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Radical Transformation of Organizational Goals

J. Craig Jenkins
Administrative Science Quarterly
Vol. 22, No. 4 (Dec., 1977), pp. 568-586
DOI: 10.2307/2392401
Stable URL: http://www.jstor.org/stable/2392401
Page Count: 19
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Radical Transformation of Organizational Goals
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Abstract

The recent emergence in American politics of a novel form of social-change activity, professionalized reform, is studied using the National Council of Churches as an example. Organizational growth and development is argued to have produced oligarchic rule by a professionalized staff. But contrary to Michels' classic "iron law of oligarchy" thesis, professional staff members transformed the operative goals of the organization in a radical rather than conservative direction. A revised theory of organizational transformation is advanced, specifying the conditions under which oligarchy emerges and supports such a radical goal transformation.

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