Download Analysing Organisations by Sandra Dawson (auth.) PDF

By Sandra Dawson (auth.)

For scholars who have to enhance their realizing of companies and the folk in them. it's also correct to people who are starting a consultant research of enterprises, fairly because it is helping to bridge the distance among conception and perform. it's totally revised and updated.

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Indeed , what is often required at managerial level is the generation of behaviour that is adaptive to changing circumstances . It is a different matter for repetitive jobs closely geared to technology, and this model is probably more appropriate for adaptations at this level. Coch and French (1948) used participatory persuasive techniques successfully to facilitate changes in methods of work and payment in a sewing machine factory. Similarly , successful attitude change was recorded by Lewin (1948) in persuading wartime American housewives to use liver, kidneys and other offal, and by Jaques (1951) in his attempts to improve understanding between different levels in a London engineering works.

Blau (1955) relates how employment agency clerks, when given 'output' targets in terms of the number of applicants whom they saw rather than whom they placed, naturally increased the number of clients seen, while the numbers actually placed decreased . 4 Concluding Remarks This chapter has been concerned to reveal the way in which individual attitudes and behaviour at work are shaped. Interest in this subject is often prompted by a desire to improve individual performance at work : for example, to secure a 'better', 'cheaper' or 'quicker delivered' product.

1, as the example of the accounts clerk suggests. Administrative controls include formal job descriptions and promotion procedures. They also extend to budgetary and standard accounting controls, where tight control is exercised through the establishment of financial targets and limits for fairly small areas of work and organisation. , Edwards, 1979). There is a strong relationship between the specificity of job requirements and types of control. If activities are carefully defined and prescribed, then administrative and technological controls, backed up by hierarchical control, are usually important aspects of the job.

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