Self-organization, hierarchy, and task structure in workgroups: An empirical study of complexity theory
Abstract
Complexity theorists argue that an optimal organizational form results from the interactions of individual agents in the absence of an imposed management hierarchy (Anderson, 1999; Begun, 1994; Berreby, 1998; Coveney & Highfield, 1995; Guastello, 2002). There have been few empirical studies to support this claim. This research investigated the effects of self-organization and task interdependence types on group effectiveness and member satisfaction. Results show that groups allowed to self-organize had greater member satisfaction in sequential and reciprocal task structures, shorter task completion times in sequential task structures, and lower satisfaction in pooled task structures versus comparable groups with hierarchy imposed. Hierarchy appears to inhibit the ability of members to self-organize and perform tasks in accordance with the task requirements. In the case of pooled task structures hierarchy seems to increase member satisfaction by clarifying task assignments. ^
Subject Area
Sociology, Theory and Methods|Business Administration, Management
Recommended Citation
Matthew G Paldy,
"Self-organization, hierarchy, and task structure in workgroups: An empirical study of complexity theory"
(2003).
Dissertations and Master's Theses (Campus Access).
Paper AAI3103718.
http://digitalcommons.uri.edu/dissertations/AAI3103718