 Organisation structure, management style and company performancePeter Lansley, Philip Sadler and Terry Webb Omega, 1974, vol. 2, issue 4, 467-485 Abstract: This paper examines the relationship between organisation structure and management style and their influence on organisational effectiveness measured in both 'human' and financial terms. Account has also been taken of related contextual factors such as differences in task, size and environment of a company. Using information collected from a sample of fifty small and medium size printing and building firms the authors have elaborated a conceptual model involving the independent attributes; integration, control, task orientation and people orientation. The validity of this model has been operationally tested and examined against the background of evidence reported by other research workers on the contextual determinants of organisational structure and management style. Substantially different patterns of association between 'organisation' and 'style' and company performance are found for the two industries and an important outcome of the research has been to produce further evidence in favour of the contingency theory of organisation. The paper concludes with some implications for management practice and organisational design. Date: 1974 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jomega:v:2:y:1974:i:4:p:467-485 Ordering information: This journal article can be ordered from Access Statistics for this article Omega is currently edited by B. Lev More articles in Omega from Elsevier |
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