The impact of automation on the centralization of decision making in organizations has recently become a problem of interest to sociologists, administrative scientists, and other students of organizations. Within this general problem, however, there exist numerous and varied operational definitions of both automation (which includes everything from semiautomatic machinery on the assembly line to electronic computers in offices) a'nd the degree of centralization of decision making (under which heading one can include such diverse variables as closeness of supervision, managerial ratio, and perceived influence).' Each combination of operational definitions constitutes a specific subproblem, and it is not at all clear at the present time whether the conclusions of one study are applicable to different types or degrees of automation, different types of decisions, and/or different types of organizations. While it is the aim of all comparative organization specialists to formulate general principles, such generalizations must ultimately be based on the systematic empirical study of particular processes in similar organizations. This paper, then, is an empirical study of the effects of electronic data-processing (EDP) equipment (computers) on the locus of authority for hiring decisions in one type of government organization. The type of automation, the kinds of decisions, and the type of organizations involved may all prove to be factors which differentiate my conclusions from those of other studies which bear on similar problems. However, given the fragmentary nature of related findings, one must begin by assuming that the conclusions of previous researchers are comparable and relevant to the present problem, in order to generate models which are capable of being tested with the data available. Previous research and theory suggest that the introduction of electronic dataprocessing equipment should lead to increased centralization of decision-making authority. The general argument favoring this conclusion is that automation makes centralized decision making possible by speeding up the processing of information, quantifying more information, and simplifying the organization of information. In large, complex organizations many decisions formerly had to be made at lower levels due to the belated and insufficient feedback of necessary information to top management. Since automation speeds up this feedback process, centralized decision making becomes a * This paper is the tenth report of the Comparative Organization Research Program, supported by grant GS-1528 from the National Science Foundation. This support is gratefully acknowledged. I also wish to thank Peter M. Blau for his helpful comments on an earlier draft of this paper.