The Reality of Organizations: A Guide for Managers by Rosemary Stewart

The Reality of Organizations: A Guide for Managers by Rosemary Stewart

By Rosemary Stewart

Aiming to aid the training supervisor in any form of association, this booklet discusses and illustrates: the most judgements to be made in constructing or editing a firm; the most typical organizational difficulties; and what will be performed to avoid or right them.

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There may even be a reluctance to be responsible for the canteen as it is more likely to be a source of grievances than of praise. The problem of finding the best place for the computer department in the organization has proved much more complex than that of the canteen. Being a new activity, there was no traditional answer. It is also an activity that can affect a variety of other departments, so there was no obvious departmental home; this is in contrast to other new activities, such as psychological testing, for example, which would clearly be put in personnel.

Eliot D. Chapple and Leonard R. 18ff. Donald E. 243-8. Rosemary Stewart, Choices for the Manager: A Guide to Managerial Work and Behaviour, McGraw-Hill, 1982, PrenticeHall, 1982. 3 How to group activities Jobs in organizations cannot exist in isolation. They have to be related to each other. This is called 'grouping' or, an unappealing word, 'departmentalization'. This chapter is about the different ways in which work can be grouped and the criteria that managers should use to help them decide which is the most appropriate for their circumstances.

He urges the need to try to change organizations so as to provide a more satisfying working environment for people, and to reduce the unproductive activities which result from organizations that are ill suited to people's needs. Friedmann discusses the nature of work, and argues for the merits of job enlargement, describing the experience of some companies who have experimented with it. McGregor attacks the assumptions about human motivation that lie behind much work organization. He distinguishes two opposing management theories about what makes people work and hence what is the best way to organize work - Theory X, the traditional view, and Theory Y.

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