness. The meaning of organizational effectiveness in that work fluctuates widely as the analytical focus shifts between types of organizations and between levels of analysis. Organizational effectiveness appears to be a loose and ambiguous rubric under which a variety of observable outcomes of organizational behavior are listed in disarray.

The article focuses on the Association Proceedings of the 1965 Meeting. President John E. Kane called the meeting to order. The Auditing Committee reported that the financial records of the Secretary-Treasurer William E. Swyers had been audited. Copies of these reports are attached to the permanent file copy of these minutes. As Chairman of the Membership Committee, Alfred Chalk reported that the committee had been active in soliciting new members. Approximately 3,000 invitations to membership had been mailed. Chalk expressed thanks to the members of the committee for their help. Anthony Lis, General Program Chairman, stated that he wished to thank the Section Chairman for the splendid cooperation they had given him in arranging the convention program and he commended them on the excellence of the sectional programs. In addition, Lis publicly acknowledged the contributions of the members John E. Kane, Barbara J. Stockley, and Karl Ashburn as splendid. Raymond V. Lesikar, of the Placement Committee, reported that the Louisiana Employment Division has provided Convention Placement Service.

The article focuses on nursing homes that have expanded in the last twenty years to become a major component of medical care, although their rapid growth has been at the expense of quality standards. This article describes an attempt to improve one aspect of nursing home service through an educational program, the effects of which were measured. The initial problem for further research lies in the precise identification of the characteristics of nursing homes most likely to possess the most serious problems of adequate care. In the process of identifying such characteristics, knowledge would be gained concerning the organizational features of the homes that tend to create the problem to begin with. In order to design intelligent programs for increasing the quality of medical care in homes for the chronically ill and aged, investigation must be made of the differences of the level of care in terms of the organizational and economic features of the institution. In this way, educational programs can be developed which are realistic and directed to those institutions in greatest need. The investigation of the relationship between such a structural index as bed capacity and degree of ambulation and internal organizational features as they related both to present care and to the facilities to implement improved patient-care programs would, if the relationship were to be verified, provide a relatively simple method of selecting institutions for such educational programs.

This article responds to author's commentaries on the article "The Study of Organizational Effectiveness," by J. L. Price. The basis of simplistic approach rests with three assumptions supposedly made by the paper. First, the paper, according to the authors, assumes uniformity in the meanings that respondents attach to words designating core organizational activities. The paper assumes that respondents possess knowledge and competency with respect to the evaluation of nursing care within their limited spheres of involvement in the hospitals. Although, it may be desirable to have a general measure of organizational effectiveness for the reason suggested in the paper, this may not be possible. Some scholars believe that organizational effectiveness is so specific that a general measure cannot be developed.