ABSTRACT
There is an increasingly popular organizational model which is based upon principles and assumptions which are in sharp contrast to those underlying more bureaucratically organized structures. Senior managers in private sector organizations, by contrast, are less constrained by public scrutiny while, at the same time, they are forced to be cost effective, competitive and to provide a return on capital employed. Accordingly, they can respond to the problems of managerial control through adopting more drastic measures. The organizational constraints encouraging personal conformity are, by definition, greater within bureaucratic structures and, as such, personal management styles are more likely to adhere to codes and practices which are imposed and sanctioned by senior managers. Highly bureaucratized organizations tend to foster role cultures which emphasize the desirability of clearly defined rules and procedures for operating efficiency. These often encourage the adoption of routinized behaviour and, accordingly, lead to a resistance to innovation and change.
