Providing integration in a highly differentiated research organization — The role of a program staff

The quasi-matrix organizational structure of a large, geographically decentralized, national research agency fits the model of differentiation-integration described by Lawrence and Lorsch [4], [5]. In order to operate effectively within the broad agricultural research environment, the subparts of the agency are highly differentiated. Line managers achieve basic organizational integration, and a program staff is a supplemental device created by the agency to achieve tight integration among groups. However, in a local geographic area, from an operational viewpoint, the program staff has a differentiation function not described by Lawrence and Lorsch. There is a gradient of the subject-matter areas, functions, and responsibilities between the program staff and agency line administrators so that no particular item is solely in the domain of one party. As part of its integrating responsibility, the program staff plays a great role in program evaluation and policy analysis. The results of the evaluative and analytical process can be delivered in a variety of media that can be arrayed against a past-future continuum. Program evaluation and policy analysis functions are the responsibility of program staff and, when performed effectively, are an innovative way to coordinate research.