Abstract
It is generally accepted that formal division of labor is a function of increase in organizational size, which requires that activities be coordinated. While this is undoubtedly true in many situations, there are organizations of considerable size in which varied tasks are not formally differentiated, possibly because the flow of work is not conducive to assignment of permanent tasks or because managers have not perceived a need for refined division of labor. Are there conditions under which members of such groups "need," or at least desire, formal division of labor? And if a formal structure is not established, what are the consequences in terms of individual and group behavior? It is the purpose of this paper to present several hypotheses based on observations of a group in which such desires seemed apparent.
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