Organization performance Bavelas and Barrett believe:

to start operations with a 'classes' factory. It is, however, noticeable that the older plants have more eTaborate 'perks systems' than younger .factories. This suggests. that the pressures to add to existing status systems become progressively harder to resist. The pseudo-scientific observations of Parkinson's law of the rising pyramid and the Peter principle that in a hierarchy every employee tends to rise to his level of incompetence

Organization performance Bavelas and Barrett believe:

It is entirely possible to view an organization on an elaborate system for gathering, evaluating, recombining and disseminating information. It is not surprising, in these terms that the effectiveness of an organization with respect to the achievement of its goals should be so closely rested to its effectiveness in handling information.
Drucker, on the other hand, sees related innovation
as one of the prime objectives of any organization, and it can be argued that in electronics-a rapidly developing industry with a high rate of Qbsolescence-innovation may be the prime objective.
These two views did not conflict with the findings of this study. Of th.e seven finns involved in this study, four have received the Queen's Award to industry for innovation. It may be significant that the same four fums had the highest average communication accuracy scores of
the study.