Organisational Behaviour: The Australian Context |
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Page 43
... interviews . They claim , with some justification , that such ratings reflect the personality of the raters as much as their own job behaviour . However , their more sober , conservative managers are prone to rate displays of cheerful ...
... interviews . They claim , with some justification , that such ratings reflect the personality of the raters as much as their own job behaviour . However , their more sober , conservative managers are prone to rate displays of cheerful ...
Page 145
... interviews by which subjective meanings may be coded . However , as Perrow notes : it does not direct us to look first for the personnel man to see why many women or few women are hired , or mainly unskilled or skilled people , or ...
... interviews by which subjective meanings may be coded . However , as Perrow notes : it does not direct us to look first for the personnel man to see why many women or few women are hired , or mainly unskilled or skilled people , or ...
Page 165
... interviews and feedback sessions with employees and manage- ment , in order to effect change . The responsibility for implementation of the proposals for change , however , was left to the management . In the example of Gibson Chemicals ...
... interviews and feedback sessions with employees and manage- ment , in order to effect change . The responsibility for implementation of the proposals for change , however , was left to the management . In the example of Gibson Chemicals ...
Contents
Approaches to the study of organisations | 3 |
Chapter | 8 |
Occupational stress and work effectiveness | 191 |
Copyright | |
5 other sections not shown
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achieve action activities arbitration argued attitudes Australian managers authority believe bureaucratic Burns and Stalker cent communication concerned consultant decision economic effective Emery emphasised employees employment enterprise environment example experience factors function goals growth Hawthorne studies human behaviour human relations human relations movement important improve increased individual industrial democracy industrial relations influence involved isation J.R. Hackman job design job enlargement job enrichment job redesign job rotation job satisfaction labour force leader leadership London major Management by Objectives managerial Melbourne ment migrant motivation needs operation organisational change participation patterns performance personality perspective Peter Drucker problems production programme psychological relationships responsibility role scientific management sector shown in Figure skills social society socio-technical systems Spillane stress research style supervisors tasks Tavistock technical technological change theory tions trade unions traditional workers workplace York