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Title from cover. ; Index to U.S. government periodicals ; Mode of access: Internet. ; 2

This study examines the effectiveness of theatrical organizations. It searches for a pattern of use of effectiveness criteria by different types of theatres using a multidimensional construct of organiza tional effectiveness: performance, intraorganizational, and inter organizational. Research findings show that regardless of type, theatres do not pursue artistic performance only but place equal emphasis on intraorganizational and interorganizational compo nents of effectiveness.

AbstractEffectiveness is an elusive concept that can be approached through several models, none of which is appropriate in all circumstances.

Four dimensions of organizational hierarchy are identified: inequality of skills and knowledge, inequality of rewards, inequality of authority, and inequality of information distribution. Instead of the prevailing and largely untested hypothesis that hierarchical structure is positively related to organizational effectiveness, an alternative hypothesis is formulated, viz., that it is negatively related. This hypothesis is linked to a causal model interrelating hierarchical structure with work alienation, organizational commitment, and organizational effectiveness. Some evidence for the alternative hypothesis is examined. The four-dimensional concept is then used to assess the burgeoning literature on industrial democracy. The phenomenon of "shop-floor democracy" is conceptualized as involving a process of destratification with respect to allfour dimensions of hierarchy. In view of environmental pressuresfor the rationalization of organizations as well as the secular trend in this direction, a destratification-rationalization hypothesis is formulated: As the positive slope of the relationship between these two clusters of variables increases, organizational effectiveness increases and work alienation decreases. To test this hypothesis an experimental approach, whether in the laboratory or in the field, is essential.

The relationships of manning levels to division performance ratings and illness and injury rates were investigated aboard 18 U.S. Navy ships (N = 1,634). Sources of variance in crew members' ratings of adequacy of manning were analyzed at the individual level, and specific components of this variance were used to predict ratings of performance and the illness criteria at the division (work group) level. A scale measuring efficiency of manpower utilization had superior predictive validities with respect to the performance and illness criteria compared to actual manning levels. It was concluded that manpower utilization perceptions of the efficiency of human resources should be monitored as closely as manning level in order to optimize organizational performance and health and safety.