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Dimensions of Organization Structure

D. S. Pugh, D. J. Hickson, C. R. Hinings and C. Turner
Administrative Science Quarterly
Vol. 13, No. 1 (Jun., 1968), pp. 65-105
DOI: 10.2307/2391262
Stable URL: http://www.jstor.org/stable/2391262
Page Count: 41
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Dimensions of Organization Structure
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Abstract

Five primary dimensions of organization structure were defined and operationalized; (1) specialization, (2) standardization, (3) formalization, (4) centralization, (5) configuration. From comparative data on these dimensions, in fifty-two different work organizations in England, scales were constructed to measure sixty-four component variables. This made it possible to construct a profile characteristic of the structure of an organization and to compare it directly with that of other organizations. Principal-components analysis was used to help in the interpretation of intercorrelations among the scales. The resulting factors suggested four basic dimensions of structure, conceptualized as structuring of activities, concentration of authority, line control of workflow, and size of supportive component. This multifactor result was considered to demonstrate that the concept of the bureaucratic type is no longer useful.

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