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Perhaps the greatest single weakness in the American college is the lack of adequate provision for considering questions of basic educational policy. ... The presidents and deans are too absorbed.... The professors ... give little thought to the over-all objectives of the college as a social enterprise. . . . Thus it is that the matter of the direction of educational change has fallen between two stools with the result that it has been determined largely by pressure rather than by planning, by outside influences rather than by statesmanship.'

The large size of organizations appears to promote structural differentiation and to stem the expansion of the administrative apparatus, but a differentiated structure tends to lead to the expansion of the administrative apparatus, so that the indirect effect of size, mediated by the differentiation accompanying it, counteracts its direct effect on administration. These conclusions are based on six sets of quantitative data on government bureaus, private firms, universities and colleges, and hospitals. Two basic theoretical hypotheses can explain the findings. First, differentiation of functions among interdependent subgroupings transforms a work organization's employees, who have little in common, into a coherent social enterprise and, in addition, has instrumental advantages for operations that make management interested in furthering such differentiation. Second, the initial investments in administrative time and effort required for organizing operations reduce the proportion of administrative man hours needed as the volume of operations increases. A refinement of the last principle is that a large volume of homogenous tasks produces administrative savings, whereas the heterogeneity of tasks has the opposite effect. In conclusion, the theory is put into deductive form.

The time comes occasionally when human beings engaged in a specialized type of endeavor must lift their eyes from the intricate details of their work and regain their perspective. The history of civilization abundantly illustrates that the long view is peculiarly necessary in the case of social institutions. As persons associated with any social enterprise proceed into the detailed organization and the development of techniques for carrying out their purposes, the focus of attention wanders more and more from the purposes and fixes more intently on the formal aspects-the organization and the techniques. The school is a clear example of this tendency. The scientific movement has been of tremendous value to educa

The Bolshevik collective farm in the Shostkinsk region of the Sumsk district is a large multi-branch enterprise. It has 5,667 hectares of land alloted to it, of which 3,498 hectares is arable land, 1,009 hectares meadows and pastures, 105 hectares orchards and gardens and 440 hectares woods. In 1957 this collective farm had 1,000 head of cattle (including 350 cows), 1,800 pigs, 665 sheep, 1,200 head of poultry and an apiary with 350 swarms of bees, etc. In this social enterprise more than 800 able-bodied farmers are occupied. The basic direction of the economy is grain, hemp and animal breeding.