Organisational Behaviour: The Australian Context |
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Page 124
... tasks only Limited , no variations Composite Simple and informal Complex : multiple tasks Numerous and great variation b Performance 1 Productive capacity 2 Reliability in meeting targets Medium Low 3 Need for supplementary labour Often ...
... tasks only Limited , no variations Composite Simple and informal Complex : multiple tasks Numerous and great variation b Performance 1 Productive capacity 2 Reliability in meeting targets Medium Low 3 Need for supplementary labour Often ...
Page 128
... tasks are interdependent requires not just job redesign but team building as well . Frederick Herzberg1 has noted ... tasks and in meeting the human needs of their members . 1 Whole tasks : a task must be such that those engaged on ...
... tasks are interdependent requires not just job redesign but team building as well . Frederick Herzberg1 has noted ... tasks and in meeting the human needs of their members . 1 Whole tasks : a task must be such that those engaged on ...
Page 180
... tasks and skills required to carry out the job . This can consequently increase the level of task identity or ... tasks . By increasing the variety of tasks and expanding the time cycle of activities , job enlargement aims to ...
... tasks and skills required to carry out the job . This can consequently increase the level of task identity or ... tasks . By increasing the variety of tasks and expanding the time cycle of activities , job enlargement aims to ...
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