Organisational Behaviour: The Australian Context |
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Page 50
... tions , such as duration of work cycle , noise level , work pace , degree of variety in work tasks . Researchers of a more eclectic persuasion draw distinctions between objective work conditions and perceived work conditions . A produc- ...
... tions , such as duration of work cycle , noise level , work pace , degree of variety in work tasks . Researchers of a more eclectic persuasion draw distinctions between objective work conditions and perceived work conditions . A produc- ...
Page 121
... tions . The open - systems approach , by contrast , recognises that the organisation is in dynamic relationship with its environment and therefore subject to con- stant influence from external factors . One of the first organisation ...
... tions . The open - systems approach , by contrast , recognises that the organisation is in dynamic relationship with its environment and therefore subject to con- stant influence from external factors . One of the first organisation ...
Page 127
... tions clerks were also enlarged by allowing them to provide relief for sales rep- resentatives , thereby extending the range of their contacts . Other innovations included participation in setting sales targets , visits to other Qantas ...
... tions clerks were also enlarged by allowing them to provide relief for sales rep- resentatives , thereby extending the range of their contacts . Other innovations included participation in setting sales targets , visits to other Qantas ...
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