Control in Organizations: Individual Adjustment and Organizational Performance

This analysis focuses upon the control aspects of organizations. Organizations are characterized as orderly arrangements of individual human interactions, in which control is an essential ingredient. A major assumption is that the total amount of control or influence in an organization is not a constant, fixed amount but that it may vary. Increasing the influence of one group (e.g., the workers) in an organization does not necessarily imply decreasing that of others (e.g., supervisors and managers). Some evidence is presented to suggest that increased control exercised by all levels of the organization hierarchy is associated with increased organizational effectiveness. A relatively high level of total control may reflect increased participation and mutual influence throughout the organization and a greater degree of integration of all members. This is likely to result in the enhancement of ego-involvement, identification, motivation, and job satisfaction of members. Some of the psychological costs of increased control and responsibility on the part of workers and management are noted. Arnold S. Tannenbaum is program director, Survey Research Center, Institute for Social Research, University of Michigan.