Please use this identifier to cite or link to this item: http://192.168.194.112/handle/1/3872
Title: Role of power process in organizational structure and design: a comparative analysis
Authors: Mondal, Soumya Kanti
Keywords: Gangopadhyay, A.
School of Management and Labour Studies
Issue Date: 2004
Publisher: Tata Institute Of Social Sciences
Abstract: Recent studies have lent support to the idea that cultural variables such as power distance can influence management practices, and results found are consistent with expectations derived from cultural frameworks such as Hofstede's (1980) and Kluckhohn and Strodtbcck's (1961). Building on the concept of power distance, the current study investigates the impact of power bases/sources on organizational structure and organizational commitment. These relationships were explored using a sample of employees from a traditional organization (company-A) and a modem organization (company -8). The approach used in conducting the research involved identification of the two companies-one being traditional in nature and other a modem (company-A and company-B), contacting the companies and then administering the questionnaire on the identified sample. Two separate instruments were used for the data collection [Power attribution questionnaire by Gary Yukul and Cecilia M.Falbe, 1991 and Organizational commitment questionnaire by Allen & Meyer, 1990. (ocq)] the instruments were completed using a self~report, pencil and paper method and though mails/internet and data from the questionnaires were analyzed using the statistical package for the social sciences (spssx) version ii.descriptive statistics was used obtain the basic information about each variable in terms of mean score,t test was used to test the significance of difference between the two groups on power and commitment and Pearson product moment correlation was used to assess the level of association between power and commitment. Results indicated that there is no correlation between power bases/sources. organizational structure and organization commitment. hence the hypothesis of the study is disproved. However there is significant difference between the two organizations in power and commitment level. The effect of power bases is found to be more dominant in the organization with flat structure, and the level of commitment is also found to be high. These results suggest that organization with flat structure will not always be low on power basses and vice versa in organization with hierarchical structure.
URI: http://192.168.194.112/handle/1/3872
Appears in Collections:M.A.

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