Analysing Organisations |
Contents
Attitudes Motivation and Performance | 3 |
Interest Groups Objectives and Strategy | 18 |
Coordination and Control | 40 |
Copyright | |
8 other sections not shown
Common terms and phrases
achieve activities adhocracy administrative analysis appropriate argued associated attitudes batch batch production behaviour bureaucracy Burns and Stalker Chapter characteristics Charles Perrow co-ordination complex concerned conflict constraints context contingency theory control systems corporate decision-making decisions discretion discussion division of labour dominant effects employees employing organisation employment engineers environment equity theories example expectations extent facilitate factors firms focal organisation formal forms of organisation functions goals hierarchy identified important increasing individual industrial influence inputs integration interaction interest groups involved issues Joan Woodward Job enrichment labour levels Lorsch managerial manufacturing mass production motivation objectives operating opportunities organisation structure outcomes output particular performance Perrow plant position problems professional programme relations relationships rewards role sector secure senior social socio-technical systems software engineer specialists standardisation strategy suggested supervisor tasks Tavistock Institute technical tion trade unions uncertainty values Woodward workers workforce