Organisational Behaviour: The Australian Context |
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Page 127
... work . The insurance company believes that the job redesign has led to improvements in staff morale , work flow and productivity , and has resulted in a more efficient service to clients . Another organisation which has adopted a dual ...
... work . The insurance company believes that the job redesign has led to improvements in staff morale , work flow and productivity , and has resulted in a more efficient service to clients . Another organisation which has adopted a dual ...
Page 186
... job redesign would make the supervisory role redun- dant were overcome when it was recognised that the role of the supervisor had to be reshaped in order to adapt to organisational changes . 28 In Australia , the neglect of supervisory ...
... job redesign would make the supervisory role redun- dant were overcome when it was recognised that the role of the supervisor had to be reshaped in order to adapt to organisational changes . 28 In Australia , the neglect of supervisory ...
Page 187
... job redesign workshop where he observed , at first hand , participative processes of change being used , and then he was later able to see practical results emerging from the cooperation between workers and management . Strategies for ...
... job redesign workshop where he observed , at first hand , participative processes of change being used , and then he was later able to see practical results emerging from the cooperation between workers and management . Strategies for ...
Contents
Approaches to the study of organisations | 3 |
Chapter | 8 |
Occupational stress and work effectiveness | 191 |
Copyright | |
5 other sections not shown
Common terms and phrases
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