The Changing Culture of a FactoryElliott Jaques Routledge, 4. 7. 2013. - 368 страница Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1951 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection. |
Садржај
3 | |
CHAPTER | 24 |
CHAPTER FIVE Page | 45 |
CHAPTER THREE | 49 |
CHAPTER FOUR | 73 |
Organization and history of the departmentThe nature of the problem | 86 |
The Works CouncilProblems of WorkerManagement | 106 |
Outstanding problems of joint consultation Survey of Works | 149 |
CHAPTER SEVEN | 185 |
CHAPTER EIGHT | 206 |
Background dataSpecial evening meetingsClarification of roles | 238 |
CHAPTER NINE | 249 |
CHAPTER TEN Page | 257 |
CHAPTER ELEVEN | 273 |
CHAPTER TWELVE | 298 |
Role clarification and organizational changeCommunication | 313 |
CHAPTER | 156 |
General impressions of the Works CommitteeTime and cost of joint | 162 |
Blockages in communicationsUnresolved problems of communi | 179 |
Company Policy | 321 |
Factory Standing Order on Policy Governing | 330 |
Друга издања - Прикажи све
Чести термини и фразе
able accepted activities agreed agreement allow asked attitudes authority become behaviour Board body carried Chairman command Committee communications Company concerned consider considerable consultative continue Council criticism decided decisions Department difficulties discussion Division Divisional Managers effect elected executive existing expressed fact factory fears feelings felt firm functions give given Glacier Grade higher immediate important increase individual industrial interest issues joint consultation leader maintain Managers Meeting Managing Director matters means meeting ment methods necessary Officer operatives organization particular person personnel position possible practice present principles problems production proposals question referred regarded relations relationships representatives Research Team responsibility result role sanction Service situation social Staff stewards structure subordinates suggested Superintendents superior supervisors taken task technical trade union wages whole wished workers