Organizational Goals and Environment: Goal-Setting as an Interaction Process

N the analysis of complex organizations the definition of organizational goals is commonly utilized as a standard for appraising organizational performance. In many such analyses the goals of the organization are often viewed as a constant. Thus a wide variety of data, such as official documents, work activity records, organizational output, or statements by organizational spokesmen, may provide the basis for the definition of goals. Once this definition has been accomplished, interest in goals as a dynamic aspect of organizational activity frequently ends. It is possible, however, to view the setting of goals (i.e., major organizational purposes) not as a static element but as a necessary and recurring problem facing any organization, whether it is governmental, military, business, educational, medical, religious, or other type. This perspective appears appropriate in developing the two major lines of the present analysis. The first of these is to emphasize the interdependence of complex organizations within the larger society and the consequences this has for organizational goalsetting. The second is to emphasize the similarities of goal-setting processes in organizations with manifestly different goals. The present analysis is offered to supplement recent studies of organizational operations.' It is postulated that goal-setting behavior is purposive but not necessarily rational; we assume that goals may be determined by accident, i.e., by blundering of members of the organization and, contrariwise, that the most calculated and careful determination of goals may be negated by developments outside the control of organization members. The goalsetting problem as discussed here is essentially determining a relationship of the organization to the larger society, which in turn becomes a question of what the society (or elements within it) wants done or can be persuaded to support.