Clergyman's

The empirical research of the last fifteen years on the structure of large organizations seems to confirm the hypothesis of Herbert Simon that human cognitive limits are a basic limiting factor in determining organization structures .
- Jay R. Galbraith

If management can identify the negatives of its preferred option, the other policies around the star model can be designed to counter the negatives while achieving the positives.
- Jay R. Galbraith

There is no one best way to organize... Any way of organizing is not equally effective.
- Jay R. Galbraith

The greater the task uncertainty, the greater the amount of information that must be processed among decision makers during task execution in order to achieve a given level of performance.
- Jay R. Galbraith

Organizations make two responses to deal with the behavior control problem. The first change involves the substitution of craft or professional training of the work force for the detailed centralized programming of the work processes.
- Jay R. Galbraith

Organizations make two responses to deal with the behavior control problem. The first change involves the substitution of craft or professional training of the work force for the detailed centralized programming of the work processes.
- Jay R. Galbraith

Organizations make two responses to deal with the behavior control problem. The first change involves the substitution of craft or professional training of the work force for the detailed centralized programming of the work processes.
- Jay R. Galbraith

Organizations make two responses to deal with the behavior control problem. The first change involves the substitution of craft or professional training of the work force for the detailed centralized programming of the work processes.
- Jay R. Galbraith

Organizations make two responses to deal with the behavior control problem. The first change involves the substitution of craft or professional training of the work force for the detailed centralized programming of the work processes.
- Jay R. Galbraith

The basic proposition is that the greater the uncertainty of the task, the greater the amount of information that has to be processed between decision-makers during the execution of the task. If the task is well understood prior to performing it much of the activity can be preplanned. If it is n~t understood, then during the actual task execution more knowledge is acquired which leads to changes in resource allocations, schedules, and priorities.
- Jay R. Galbraith