The change in the organizational structure and goals of Mount Wachusett Community College (Massachusetts) from its inception to its current state is analyzed with respect to decision-making concerning staffing. At its infancy, the administration is seen as a rational focal structure; a central power grants resources and staff members are afforded flexibility in their overlapping roles. With an increase in the size of the institution (from 50 to 1,500 students) has come the staff specialist, representative of bureaucratic functions. The bureaucracy is characterized by: (1) constant striving for increased functions and power, (2) lack of initiative and flexibility, (3) a tendency to defer decisions to superiors, and (4) a tendency to impede action with red tape. The proposed alternative to these structures is a permanent committee with elected members to replace department heads, thus allowing participation in decision-making by those most closely involved with the problem and implementation of any solution. Organizational charts for each structure and a bibliography are included. (MB)