Organizational Dynamics

  • Jay-Louise Weldon
Part of the Applications of Modern Technology in Business book series (AMTB)


The introduction of the data base approach, often accompanied by a data base management system, represents a major change from traditional methods of data processing. The new technology, along with the new philosophy of data ownership and control, has a profound effect on the development and administration of systems. This change in work content is also accompanied by changes in the organization of the data processing staff, namely the introduction of the dba function. Thus the dba has a central role in this drama of organizational change.


Data Base Organizational Dynamics Organizational Position Formal Authority Task Interdependence 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    The cautious path to a data base, EDP Analyzer 11(6), pp. 1–13, 1973.Google Scholar
  2. 2.
    Beckhard, R., Strategies for large system change, Sloan Management Review 16(2), pp. 43–55, 1975.Google Scholar
  3. 3.
    DeBlasis, Jean-Paul, and T. H. Johnson, Data base administration: Classical patterns, some experiences, and trends, Proceedings of the American Federation of Information Processing Societies National Computer Conference, pp. 1–7, APIPS, Montvale, N.J., 1977.Google Scholar
  4. 4.
    Ross, R. G., Placing the DBA, Journal of Systems Management, 27(5), pp. 25–33, May 1976.Google Scholar
  5. 5.
    Weldon, J. L., Data Base Administration: Organization and Tasks, New York University Graduate School of Business Administration Working Paper No. 78-143(CA), December 1978.Google Scholar
  6. 6.
    Walton, R. E., and J. M. Dutton, The management of interdepartmental conflict: A model and review, Administrative Science Quarterly 14, pp. 78–84, March 1969.Google Scholar
  7. 7.
    March, J. G., and H. A. Simon, Organizations, John Wiley & Sons, New York, 1958.Google Scholar
  8. 8.
    Browne, P. J., and R. T. Golembiewski, The staff-line concept revisited: An empirical study of organizational images, Academy of Management Journal 17(3), pp. 406–417, September 1974.Google Scholar
  9. 9.
    Kelman, H. C, Compliance, identification, and internalization: Three processes of attitude change, Journal of Conflict Resolution 2, pp. 51–60, 1958.CrossRefGoogle Scholar
  10. 10.
    Presthus, R. V., Authority in organizations, in Concepts and Issues in Administrative Behavior (S. Maillick and E. H. Van Ness, eds.), pp. 122–136, Prentice-Hall, Englewood Cliffs, N.J., 1962.Google Scholar
  11. 11.
    Bates, F. L., Power behavior and decentralization, in Power in Organizations (M. N. Zald, ed.), Vanderbilt University Press, Nashville, Tenn., 1970.Google Scholar
  12. 12.
    French, J. R. P., and B. Raven, The bases of social power, in Studies in Social Power (D. Cartwright, ed.), pp. 150–167, University of Michigan Press, Ann Arbor, Mich., 1959.Google Scholar
  13. 13.
    Hickson, D. J., C. R. Hinings, C. A. Lee, R. E. Schneck, and J. M. Pennings, A strategic contingencies’ theory of intraorganizational power, Administrative Science Quarterly, 16(2), pp. 216–229, 1971.CrossRefGoogle Scholar

Copyright information

© Plenum Press, New York 1981

Authors and Affiliations

  • Jay-Louise Weldon
    • 1
  1. 1.Graduate School of Business AdministrationNew York UniversityNew YorkUSA

Personalised recommendations