of Human Resource Management‚ increasingly more enterprises have attached great importance to the relationship between employees and employers‚ which is‚ put into professional terms‚ psychological contract. This concept was first introduced by Argyris in 1960 and has experienced several changes over the subsequent 50 years. However‚ what are the key factors that affect changes in the psychological contract? Personally‚ the fierce competition caused by globalisation is more important than the other
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# 5 - Complex Man This management style is a critique on all the previous management styles. It believed in Safety Culture. Propounded by EH Schein in the 1960s‚ safety culture was developed because: No single management style can succeed in improving the performance of all workers. The motives of an individual may be extremely complex and liable to change over time. A high level of satisfaction does not necessarily lead to increased productivity (the other way round?). Further‚ it was also
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References: Argyris‚ C and Schon‚ D. (1996) Organizational Learning II‚ Addison-Wesley‚ Reading. Cohen‚ S.G. & Ledford‚ S.G. (1994) ‘The effectiveness of self managing teams: A quasi-experiment’‚ Human Relations‚ 47(1)‚ 13 -43. Emery‚ F. (1974) ‘Educational paradigms’‚ Unpublished Paper. Emery‚ F. and Trist‚ E. (1965) ‘The causal texture of organizations’‚ Human Relations‚ 18‚ 21-32. Hase‚ S. and Davis‚ L. (1999)
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References: 1. Argyris‚ C. (1980). Overcoming organizational defences. 2. Bartunek‚ J. M.‚ Moch‚ M. K. 1987. First-order‚ second-order‚ and third-order change and organization development interventions: a cognitive approach. Journal of Applied Behavioral Science. 23:483-500
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(2000). Organizations: Behaviour‚ Structure‚ Processes. (10th ed.). New York: McGraw-Hill. Manetje‚ O.‚ Martins‚ N. (2009). The relationship between organisational culture and organisational commitment. Southern African Business Review‚ 13 (1)‚ 87-111. Schein‚ E.H. (1990). Organizational Culture. American Psychologist‚ 45(2)‚ 109-119. Davidson‚ G.‚ Coetzee‚M.‚ Visser‚ D. (2007). Organisational culture and financial performance in a South African investment bank. SA Journal of Industrial Psychology‚ 33(1)
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References: Argyris‚ C. and D.A. Scon. (1974). Theory in practice: Increasing professional effectiveness Bolman‚ L. and T. Deal (1974). Reframing organizations. San Francisco: Jossey-Bass. Deal‚ T. and K.D. Peterson. (1991). The principal’s role in shaping school culture
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1990; Kleiner 1996; Wheeler 2008). As Edgar Schein commented: There is little question that the intellectual father of contemporary theories of applied behavioural science‚ action research and planned change is Kurt Lewin. His seminal work on
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References: Abrahamson‚ E. (2004)‚ Change without Pain: How Managers can Overcome Initiative Overload‚ Organisation Chaos and Employee Burnout‚ Harvard Business School Press‚ Boston‚ MA. Argyris‚ C. (1999)‚ On Organisation Learning‚ Blackwell Publishing‚ London. Argyris‚ C. and Schon‚ D.A. (1974)‚ Theory in Practice: Increasing Professional Effectiveness‚ Jossey-Bass‚ Inc.‚ New York‚ NY. Christensen‚ C.M. (1997)‚ “Making strategy; learning by doing”‚ Harvard Business Review‚
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the management and organizational behavior literature. The theory has influenced the writings of many prominent authors in the field of management and organizational behavior (e.g.‚ Davis‚ 1946; Viteles‚ 1953; Leavitt‚ 1964; McGregor‚ 1960; Argyris‚ 1964; Schein‚ 1965). Furthermore‚ the theory has provided an a priori conceptual framework to explain diverse research findings (Miner & Dachler‚ 1973). Such widespread acceptance of the Need Hierarchy Theory is rather
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References: Argyris‚ C. (1960): Understanding Organizational Behavior. Dorsey Press Inc: Homewood. Ball‚ K. (2002): Elements of surveillance: a new framework and future directions. Information‚ Communication and Society‚ 5(4)‚ 573-590. Ball‚ K. and Wilson‚ D. C. (2000): Power
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