motivational analysis of organizations

8. Expert influence-Dependency. The organization has a rigid hierarchy dominated
by experts. Decisions are made only at the upper levels of the hierarchy, and bright
employees are highly dissatisfied.
9. Expert influence-Extension. Specialists play the major roles in the organization,
working in a planned way on socially relevant matters. The organization pays attention
to the employees’ needs and welfare.
10. Expert influence-Affiliation. Although the organization is dominated by experts,
strong groups are formed on the basis of common interests or other factors. Because
primary attention is placed on maintaining a friendly climate, results usually suffer.
11. Control-Achievement. The organization is bureaucratic, is run in accordance
with detailed procedures, and has a clear hierarchy. Quality of work is emphasized, but
most employees with an achievement orientation feel frustrated. This climate is
sometimes found in public-sector organizations.
12. Control-Expert influence. The organization is a bureaucracy in which
specialists’ opinions are valued but rules are treated as more important.
13. Control-Dependency. A bureaucracy and a rigid hierarchy dominate the
organization. Because actions are generally referred to levels above for approval,
decisions are usually delayed. It is more important to follow rules and regulations than
to achieve results. The senior employees protect those subordinates who do not make
any procedural mistakes. Most government offices function in this way.
14. Control-Extension. Although the organization is hierarchical, it emphasizes
social concern and attends to the needs and welfare of its employees.
15. Control-Affiliation. The organization is hierarchical but places more emphasis
on good relations among employees than on results. Informal groups based on
relationships are seen as important. Some voluntary organizations are of this type.
16. Dependency-Achievement. Respect for those in positions of power is
emphasized, and so is achievement. Freedom is granted to employees, with the
exception that key decisions are controlled by those in power. Many family-owned
organizations have such a climate.
17. Dependency-Expert influence. The organization has a hierarchy, with decisions
made by those at higher levels. Experts play an important role in the various aspects of
organizational life.
18. Dependency-Control. The organization has clear-cut channels of
communication and is controlled by a few people who ultimately make all decisions.
19. Dependency-Extension. A few people dominate and control the organization
and demand respect from all other members. However, they take care of the members’
needs; and the organization works in socially relevant areas.
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 123