The Aston Programme: v. 1-3(Classical Research in Management S.)

Table of Contents:
Volume 1 The Aston study and its developments: a conceptual scheme for organizational analysis; the first Aston study; an approach to the study of bureaucracy; dimensions of organization structure; the context of organization structures; an empirical taxonomy of structures of work organizations; operations technology and organization structure - an empirical reappraisal; organization structure and strategies of control - a replication of the Aston study; organization structure, environment and performance - the role of strategic choice; technology size and organization structure; predicting and understanding organization structure; Parkinson's progress - accounting for the number of specialists in organizations; managerial and organizational factors associated with company performance - 1; managerial and organizational factors associated with company performance - 2; organization context and structure - an abbreviated replication; dimensions of organizational structure and their context - a replication; on the dimensions of bureaucratic structure - an empirical reappraisal; dimensions of organization technology and structure - an exploratory study; a longitudinal analysis of context and structure of a large British financial institution; organization structure and technology in manufacturing firms - system versus work flow level perspectives; structural implications of organizational dependencies; dimensions of organizational structure - a critical replication; research note -organization size and specialization; towards an organizational study of trade unions; bureaucratic and electoral control in occupational interest associations; structure of organization in occupational interest associations; the organization structure of churches - a preliminary model; size and the administrative component of churches; churches as organizations - structure and context; dimensions of organizations in complex societies - the educational sector; contingency theories and public bureaucracies. Volume 2 International comparisons: the culture-free context of organization structure; is there a universal model of organization structure; a comparison of organization structure and managerial roles - Ohio, USA and the Midlands, England; the structure of work organizations across societies; the cultural context of organizational control - an international comparison; grounds for comparative organization theory - quicksand or hardcore; organization and managerial roles in British and West German companies - an examination of the culture-free thesis; centrally planned development - a comparison of Polish factories with equivalents in Britain, Japan and Sweden; technology, size and organization structure in a developing country - Jordan; organization structure and context - a replication of the Aston study in India; strategies of administrative control and contextual constraints in a less developed country - the case of Egyptian public enterprise. (Part contents).