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Control structure and conflict in public agencies
Abstract
A study examined the effects of the three aspects of control structure: the total amount of control, the distribution of control, and the concordance about the amount and distribution of control on conflict in 18 public agencies. Findings revealed that the total amount and distribution of control may not have any consequence for the conflict within the agencies. In addition, no correlation emerged between conflict and the concordance or disagreement about managerial and supervisory influence. The low degree of concordance and the high disagreement about the influence of low-level staff members led to tension and conflict. Although disagreement about the caseworkers' influence affected the conflict between caseworkers and clerks, between caseworkers and supervisors, and among different groups of caseworkers, the disagreement about the influence of clerical staff affected the conflict between supervisory and managerial personnel. The study concluded that public agencies should develop a mechanism to achieve agreement about the influence of caseworkers and clerical staff, who provide services to clients, in order to regulate the conflict between them.
Journal
(1985)
vol9
no4
pages75-87
Categories
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Nonprofit Organizations (Theory)
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Structures and Processes
