Description
This work seeks to identify and analyze certain management and governance dilemmas displayed in Australias Catholic Human Service Organizations (CHSO). The research found that these problems are arising out of the complex interaction of the Church structures, external economic and political changes and a fundamental change in the personal base of these organizations. While quite uniform in the 1960s, Australian CHSOs have taken on multiple organizational forms in the past years due to rapid changes in the arenas in which they operate. Yet, in all these different forms, a single meaning system serves as a unifying principle, thereby illustrating that CHSOs cannot be categorized as being derived from a political, economic or legal institutional base. Rather, they are part of a group of organizations called Symbolic Organizations that are derived from a symbolic institutional base.
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