Whether the loci of power are to be found within the rank and file membership or the branch leadership in a British trade union are investigated by focussing upon the decision-making processes attendant upon four decisions. Comparison of the processes characterizing different decisions reveals significant shifts in the loci of power within the branch structure. Some decisions are shown to favour more bureaucratic handling with minimal membership participation, while others tend to draw authority away from the branch leadership. Tendencies to bureaucratic elitism are shown to be inhibited by (a) the leadership's dependence upon membership support for the implementation of many decisions, and (b) ambiguities and tensions in the formal organizational structure which are revealed under conditions of extreme pressure. Attention is also paid to the theoretical issue of whether decision type can be seen to affect organizational structure, or vice versa.
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