General System(s) Theory (GST) has failed to deliver because of its own basic assumptions. Hierarchy compels us to impersonalize all social interaction, thus making it impossible to realize ourselves. Concreteness overemphasizes the single organization and determinism as well. Competition returns us to the mechanistic tradition GST initially sought to escape. Finally, GST remains tied to ?laws? of growth which promise only our destruction. American Indians knew better.

Systems theorists maintain that the traditional analytic methods of science are inadequate when a system composed of interrelated parts is being investigated. This paper argues, on the contrary, that it is the central methodological principle of systems theory that is impossible to apply.

The article discusses the relationship between early Chinese ideas and organizational theories. The author examines the idea of human nature in organizational theory and management theory, and that...

The ?Contingency Theory? of organizations holds that the ?optimum? organization structure is primarily dependent on the external environment of the enterprise. Stable environmental conditions call for centralized structures, while a dynamic environment requires a decentralized structure. This study suggests that a slightly modified version of this ?Contingency Theory? is appropriate in the context of a developing country; namely, India.

This paper provides an operational framework to understand autonomy by examining the relationship between the enterprise and its supporting environment. This relationship between the public enterprise and the enabling system is seen as one of power-dependency, by adopting the interorganizational analysis approach.

This paper draws attention to the relevance of factors in both the external and internal environment on organizational efforts to incorporate the disadvantaged into the workforce. Of particular importance to the success of such endeavors is an awareness of the differences which arise from institutional affiliation. Institutional differences exert a major influence on policies and procedures relating to manpower planning, e.g., recruitment, selection, and training.