This paper distinguishes between system level and work flow level measures of organizational technology and structure. Data from 20 manufacturing plants support the hypothesis that system level technology (technological change and computerization of support functions) tends to be primarily related to system level structural variables. Work flow level technology (degree of mass production) tends to be related primarily to work flow level structural measures.

This study examines strategies that business lobbyists, consumer groups, unions, and federal agencies employ to shape federal legislation. Interviews with U. S. senators and congressmen preceded a questionnaire survey of 435 chief legislative policymakers. Results reveal that the three major sectors adopt different strategy sets and these strategy sets have varying impacts on the legislative process.

The validity of the Vertical Dyad Linkage model of leadership was tested under conditions differing substantially from those investigated in past research on the model. In over 90 percent of the units in this study, supervisors formed different quality relationships with their subordinates. Subordinates reporting high quality relationships with their supervisors assumed greater job responsibility, contributed more to their units, and were rated as higher performers than those reporting low quality relationships.

The article discusses the relationship between organizations and the environment. The study examines whether or not industry type is an important variable in the type of uncertainty felt by executives in an organization. Also discussed are the types of organizational characteristics associated with uncertainty, including influence patterns and organizational structure. According to the author, the type of industry plays a role in determining characteristics such as environmental uncertainty, structural decentralization and intraorganizational influence.

The article presents the results of a study designed to measure leadership behavior as a function of leaders' interpersonal trust orientation. According to the study, leader interpersonal trust is a variable that could possibly affect the way in which subordinates perceive the behavior of leaders. Using as an instrument the Ohio State Leader Behavior Description Questionnaire and the complete Job Descriptive Index, the study determined that leader interpersonal trust is related to consideration and tolerance of freedom.