Organizational Control MechanismsPeople seem to be ``either-or thinkers''; either this must be true or that must be true. As opposed to this there are people who believe that nothing is absolutely true and it is the time and the place which will determine the choice of an idea or a strategy. The approach of this book is opposed to both these extremes and alternatively takes a position which may be termed dialectical. It posits the possibility that both ``X and not X'' may be true at the same time and place. It conceives of social reality in the critical-conflict perspective and presents a model of behaviour control-mechanisms that may be effective in an organizational context. Besides being useful to the managers and union leaders of various government and non-government manufacturing and service organizations it has attempted to steer out a theoretical approach that may be adopted in understanding, predicting and controlling the behaviour of personnel of any hierarchy in a organization. |
Other editions - View all
Common terms and phrases
Allahabad University amongst analysis analysis of variance Authoritarianism authoritativeness authority Autonomy bases of power behaviour control mechanisms bureaucracy coercive power concept conservative and neutral contingencies theory control strategies echelons employees expert power factors Function of Hierarchy groups hierarchy and department India individuals industrial influence Information Power Ingratiation intercorrelations job-routineness job-specificity Journal Kuel labour Legitimate Power machiavellianation and disparagement Management Relations Mean Difference membership ment Mulder need-satisfaction and commitment negative predictor negative reinforcement neutral workers organization Organizational Climate organizational control Pandey participation perceived Personal Consequences Positive Reinforcement positively correlated power and control power bases power distance production and service progressive workers questionnaire Referent Power relationship Results of Stepwise Reward Power rules rules-observation scale service department significant significantly social loafing social power Social Psychology Stepwise Multiple Regression strategies of control structure sub-groups supervisors and linemanagers Table 25 tactics Tannenbaum theory tion trust U.M. Relations union-management relations Vigilance Workers of Union zation