Participation in Decision-Making: An Examination of Style and Structure and Their Effects on Member Outcomes
- 1 December 1981
- journal article
- research article
- Published by SAGE Publications in Human Relations
- Vol. 34 (12) , 1119-1133
- https://doi.org/10.1177/001872678103401208
Abstract
The relationship between "formal" decision-making structure and "informal" supervisory style and their joint effects on organization member outcomes is examined in a sample of 1000 organization members in a matched sample of ten formally participative organizations and ten matched counterparts of conventional hierarchical design. Both style and structure are found to have significant effects on member outcomes. Style has a more powerful effect on member outcomes than structure. The relationship between supervisory style and decision-making structure is discussed and the implications for organizational development are examined.Keywords
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