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COMMUNICATION PROCESSES AND ORGANIZATIONAL STRUCTURE AS MECHANISMS OF ORGANIZATIONAL CONTROL: A CONTINGENCY PERSPECTIVE
Abstract
This study investigated communication processes and organizational structure as mechanisms of organizational control. Literature with respect to organizational structure and organizational control was reviewed and integrated into a contingency model of organizational control. The review of organizational structure research revealed two major variables operate as organizational control mechanisms: formalization and standardization. Standardization and formalization were considered planned mechanisms of control because these mechanisms provide the boundaries for acceptable organizational behavior. In contrast, communication processes were categorized as emergent control mechanisms. Communication processes were expected to emerge in response to situational contingencies, to control organizational behavior. Two major factors were presented as aspects of the organization's communication control process: communication climate and information flow. While both planned and emergent processes were considered necessary for organizational control, task and environmental uncertainty and interdependence were expected to determine the optimal strategy for organizational control. High uncertainty of task and environment were expected to decrease the usefulness of standardization and formalization and increase the need for communication processes as mechanisms for organizational control. Low uncertainty would be expected to increase the usefulness of planned mechanisms for control. A contingency model was developed to depict these relationships. The model was subjected to a partial test. Two hypotheses were tested: (H(,1)) Under high task uncertainty, unit effectiveness will be positively related to unit climate and information flow; and (H(,2)) Under low task uncertainty, unit effectiveness will be positively related to unit formalization and standardization. Data was collected from 28 task units of a state agency. Results of the data analysis indicated support for the first hypothesis. In 19 task units identified as having high task uncertainty, unit effectiveness was significantly related to information flow and climate. The second hypothesis failed to receive support. In the nine task units designated as having low task uncertainty, unit effectiveness was not significantly related to standardization and formalization. These findings were discussed in relation to the contingency model of organizational control.
Subject Area
Communication
Recommended Citation
GARTHRIGHT-PETELLE, KATHLEEN MAE, "COMMUNICATION PROCESSES AND ORGANIZATIONAL STRUCTURE AS MECHANISMS OF ORGANIZATIONAL CONTROL: A CONTINGENCY PERSPECTIVE" (1981). ETD collection for University of Nebraska-Lincoln. AAI8208351.
https://digitalcommons.unl.edu/dissertations/AAI8208351