Organizations act, but what determines how and when they will
act? There is precedent for believing that the organization is but
an extension of one or a few people, but this is a deceptively
simplified approach and, in reality, makes any generalization in
organizational theory enormously difficult. Modern-day
organizations--manufacturing firms, hospitals, schools, armies,
community agencies--are extremely complex in nature, and several
strategies, employing a variety of disciplines, are needed to gain
a proper understanding of them.
Organizations in Action is a classic multidisciplinary study of
the behavior of complex organizations as entities. Previous books
on the subject focused on the behavior of people in organizational
contexts, but this volume considers individual behavior only to the
extent that it helps explain the nature of organizations. James D.
Thompson offers ninety-five distinct propositions about the
behavior of organizations, all relevant regardless of the culture
in which they are found. Thompson classifies organizations
according to their technologies and environments. That
organizations must meet and handle uncertainty is central to his
thesis.
Organizations in Action is firmly grounded in concepts and
theories in the social and behavioral sciences. While it does not
offer an actual theory of administration, the book successfully
extends the scientific base upon which any emerging administrative
theory must rest. This classic work is of continuing value to
organizational and management specialists, behavioral scientists,
sociologists, administrators, and policymakers.
General
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