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Discovering and describing organizational goal conflict
Abstract
A novel strategy for discovering and describing organizational goals and goal conflicts is presented. The procedure represents an integration of two alternative approaches that have been presumed incompatible: (1) a rank ordering of organizational goals on the basis of their relative importance and (2) an active-dormant or sequential view of organizational goals. Advantages and disadvantages associated with each of these approaches are assessed, and the manner and value of combining the two strategies into a single procedure are demonstrated. The usefulness of this integrated procedure for planning, setting policy, and implementation are discussed. It is concluded that the adoption of this procedure would help administrators manage and stimulate more productive human services agencies. (Journal abstract, edited.)
Journal
(1977)
vol1
no4
pages395-408
Categories
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Financial Management
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Strategic Planning
