Employee participation and managerial style (the key variable)

Industrial and Commercial Training

Volumn 30, Issue 5, 1998, Pages 165-170

  Rees, W David ^a   Porter, Christine ^b  

^a University of Westminster's Business School ^*  (United Kingdom)

^b UNIVERSITY OF WESTMINSTER   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84986018802     PISSN: 00197858     EISSN: None     Source Type: Journal    
DOI: 10.1108/00197859810225625     Document Type: Article

References (7)

1. Collard, R. and Dale, B. (1985), “Quality circles: why they break down and why they hold up”, Personnel Management, pp. 28-32.
2. Hofstede, G. (1994), Cultures and Organisations, Fontana.
3. Junkerman, J. (1990), “Life on the fast lane at Detroit”, in Morgan, G. (Ed.), Creative Organization Theory, Sage.
4. Porter, C. (1982), “The effectiveness of employee participation in the NHS (NW Thames Region)”, unpublished MSc (Econ.) thesis, London School of Economics, University of London.
5. Rees, W.D. (1962), “The practical functions of joint consultation, considered historically and in the light of some recent experiences in South Wales”, unpublished MSc (Econ.) thesis, University of London.
6. Rees, W.D. (1996a), The Skills of Management, Ch. 1 (”Managerial escalator”) and Ch. 3 (“Quality circles and total quality management”), International Thomson Business Press.
7. Rees, W.D. (1996b), “The importance of the managerial hybrid”, Industrial and Commercial Training, Vol. 28 No. 7, pp. 5-8.