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Organizational Growth and Goal Structure: the Case of the ILO

Published online by Cambridge University Press:  22 May 2009

Norman F. Dufty
Affiliation:
Norman F. Dufty is Dean of the Division of Commerce and Social Sciences, Western Australian Institute of Technology, South Bentley, Australia.
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Extract

This article outlines some of the propositions on organizational growth and goal structure contained in the literature on organization theory. A number of hypotheses are derived from this body of material and these are tested against the International Labor Organization experience.1

Type
Articles
Copyright
Copyright © The IO Foundation 1972

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References

1 The author acknowledges the helpful comments of Professors Charles Perrow of the State University of New York, Stony Brook, and Murray Edelman of the University of Wisconsin, and Mr. C. E. Carr of the Western Australian Institute of Technology. They bear no blame for any of this article's inadequacies.

The author was on the staff of the ILO in Geneva in 1962–63, and was concerned largely with technical assistance in the field of management development. In 1963–64, he was in charge of a UN Special Fund project in the Republic of China for which the ILO was the executing agency. Experience of this sort is likely to give both insight and bias. It is hoped that the benefits of the former outweigh the latter.

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