Organizational Size and Functional Complexity: A Study of Administration in Hospitals

Anderson, Theodore R.; Warkov, Seymour

doi:10.2307/2090509

Cited by 124 publications

(53 citation statements)

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“…In contrast, Pandy (1969) and Holdaway and Bowers (1971) found inverse relationships between organizational size and supervision and Anderson and Warkov (1961) found that larger organizations contained smaller administrative units than had been postulated. Thus, as Haas and Collen (1963) have suggested, the relationship between size and supervision (and size with many other organizational dimensions) may, in fact, be curvilinear.…”

Section: Inter;correlations Of Scales 115mentioning

confidence: 61%

“…Terrien and Mills (1955) suggest that the administrative component increases disproportionately in size as organizational size increases. Anderson and Warkov (1961) found that larger organizations contained a smaller proportion of personnel engaged in administration. Inkson et al (1970aInkson et al ( , 1970b supported conclusions that organizational size and technology provided the major influence for structuring of activities within the organization.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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An investigation of the relationship of organizational structure to job satisfaction within social service organizations serving elderly clients

Wilkinson¹

2000

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Section: Inter;correlations Of Scales 115mentioning

confidence: 61%

Section: Theoretical Frameworkmentioning

confidence: 99%

An investigation of the relationship of organizational structure to job satisfaction within social service organizations serving elderly clients

Wilkinson¹

2000

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“…Esta tesis fue corroborada por la misma época en los trabajos de Rumelt (1974), quien observó que a partir de 1940 se produjo un aumento importante en el número de empresas diversificadas y con formas estructurales por divisiones y con las investigaciones de Channon (1973) y Dyas & Thang-5 La medición del componente administrativo fue introducida como un indicador de intensidad administrativa "IA" que correlaciona la cantidad de personal administrativo "A" con el personal no administrativo ocupado "P" mediante IA= AA+P (Anderson & Warkov, 1961; Tosi & Platt, 1967). 6 De acuerdo con Mintzberg (1979), la forma multidivisional comprende una configuración estructural con unidades estratégicas de negocio semi-autonomas acopladas mediante un componente administrativo central.…”

Section: Diego Armando Marín-idárraga and Juan Carlos Cuartas-marínunclassified

Teorías del análisis y diseño organizacional: una revisión a los postulados contingentes y de la co-alineación estratégica

Marín-Idárraga

Cuartas-Marín

2014

Rev. fac. cien. econ.

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ResumenEl presente artículo realiza una revisión de las teorías de la contingencia estructural y la co-alineación estratégica, las cuales comprenden dos perspectivas medulares en el campo del análisis y diseño organizacional. Se concluye que desde que la teoría de sistemas superó la concepción clásica de la organización insular y cerrada, surgieron diversas corrientes investigativas considerando al ambiente como una de las variables más incidentes en los procesos organizacionales, entre ellas las denominadas teorías del ajuste, que explican a la organización como un fenómeno que se estructura de diferentes maneras según las diversas afectaciones que recibe del entorno y que alcanza su máximo desempeño cuando logra co-alinear sus factores endógenos con los factores situacionales exógenos. Palabras clave: Contingencia estructural, Co-alineación estratégica, Análisis organizacional, Diseño organizacional. ORGANIZATIONAL ANALYSIS AND DESIGN THEORIES: A REVIEW ON CONTINGENT ASSUMPTIONS AND STRATEGIC CO-ALIGMENT AbstractThis article reviews structural contingency and strategic co-alignment theories, which comprise two core perspectives in analysis field and organizational design. It is concluded that the systemic theory exceeded classic conception of insular and closed organization, emerging several current research considering the environment as one of the incident variables in organizational processes, including the so-called adjustment theories, which explain the organization as a phenomenon that it is structured in different ways according to the different effects received from environment and reaches its peak performance when the co-alignment of their endogenous factors with exogenous situational factors is achieved. Keywords: Structural contingency, Strategic co-alignment, Organizational analysis, Organizational design.* Este artículo hace parte del proyecto de investigación titulado "La co-alineación estratégica y su impacto sobre los resultados organizacionales en las Pymes Bogotanas: Análisis comparativo e integrativo en tres sectores económicos", financiado por el Sistema Unificado de Investigación -SUI-de la Fundación Universidad Autónoma de Colombia. IntroducciónUn ejercicio investigativo en el campo de la Administración, a partir del cual se busquen explicaciones o el entendimiento de su realidad particular, habrá de estar soportado en las teorías de base que incluso puedan derivar en nuevos marcos teoréticos. Como bien lo exponen Christensen & Raynor (2003), las teorías en el campo de la gestión entrañan la bondad de la comprensión de los fenómenos y su posibilidad predictiva; así que, permiten trascender de la simple categorización en términos de los atributos visibles más obvios del fenómeno -situación de una alta incertidumbre-, hacia correlaciones en términos de las causas que producen ciertos resultados -lo cual significa un avance hacia la predictibilidad-. De modo que la función de la teoría será la del "entendimiento y la predicción" (Fry & Smith, 1987).Siguiendo a Sutton & Staw (1995, 378) "la...

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“…Differentiation is associated with greater or lesser organizational complexity and has a direct relationship with the size of the organization (Anderson & Warkov;Blau, 1970). This study measured vertical differentiation with three items identified by Lee & Yang (2011) & Lenz (1980.…”

Section: Organizational Structurementioning

confidence: 99%

Structural Co-Alignment Influence on SMEs Performance

Marín-Idárraga¹,

Cuartas-Marín²

2013

IJBM

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Organizational structure is a determining factor in organizational performance. Although structural contingency theory in the field of organizational studies and the structural co-alignment theory in the field of strategic management, have provided points of reference to comprehend the phenomenon of organizational performance, there are still gaps to be filled and empirical validation is required, above all in the influences on performance and especially in relation to Colombian Small and Medium Enterprises (SMEs). As such, the objective of this study is to determine the effect of structural co-alignment on organizational performance, applying causal inference methodology to a structural equations model. The results will indicate that differentiation, centralization and formalization have a synergistic effect on performance, when the fit is achieved.

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Organizational Size and Functional Complexity: A Study of Administration in Hospitals

Cited by 124 publications

References 0 publications

An investigation of the relationship of organizational structure to job satisfaction within social service organizations serving elderly clients

An investigation of the relationship of organizational structure to job satisfaction within social service organizations serving elderly clients

Teorías del análisis y diseño organizacional: una revisión a los postulados contingentes y de la co-alineación estratégica

Structural Co-Alignment Influence on SMEs Performance

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