In his classic treatment of authority in organization, Chester I. Barnard directs attention to the persistent, stable and reproducible features of interaction in deliberately created social structures (Bernard, 1962). He focuses on the problematic features of compliance by organizational subordinates and, specifically, on the interpretive context in which directives from superiors are scrutinized, evaluated, and translated into appropriate behavior by members. In his formulation, communications are viewed as situated work contingencies: factors upon which the legitimation of authority depends. Following Weber, the probability that an authority will be given obedience is dependent in part upon the extent to which his communications are viewed as authoritative (Bernard, 1962; Weber, 1964; Silverman 1970). In other words, authoritative directives are socially constructed and sustained (Berger and Luckmann, 1966; Rose, 1962; Blumer, 1969). This theoretical emphasis concerns itself with the perspectives of subordinates (Shibutani, 1955), their standards for what they construe as clear and understandable directives, the propriety and compatability of communications with their beliefs, and their sense of achieved competence in being able to comply with these directives. (p. 71-83)

CONTENTS
Methods.
Setting.
Defining the situation.
Conductor directives and concerted action.
Conclusions.