ABSTRACT
Classical theories of organization are clear in asserting the importance of hierarchy for organizations. Even human relations theories that advocate ‘participation’ and that allude to ‘power equalization’ do not seriously challenge the essentially hierarchical character of control in organizations. These theories propose supportive rather than coercive leadership and they advocate decision-making in groups rather than by a lone individual, but they do not undo the need for a system of leadership which, in the final analysis, is hierarchic – some persons have broader prerogatives and responsibilities than do others. Theories that define the so called ‘organic’ organization and the ‘temporary system’ may compromise the rigid chain of command of classical theories. Persons in the organic organization interact on the basis of their expertise rather than simply on the basis of their rank. None the less, the organic organization, too, has a system of ranks, albeit a more open and ambiguous system than that prescribed by classical theories. Similarly, political models of organization, such as that of co-determination in Germany and other places and of workers’ self-management in Yugoslavia, also maintain a hierarchic system of ranks, even though workers or their representatives may exercise some control over organizational policies.
