RAHMATIAN, SASAN; PHD
UNIVERSITY OF PENNSYLVANIA, 1982
BUSINESS ADMINISTRATION, GENERAL (0310)
This research focuses on the problem of organizational control faced by public
service organizations,
particularly of the type which operate under contract with other agencies. The
problems of organizational
control and performance appraisal arise from the fact that the organizational
mission is not clear, the
objectives are not operationally formulated, and there are no collectively agreed-upon
measures of
performance. This is shown to be the case for vocational counseling agencies
operating under
subcontract with the Prime Sponsors of CETA. Then the traditional model of organizational
control is
critiqued by identifying its underlying assumptions and showing that they are
not always satisfied. In
particular, the traditional feedback hypothesis is shown to be inappropriate
under such circumstances. A
modified version of the feedback hypothesis is then proposed. This is based
on the observation that two
individuals or social systems, when confronted with the same information, may
respond in two different
ways: one may view it as mere information, while the other may go beyond that
and regard it as feedback.
Information ceases to be mere information and begins to turn into feedback when
it is viewed no longer
as pertaining to external, uncontrollable events (or states), but as relevant
to the outcomes of one's own
actions. The added dimension of relevance, when systematically pursued and utilized,
offers a new
concept of feedback by attributing a new function to it: that of unraveling
latent priority structures. It is
hypothesized that feedback has the potential for generating consensus regarding
objectives, at a level
higher than already existing, among a group of professionals working in an organization,
and between
this organization and the higher level administration to which they are accountable.
The proposed model
of feedback builds on the discrepancy that exists between the perceptions of
these professionals
regarding the outcomes of their activities and the official statistics of the
higher organization to which they
are accountable. Once such discrepancies are brought to light, they are then
subjected to future scrutiny
in terms of the two critical dimensions of feedback, namely truth and relevance.
For every move on the
subject's part, a countermove is proposed for the consultant/interventionist,
which would enable him to
elicit the subject's view on what constitutes relevant outcomes. These hypotheses
are then tested and
confirmed.
Social
Systems Simulation Group
P.O. Box 6904 San Diego, CA 92166-0904 Roland Werner, Principal Phone/FAX (619) 660-1603 |