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In this article the author attempts to analyse the power relationships in the Yugoslav society, in post-war historical perspective of development. He is using the difference between power and meta-power as the conceptual framework. The whole development can be demonstrated as the creation of a system by actors who have meta-power and who want to negate their own meta-power by development of self-management. However, the spontaneous developments lead to such social structuring which challenges the established structure of meta^power. The dilemma with which those having meta-power are faced is whether to intervene into the development of the system and thus »come to surface« as the one having meta-power, or leave the development to remain spontaneous and in such a manner endanger their meta-power. Particular attention has been paid to the relationship between an enterprise and the political system as that sphere of the social system where the processes described in this article are shown with great clarity.

This paper describes an attempt of a new methodological approach to the studying of the power structure in organizations. The first part comprises critical remarks directed to the most extensively used method of graphs of control based upon the examined subjects' perception of the existing power structure, (a) A small dispersion of results about some values is not necessarily an indicator of the validity, but perhaps of the generally accepted stereotype, (b) Perception also depends on a series of factors of social position and psychological state of examined subjects. Tending to avoid the disadvantages of the method of graphs of control, and to retain, however, a high degree of standardization, we have tried to create a method which would comprise these qualities. The research work has been carried out in two stages. The first stage consisted of a project based upon the observation with specially prepared forms as persons who contributed in the meetings of workers' councils. Objective data for all the respective persons were collected. In this way a complete picture of activity within the forum with prerogatives of bringing all the key decisions was obtained. However, even if this method offers a very detailed picture of the examined phenomenon, it is not fully satisfactory. As first, it is concentrated upon a fragment (segment) of a continuous process of decision making. Second, this method does not allow the identification of informal groups in organization which might have the key influence upon the decision making. Due to these reasons we have then created an instrument tending to cover the complete process of the decision making (including both formal and informal levels), allowing identification of all the key groups within organization, formal and informal, and being also maximally standardized. The first stage in the obtained scheme refers to the preparation of the decision making which comprises the overall social process before the formal act of the decision making. The second stage refers to the decision making itself. As last, there might appear the control, consisting of the initiative for the control implementation and the implementation itself. It is assumed that in all these various stages of the decision making process it is possible to identify persons actively participating in it. We are, however, primarily concerned with the following — which are the groups whose interests these persons represent. We will also try to analyse goals, strategies and effects of activity. In order to follow directly the overall process through which the decision making passes, we have relied upon the informants, well informed about respective organizations. Therefore this method represents a kind of a »key-men« technique, as we tried to reach persons who had such positions, this primarily through the industrial psychologists already extensively employed in industry and various other organizations. Obviously, there is always a problem of objectivity of such informants. This can be avoided in two ways: by requesting the informants to provide information only and by trying to maximally eliminate their evaluation, and also by the engage meant of several informants from the same organization.