Organisational Behaviour: The Australian Context |
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Page 67
... ment to each other within or outside the work situation . Another important influence on the environment of a group is assumptions made by management about the nature of employees . If a ' rational economic ' view is favoured , the ...
... ment to each other within or outside the work situation . Another important influence on the environment of a group is assumptions made by management about the nature of employees . If a ' rational economic ' view is favoured , the ...
Page 213
... ment of the economic and employment effects of technological change . In general , however , the government tended to highlight the more nebulous generalisations made by CITCA and to ignore many of the specific recommen- dations for ...
... ment of the economic and employment effects of technological change . In general , however , the government tended to highlight the more nebulous generalisations made by CITCA and to ignore many of the specific recommen- dations for ...
Page 248
... ment . 12 It is apparent that Australian organisations will not respond easily to changes suggested by overseas models which threaten local values . The Swedish model encountered resistance partly because of its emphasis on group ...
... ment . 12 It is apparent that Australian organisations will not respond easily to changes suggested by overseas models which threaten local values . The Swedish model encountered resistance partly because of its emphasis on group ...
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