Organizational behavior: Theory and application
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Homewood, Ill.
Irwin
1969
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| Schriftenreihe: | Irwin-Dorsey series in behavioral science.
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 807 S. |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | Table of contents PART I. 1. HISTORICAL AND THEORETICAL BACKGROUND ... 1 The nature of our field of study.................................................... 3 Forerunners: Taylor and Weber. U.S. social science origins. Ushering in the modern period. Expansion and diversification. Event-process analysts. The social structuralists. Organizational surveyors. Group dynamicists. Decision-making theorists. Psychiatric analysts. Technological structuralists. Where do we stand now? Prospects for the field. Introducing the author. 2. Strategies of research.......................................................................... 25 Broad comparative studies. Experimental studies. Interviewobservational methods. Interviewing and observation: possi bilities. Interviewing and observation: limitations. The ques tionnaire survey: possibilities. The questionnaire survey: limitations. Conclusion. 3. The structuring of the work environment..................................... 55 Technology and work flow. Work flow and the nature of the job. Impact of technology on formal organization structure. Specific determinants of structure. On formal versus informal organization. Job placement and mobility systems. The com pensation system. Describing and evaluating jobs. Rate setting for incentive systems. Predictability and programming. On the progress of scientific thinking. On the implications of structur ing. PART II. 4. FRAMEWORK FOR ANALYSIS................................................... 87 Interactions and activities ........................................................... 91
Micro-interaction and the cronograph. Personality and organ ization. Foremen in interaction. Vertical or horizontal inter actions. Relating activities to interaction. Leaders and followers. Leadership and status. Aspects of activities. Summary and conclusions. Social implications. 5. Sentiments and symbols............................................ ....... The nature of sentiments. The framework of time. The invest ment-rewards relationship. Social relativity. Other ways of ix 128
Table of contents j^ggL»i=aaasS Summary and conclusions. 6. Transactions.............................................................................. 147 1. Positive exchange. 2. Trading. 3. Joint payoff. 5. Negative exchange. 6. Open conflict. 7. Bargaining.Oyлап tendencies. How are transactional values determined? What is power? On identifying transactional types and measuring values. Level of analysis. Transactions in relation to IAb. bummary and conclusions. PART 111. 7. GROUPS AND INTERGROUP RELATIONS................................. Groups: membership and structure................................................. The Nortons. “Banana time.” One department, many groups. Ethnicity and group pressures. Summary and conclusions. 8. Groups: offense and defense................................................................. 1. Bulldogs versus Red Devils. 2. The Esso intergroup experi ments. 3. The work group versus management. 4. The problem of the grinders. 5. The case of the steel containers. Summary and conclusions. PART IV. 9. INDIVIDUAL AND GROUP IN THE ORGANIZATION CONTEXT................................................................................................. 229 Supervisor, waitress, and the work group......................................... 231 Status and mobility opportunities. Ellen Geiger’s story. Ann Lindstrom’s story. Ann’s initial adjustment to Chandler’s. Ann and her friends under pressure. Ann prepares to quit. Aftermath of Ann s departure. Analysis of the case. Summary and conclusions. 10. Group leader, work group, and
management................................. 252 Historical perspective. Team composition and work operations. Work flow problems. Management-worker relations. Working conditions and the job itself. The card-ranking method. Jack Carter’s card sort. Quantitative measures of leadership. Team leadership, Carter style. How did Jack Carter get that wav? bummary and analysis. J 11. Man, group, and process . The man who walked off the job. Technology and process, Personal and organizational history. The union drive. Sloan’s 277
Table of contents last six weeks. How analyze the case? 1. Sloan’s rapid rise. 2. Reactions to blocked progress. 3. Failure of group efforts. 4. The final six weeks. 5. The final day. General conclusions on Sloan. Technology, work process, and symbols. PART V. 12. VERTICAL RELATIONS........................................................... 301 The first-line supervisory position............................................ 303 “The” foreman does not exist. The changing nature of foreman positions. Moving up from worker to foreman. The collegetrained foreman. Status symbols in the supervisory relationship. Status and positive exchange transactions. Communication, interaction, and the initiation of activities. Summary and con clusions. 13. Supervision, morale, and productivity............................................ 318 Does virtue pay off? Differences in supervisory jobs. “General” versus “close” supervision. The programming of behavior. Participation management. Conceptual clarification. Conclu sions. 14. The supervisor in the social system .............................................331 From success to failure. Technology and work flow. Vertical and nonvertical relations. 1947-48: The pattern of success. What changed? 1949-50: The pattern of failure. Views of steward and foreman. Walker’s transactional deficit. General conclusions. PART VI. 15. LATERAL AND DIAGONAL RELATIONS..............................347 Maintenance and operating organizations.....................................349 The standardization program. The area coordination system. The struggle at Milo.
Conclusions. 16. Cost control, production, and people............................................ 368 What do budget symbols mean to people? Problems with budg ets. The impact on people. The budget-making process. Sum mary and conclusions. 17. The role of the personnel man....................................................379 The evolution of the personnel department. How to organize the personnel department. The nature of personnel functions. Personnel counseling. Training. The personnel man as human relations consultant. Summary and conclusions. xi
Table of contents xii 18. Patterns of lateral and diagonal relations..................................... 399 1. Work flow. 2. Buy-sell relationships. 3. Service relationships. 4. Scheduling. 5. Auditing and standard setting. 6. Stabilization. 7. Advisory relationships. Combinations, natural and unnatural. Lateral or diagonal relations? Changing work flow and status relations. Power and performance. Summary and general con clusions. PART VII. UNION-MANAGEMENT RELATIONS..................................... ąi/ 19. Enter the union..................................................................................... 1. The union organization drive at Ні-Test. In the “good old days.” The company union. The Masters crack-down. Ղ he situation at Ні-Test. New supervision at Ні-Test. The cam paign. Local management’s counteroffensive. The farewell party. Negotiating for the company union. Management S eleventh-hour effort. Analysis. Long-run changes. Changes in interpersonal relations. 2. Symbolism for changing management sentiments. Summary and conclusions. 20. The evolution of union-management relations..............................457 The rise and fall of Frank Vitucci. The decline of the steward. The union meeting. How much centralization? The meaning of grievances. The evolution of rules. Loyalty: dual or divided. Conclusion. 21. Work unit cohesion and militancy......................................................479 1. Smelting versus chemical division. The case of the caustic plant. Post-war adjustments. The new management approach: 1953-57. Conflict cases. Analysis. 2.
