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- W2318873831 abstract "Forty years ago, Chester Barnard noted that there are informal organizations related to formal organizations everywhere.' Relying upon empirical confirmation from the Hawthorne experiments, administrative theorists were gradually turning from scientific management to the study of personal interaction and unofficial bondings within formal organizations. Aptly termed natural organizations by Victor Thompson, informal organizations were typically seen as a means of protecting and promoting the interests of the individual against the artificial-system demands of the formal bureaucracy.2 By the 1950s, when scholars began examining administration in developing nations, the analysis of informal group dynamics within organizations had become commonplace, and studies of administrative development incorporated this perspective. In his seminal work on prismatic societies, for instance, Riggs suggested that many problems in the developing bureaucracies were a result of formalism' '-a phenomenon in which social reality diverges from the expectations of the formal organization. The study of these anomalies, he maintained," @default.
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- W2318873831 date "1980-01-01" @default.
- W2318873831 modified "2023-09-26" @default.
- W2318873831 title "The Impact of Informal Relations on Organizational Rewards: Comparing Bureaucracies in Southeast Asia" @default.
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- W2318873831 doi "https://doi.org/10.2307/421701" @default.
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