Abstract
Two models of organizational behavior were tested using a population of 200 Health Systems Agencies (HSAs) in the U.S.A. A ‘needs’ model, based on mental health high-risk sociodemographic indicators, and a ‘resources’ model, based on a mental health manpower, facilities and system-activation indicators, were used to predict 1978 HSA activities in mental health governing board representation, Health Systems Plan development and Certificate of Need (CON) project review. Where there were differences, resource indicators explained more variance in HSA activities than did need indicators. HSA project review activity was better explained by both sets of indicators than were board and plan activities. HSA recommendations were most often consistent with the aims of health planning.
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