The rise and fall of the grinders. The environment. The social system: 1941. The union enters. The fruits of organization. Technological, physical, and personnel changes. A cut in prices. Management’s new offer. State of the social system. Analysis. 3. The Benton blowing room. Analysis. Summary and conclusions. 22. Patterns in union-management relations....................................... A scheme for analysis. Union-management reciprocity. Prob lems at lower levels. The scheme as a guide to data. Summary and conclusions. The collective bargaining process.................................................... Symbolic equivalence of status. Attacking the man who isn’t there. Encouraging fuU expression. Building a pattern of agree ment. Safety valves. Symbolism of common interests. Making the institutional framework clear. The role of the international
Table of contents xiii representative. Getting the contract accepted. Launching the agreement. The problem of manipulation. Conclusion. PART VIII. INTRODUCING CHANGE........................................................... 559 24. On introducing change...................................................................561 1. Changing work team composition. Introducing a new prod uct. Making the Amicon tube. Automation and the new IRR. Summary and conclusions. 25. Changing organizational size, composition, and character . . 571 1. Size and structure: a restaurant case. 2. The evolution of the Electrical Equipment Company. 3. Changing ethnic composi tion. 4. Changing organizational character. 5. Symbols and the introduction of change. Summary and conclusions. 26. The industrial research laboratory............................................ 595 Grafting on the research function. Scientist or administrator? Management policies. Who chooses the problem? Differences between lab and shop. The supervisor as lab group representa tive. A new strategy for supervisor-subordinate relations. Little man versus big company. Summary and conclusions. 27. The development process.................................................................. 619 The race to develop radar. Downstream and upstream rela tions. Coordination through liaison positions. Coordination through authority. Coordination through restructuring inter actions. Coordination through negotiation. Coordination through group discussion. Role and functions of the engineer. Forms of engineering organization. Instability of
work groups. Engineers as internal entrepreneurs. Summary and conclusions. 28. Managerial succession........................................... ....... . . 640 Framework for analysis. 1. Chandler’s Restaurant. 2. The Gyp sum case. 3. The automotive assembly case. 4. The precision manufacturing case. General conclusions. On the nature of succession. 29. On the meaning of delegation...........................................................673 Measuring delegation. The picture two years later. What ac counts for the changes? Conclusions. 30. The decision-making process........................................................... 685 The traditional approach. The impact of information. The Bay of Pigs. On the indeterminacy of facts. Structural effects. The decision maker as hero. Choosing a dean. Feedback or justifica-
Table of contents tion? Implications for administrative action. Summary and conclusions. PART IX. 31. 705 PROGRESS REPORT . What have we learned so far?........................................................... The process of learning what was not true. The human rela tions movement. Bringing in technology, work flow, and formal organization structure. The end of human relations? Standards for assessing progress. Summary and conclusions. 32. An intercultural context for organizational research . The selection of cases. Dimensions of comparison. 1. Peru. 2. Japan. 3. The United States. On the pitfalls of oversimplifi cation. Conclusions and implications. 33. On the application of behavioral science research in organizations........................................................................................764 Intervention strategies. Lessons learned. On the establishment of organizational research inside organizations. Case A: West ern Electric Company. Case B: from research program to operating program. Case C: who is carrying the ball? Case D: the expendable program. Case E: basic is best. Case F : from small beginnings. Lessons from the cases. Problems of recruiting and maintaining research talent. Prospects for organizational behavior research in industry. INDEXES . 787 Index of cases . Index of subjects 789 . . 791
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| spelling | Whyte, William Foote 1914-2000 Verfasser (DE-588)119219042 aut Organizational behavior Theory and application William Foote Whyte* Homewood, Ill. Irwin 1969 XIV, 807 S. txt rdacontent n rdamedia nc rdacarrier Irwin-Dorsey series in behavioral science. Administración Comportement organisationnel Gestion Organisation Organizational behavior Management Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 s DE-604 Organisationsverhalten (DE-588)4285859-8 s Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=001289230&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Whyte, William Foote 1914-2000 Organizational behavior Theory and application Administración Comportement organisationnel Gestion Organisation Organizational behavior Management Organisationssoziologie (DE-588)4043788-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4043788-7 (DE-588)4285859-8 |
| title | Organizational behavior Theory and application |
| title_auth | Organizational behavior Theory and application |
| title_exact_search | Organizational behavior Theory and application |
| title_full | Organizational behavior Theory and application William Foote Whyte* |
| title_fullStr | Organizational behavior Theory and application William Foote Whyte* |
| title_full_unstemmed | Organizational behavior Theory and application William Foote Whyte* |
| title_short | Organizational behavior |
| title_sort | organizational behavior theory and application |
| title_sub | Theory and application |
| topic | Administración Comportement organisationnel Gestion Organisation Organizational behavior Management Organisationssoziologie (DE-588)4043788-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Administración Comportement organisationnel Gestion Organisation Organizational behavior Management Organisationssoziologie Organisationsverhalten |
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