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SOCIO-TECHNICAL SYSTEMS THEORY: A STUDY OF THE DEGREE TO WHICH ORGANIZATIONAL STRUCTURE, PROCESS, AND TECHNOLOGICAL COMPLEXITY ARE CONGRUENT IN A UNITED STATES AIR FORCE JET ENGINE OVERHAUL FACILITY
Abstract
Organizational and management theory has evolved during the past four-score years into two major perspectives--one seeking a form of "rational management"; the other placing primary emphasis upon the social system of the organization. With the development of awareness of organizations as systems during the past quarter-century has come a parallel awareness of the schism between the rational and social perspectives. Reconciliation of their differences is yet to be achieved. The rational school has developed ever more sophisticated mathematical and computer models of organizations while perceiving social theorists as being too general. The latter accuse the former of oversimplification of complex human relationships. The longevity of both schools indicates that each may have merit. Socio-technical theory offers one approach for bridging the gap between the two, and for taking advantage of the strengths of each. In this study, contributions of current organizational and management theory have been added to early socio-technical principles evolved from British coal mine and Indian textile mill experiments. Expanded socio-technical definitions have been developed, enabling more logical comparisons between rational and social perspectives. Implications for organization design and management are presented. The enhanced socio-technical theory defines three major variables: technological complexity, social structure, and social process. Technological complexity is defined as the degree of heterogeneity and dynamism inherent in the organization's primary task. Social structure is defined as the relatively enduring, prescriptive set of behavioral rules, either formal or informal, written or understood, which generally apply to most organizational situations. Social process is defined as the short lived pattern of behaviors which take place within the defined structure, and which keep the organization operating. The basic theory supports a modified "technological imperative" which states that structure and process will vary in a predictable way, given a change in technological complexity. Generally, as complexity increases, structure will decrease and process will become more organic. Conversely, as complexity decreases, structure will tend to increase, and process will become more mechanistic. To operationalize the theory, sub-variables were deduced primarily from socio-technical literature, and arranged into a questionnaire comprised of semantic differential scales. The questionnaire was then issued to over 1200 engine mechanics at a major U.S. Air Force aircraft engine overhaul depot. The depot management offered a natural or adaptive experimental opportunity by having recently introduced semi-autonomous craftsman teams to the work scheme. This allowed the application of a quasi-experimental field design for non-equivalent groups. The control group was comprised of non-craftsman team members. The experimental group was comprised of craftsman team members. Questionnaires were issued in August, 1979, shortly after the first groups were selected, and in August, 1980, one year later. Results indicated that the underlying scales were congruent, thus supporting the basic theory. However, though the responses to the scales moved in the predicted direction under the more complex craftsman team environment, the movement was significant only for the process variable. Implications are that the program did not produce a significant desired impact. Since the scales reacted in the predicted direction, effectiveness of the craftsman program itself is questioned. One year may not have been a long enough development period. Closer review of the organization's processes and structure in terms of theoretically congruent socio-technical values appears warranted.
Subject Area
Business community
Recommended Citation
BRANNOCK, JAMES WYATT, "SOCIO-TECHNICAL SYSTEMS THEORY: A STUDY OF THE DEGREE TO WHICH ORGANIZATIONAL STRUCTURE, PROCESS, AND TECHNOLOGICAL COMPLEXITY ARE CONGRUENT IN A UNITED STATES AIR FORCE JET ENGINE OVERHAUL FACILITY" (1981). ETD collection for University of Nebraska-Lincoln. AAI8118154.
https://digitalcommons.unl.edu/dissertations/AAI8118154