Journal of Business and Behavioral Sciences Volume 23, Number 1 issn 1946-8113 Spring 2011 inthis issue
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- METHODOLOGY AND DATA ANALYSIS
- Empirical Examination of the Classic Organic and Mechanistic Types of Organizations -- Factor Analysis Yield One
- Empirical Verification of Two Types of Bureaucracies (Enabling and Coercive) -- Factor Analysis Yield Two
- Table 1. Factor Analysis Comparison Of Organization Value Characteristics For Three Professional Groups
- 0.553 Challenging 0.564
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In terms of the degree of formalization (standardized rules and regulations and specialization), organizations are grouped into two types: first, a small, non-formalized (or non-bureaucratic) organizational type; second, a large, highly formalized bureaucratic organizational type. Then, in terms of the type of formalization (top-down authoritarian centralized command and control vs. bottom-up democratic humanistic empowerment and decentralized decision making), the small, non-bureaucratic organizational type is divided into the organic type (democratic and decentralized) and the autocratic type (authoritarian and centralized). The large bureaucratic organizational type is divided into the enabling bureaucracy and the coercive bureaucracy (Adler and Borys, 1996). In a conceptually similar way, Mintzberg (1979, 1983) also posited five types of organizational design: the simple structure, the adhocracy, the professional bureaucracy, the machine bureaucracy, and the divisional structure, the last one of which was a variant of the machine bureaucracy. Mintzberg‘s (1979) simple structure is equivalent to Adler and Borys‘ autocracy; Mintzberg‘s adhocracy, professional bureaucracy, and machine bureaucracy are equivalent to Adler and Borys‘ (1996) organic type, enabling and coercive bureaucracies respectively. 5 Jin, Drozdenko and Deloughy METHODOLOGY AND DATA ANALYSIS First, the paper empirically examined if the traditional two types of organizations, organic and mechanistic, existed. Second, we examined the data for possible support of the two types of bureaucracy – enabling and coercive bureaucracies conceived by Adler and Borys (1996). Our survey research database included responses from more than 1000 professionals that consisted of direct marketers sampled in 2001, information technology professionals in 2005, and financial professionals in 2009. Empirical Examination of the Classic Organic and Mechanistic Types of Organizations -- Factor Analysis Yield One: Using factor analysis, our previous studies (Jin and Drozdenko, 2003; Jin, Drozdenko, and Bassett, 2007) have provided support for the existence of the organic and mechanistic organization types based on survey data from two professional groups, direct marketers and information technology professionals. Our objective for this paper was to directly compare the similarities and differences between those first two groups with comparable data collected recently in a third group, that of financial professionals. An analogous analysis (i.e., factor analysis) with this group of financial professionals also supported the existence of organic and mechanistic typologies. The results of our data analyses relating to the two organizational factors that defined these two types of organizations (organic and mechanistic) are shown for the three professional groups (Information Technology, Direct Marketing, and Finance) in Table 1. Factor loadings of 0.50 or greater are bolded. Empirical Verification of Two Types of Bureaucracies (Enabling and Coercive) -- Factor Analysis Yield Two: In an extension of the analysis of the database of the financial professionals, we wanted to determine if there is empirical support for two types of bureaucracies - enabling and coercive-conceptualized by Adler and Borys (1996). Adler and Borys (1996) characterized enabling bureaucracies as organizations in which standardization co-existed with decentralization. Highly trained specialists or professionals in these organizations were employed to maintain the effectiveness of the central part of operations or functions for effectiveness while at the same time attaining efficiencies through standardization (Robbins, 1993). 6
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