A general theory of administrative behavior in formal organizations: A systems approach.

Abstract

This study purposed to develop a general theory of administrative behavior, integrating knowledge in the behavioral sciences and organizational psychology. Theories, concepts, and supporting research identified a "stable-determined-dynamic system" of five ideal models of administrative behavior in "formal organizations," Each model was examined in specific time-space relationships to determine the technology and individual motivation for which a particular form of administrative behavior was most appropriate. Historical comparison was used to validate and group the divergent theories into three models--Bureaucratic, Human Relations, and Human Resources--with regard to underlying assumptions about human nature. Since all models were set proposed as universally appropriate, the following were tested: (1) Assumptions upon which the models were based, and universality of the models; (2) empirical evidence validating those assumptions; (3) historical models which were identical or parallel to existing models; (4) the relationship of the models to the basic dimensions of task motivation, and administrative behavior; and (5) empirical evidence validating the models. It was concluded that: (1) the theories are universal only when the environmental conditions are appropriate; (2) each model was most effective under specific conditions within task, human motivation, and administrative behavior; (3) movement from one model to another is a quantum change; and (4) two additional models complete the set of possible models, the pre-bureaucratic (autocratic) and the post-human resources (autonomous). Change in the dimensions was identical to change in the environment--environment being the independent factor. It was concluded that the following are all, ultimately, related to human nature: (1) the tendency toward progressive evolution in the nature of the essential dimensions; (2) the tendency toward "fit" between the essential dimensions; and (3) the state of equilibrium among the essential dimensions and in organizations and society. This study suggests that arguments relative to determination of appropriate and ideal administrative styles may be irrelevant. Determination of the factors that motivate the work force and the current state of technology in the organization will determine effectiveness. The best intentions of an "up-to-date" leader may fall far short of success, not because the leader's administrative style is incorrect but because it is not appropriate within the context of the organization (society).