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Economic., technological and social changes compel organizations to adapt themselves to the new environment to survive and prosper. This is true of large as well as small organizations. Both find that, often, their size hinders them from achieving their goals. AS a result, a new form of organization, intermediate organization, emerges. The paper illustrates the new mode by citing a few cases of intermediate organization and argues that a new mode of organizational analysis has to be evolved, for neither intra- nor inter-organization analysis appears adequate for understanding the new mode.

This study identifies the perceptions of middle⁄senior level managers of state enterprises in Karnataka about the problems faced by their organizations. Data have been collected from 81 managers of 23 companies, who completed a questionnaire with a structured and an open-ended component. The critical problems seem to be unfit deputations to top level positions, interference from the controlling ministry, lack ofadequate autonomy to managers in personnel decisions as well as such internal factors as unfair workload and poor coordination. It was also found that there is some difference in problem profiles between central and state enterprises. Implications of the findings are discussed.