Structural Complexity and the Environment
It seems that as the need for buffering continues with the enviroment, there
will be more growth in specialized staff roles and departments in both input
and output ends of the organization (Scott p. 267). As the enviroment and
transactions become more complex, new occupational groups are created to
deal with this complexity (engineers, purchasing agents, patent lawyers,
etc.). It occurs with changes to either the institutional environments (Dimaggio
and Powell, 1983) or with technical environments.
The internal complexity may increase at only certain levels. Rowan (1982)
studied the changes in staffing of support roles in the California school
system from 1930-1970. He found staffing levels reflected the general interest
in the specific support area (health, psychology, etc.) based on broader
educational movements and state and national politics. The greater the consensus
the more diffuse and prevalent the staffing, the less consensus the more
patterned the staffing.
Organizations respond to environments both as rational-dependent units and
as natural systems bent on survival. The organization adapts to more complex
environments by becoming more complex itself (Scott p. 268).