Organisational Behaviour: The Australian Context |
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Page 129
... supervisors M S S S Operators A B C Social system Tasks Inputs W Technical system Machines , equipment Outputs Work ... supervisor , who is responsible for the performance of the section in regard to the quantity and quality of ...
... supervisors M S S S Operators A B C Social system Tasks Inputs W Technical system Machines , equipment Outputs Work ... supervisor , who is responsible for the performance of the section in regard to the quantity and quality of ...
Page 162
... supervisors and staff . 33 One of the main differences between the Nylex approach and the stand- ard form of MbO is ... supervisor and employee as a joint exercise . The principal aim of the Mbo scheme is to involve each employee ...
... supervisors and staff . 33 One of the main differences between the Nylex approach and the stand- ard form of MbO is ... supervisor and employee as a joint exercise . The principal aim of the Mbo scheme is to involve each employee ...
Page 186
... supervisor's traditional role in the workplace . A national survey of supervisory - level training by Gilmour and Lansbury revealed that attitudes are changing among younger supervisors , but significant efforts are needed to achieve ...
... supervisor's traditional role in the workplace . A national survey of supervisory - level training by Gilmour and Lansbury revealed that attitudes are changing among younger supervisors , but significant efforts are needed to achieve ...
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