In comparative study, it is argued that (1) the standardization of variables and scales should be separated from the habitual use of standardized coefficients; (2) the use of standardized coefficients implies standardizing every variable using group specific standards, and, therefore, it is not appropriate even if some variables have group specific metrics or some variables do not possess commonly accepted metrics; and (3) the explicit standardization of some or all variables can be fruitfully combined with the use of unstandardized coefficients.

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Retrenchment decisions emphasize the effect of administrative structure and behavior on the in dividual, the work group, and the achievement of public organization goals. Utilizing data from a case study of Stamford, Connecticut, the findings in this article suggest that cutback manage ment heightens conflict in a pluralistic environment. A case is made for the crucial role of central staff in maintaining employee motivation and in reducing individual insecurity. Relative centralization of the existing structure is a key element of the capacity to respond successfully to cutback re quirements. A generally pessimistic picture emerges from the realization that most municipal govern ments are fragmented and highly political. The lack of capacity to plan strategically, an attribute of decentralized governments, defines the potential inability of an organization to confront signifi cant cutback issues.

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