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The purpose of this paper, then, is to bring organizational analysis to bear upon the problem of competition for control over goals, means, and organizationally relevant behavior. Further, emphasis is placed upon one type of strategy by which such competition has been managed, i.e., formal coaptation (See Selznick, 1949) and, additionally, some consequences of that strategy. The unit for analysis is the Christian Family Movement (CFM), a Midwest based, lay apostolic, action organization whose leaders claim the allegiance of some 60,000 married couples in fifty-five countries. For some time now CFM has been experiencing the pains of organizational transition, and its history reflects the consequences of two groups in competition for control over the organization's goals and means. One consequence is somewhat of a two-dimensional authority structure, each dimension of which is felt to be the only legitimate one from the standpoint of its representatives. Other consequences have to do with policy-development and the achievement of formally stated goals. [ABSTRACT FROM AUTHOR]

ORGANIZaTiON goals and their consequences provide a major frame of reference for the systematic investigation of variation in the structure and operation of large-scale organizations. Sociologists have traditionally identified relatively specific goals as one of the distinctive aspects of large-scale organization. But they have not analyzed comparatively the effects of different goals on organizational behavior, nor have they confronted the problem of measuring goals when comparing organizations. In a study recently concluded, custodial and treatment goals of correctional institutions for delinquents were used as the major source for independent variables in the testing of hypothesized relationships about the social structure of these institutions.)Using data from this study, this paper has two purposes. First, we wish to illustrate a method for the measurement of goals when these are defined vaguely and in such a way as to protect the institution's public image. By using several methods of measuring goals we were able to achieve both a more precise definition of goals and one which showed how the goals of different levels and groups in the institution intermeshed. Second, we wish to present illustrative data demonstrating the effects of different goals on the internal structures of the organizations. Specifically, we will compare departmental structures, power balances, and staff perceptions of organizational norms. [ABSTRACT FROM AUTHOR]