Improving organisational effectiveness through organisational analysis

Australian Psychologist

Volumn 32, Issue 3, 1997, Pages 197-201

  Knowles, M C ^a  

^a MONASH UNIVERSITY   (Australia)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0031280968     PISSN: 00050067     EISSN: None     Source Type: Journal    
DOI: 10.1080/00050069708257381     Document Type: Article

References (14)

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4. Gorden, R.L. (1952). Attitude and the definition of the situation. American Sociological Review, 17, 50-58.
5. Levinson, H. (1972). Organizational diagnosis. Cambridge, MA: Harvard University Press.
6. Mayo, E. (1930). Changing methods in industry. Personnel Journal, 8, 326-332.
7. Mayo, E. (1945). The social problems of an industrial civilisation. Cambridge, MA: Harvard University Press.
8. Pheysey, D.C. (1993). Organizational culture: Types and transformations. London: Routledge.
9. Roethlisberger, F.L., & Dickson, W.J. (1939). Management and the worker. Cambridge, MA: Harvard University Press.
10. Roy, D.F. (1955). Efficiency and "the fix": Informal inter-group relations in a piece-work machine shop. American Journal of Sociology, 60, 255-266.
11. Schein, E.H. (1985). Organizational culture and leadership. San Francisco: Jossey-Bass.
12. Taylor, F.W. (1911). Scientific management. New York: Harper & Row.
13. Warner, W.L., & Low, J.O. (1947). The social system of the modern factory: The strike - a social analysis. New Haven: Yale University Press.
14. Weber, M. (1947). The theory of social and economic organization (A.M. Anderson & T. Parsons, Trans.). Oxford: Oxford University Press. (Original work published 1914)