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Published by: Cranfield School of Management
Published in: 1971
Length: 27 pages
Data source: Field research

Abstract

Managerial controls such as budgets, job specifications and systems of payment seldom operate in ways which are formally intended. Employees adapt these controls or systems to their own requirements. The importance of this adaptive behaviour has been underestimated. Studies of interactions between formal organisations and the counter controls devised by employees highlight the need for a behavioural rather than a mechanistic approach in the management of organisations.
Location:
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Other setting(s):
1968

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Abstract

Managerial controls such as budgets, job specifications and systems of payment seldom operate in ways which are formally intended. Employees adapt these controls or systems to their own requirements. The importance of this adaptive behaviour has been underestimated. Studies of interactions between formal organisations and the counter controls devised by employees highlight the need for a behavioural rather than a mechanistic approach in the management of organisations.

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Location:
Industry:
Other setting(s):
1968

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