ABSTRACT
This chapter discusses that the technology set the constraints around which the organization manipulated its variables, and that technical rationality is maximized when the variables are under complete control of the organization. When the task environment becomes dynamic rather than stable, new complications arise for the organization. Standardized response rules are inadequate, for the organization faces contingencies as well as constraints. It must determine when and how to act, and its cues must be taken from the task environment. One important variable in shaping organizations under conditions of complexity is the extent to which technical-core- and boundary-spanning components can be isolated from each other, the extent to which organizations can separate their rational-model requirements from their natural- system requirements. Whereas coordination is a central problem for the technical core of the organization, adjustment to constraints and contingencies not controlled by the organization is the crucial problem for boundary-spanning components.
