ABSTRACT
Instances of several sub-units and divisions of labor also invite a view of organizations as heterogeneous, and, related to the negotiation version of the instrumental perspective, with coalitions that make room for disparate goals or interests and diverse resources for the articulation of interests. An instrumental perspective assumes that leaders have the ability for rational calculation and for political control, but also that there may be some limitations to these abilities. The concept of full instrumental rationality, often used by economists refers to an organization having clear and consistent goals, a full overview of all the alternatives and full insight into which consequences these alternatives will bring in relation to its goals. Organizing via the design of the formal organizational structure happens, to varying degrees, through specialization and coordination. Horizontal specialization expresses how different tasks are thought to be allocated on a certain level by means of organizational structure.
