For students who need to improve their understanding of organizations and the people in them. It is also relevant to those who are beginning a specialist study of organizations, particularly as it helps to bridge the gap between theory and practice. It is fully revised and updated.
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Attitudes Motivation and Performance
Interest Groups Objectives and Strategy
A Social Product
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achieve action activities adhocracy administrative analysis appropriate areas argued attitudes batch production behaviour bureaucratic Burns and Stalker Chapter characteristics co-ordination communication complex concerned conflict consensus constraints context contingency theory corporate created culture decision-making decisions different interest discussion dominant effects emphasis employees employment engineers environment environmental environmental scanning example extent factors Figure firms focal organisation formal functional goals HAZOPS hierarchy horizontal integration identified implementation important increase individual industrial influence inputs integration interactions interest groups involved issues Karen Legge labour levels Lorsch managerial motivation objectives operating opportunities outcomes output participants particular parties performance Perrow plant position power distance practice problems production professional programmes rational reflect relations rewards Sabel Sandra Dawson sector secure senior serendipity social specialists standardised strategy structure suggested supervisor suppliers Table Tavistock Institute technical tion trade union uncertainty values workers workforce