f organizational conflict which often develops at the time of change implementation, the decisionmaking behaviors of managers and administrators significantly affect the development of such conflict, and these decision
3J. R. Kimberly, and D. B. Rottman, "Environment, Organ ization and Effectiveness: A Biographical Approach," Journal of Management Studies, 24 November 1987, 596619.
4R. T. Lenz, and J. L. Engledow, "Environmental Analysis Units and Strategic Decisionmaking: A Field Study of Selected 'Leadingedge' Corporations," Strategic Management Journal, 8(1986): 6989.
making behaviors are products of the leadership styles of the administrators and managers.5 Second, scientific approaches to decisionmaking will often be shunned, if the procedure conflicts with the cognitive perspectives of decision makers.6
Leadership style will vary between the extremes of task and relationships orientations, between authoritarian leader ship and participative management, and between directive leadership and managementbyobjectives. The manager or administrator who is completely task oriented will likely make change implementation decisions which are geared to getting the job done. Such decisions will tend to concentrate on the economic use of material and human resources, regardless of sociopsychological impact such decisions may have on the individual members of an organization. Conversely, the leader who is completely relationships oriented will likely make decisions which, while they avoid organizational conflict development, will often immobilize the organization from an economic perspective. The most successful administrators and managers give consideration to both economic and social factors in decisionmaking. The balance between these two sets of values will vary between organizations, and will vary within organizations over
5W. K. Schilit, and F. L. Paine, "An Examination of the Underlying Dynamics o...