Analysing Organisations by Sandra Dawson (auth.)

By Sandra Dawson (auth.)

For scholars who have to increase their figuring out of agencies and the folk in them. it's also suitable to those that are starting a expert learn of companies, rather because it is helping to bridge the space among idea and perform. it truly is totally revised and updated.

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Individuals bear the imprint of social influences and some, especially those with strong power bases, also leave their mark on the organisational context. For example , the software engineer, commanding scarce intellectual resources, can significantly alter his job requirements and possibly fundamentally affect strategic developments in the firm. This is unlikely to be an option for the routine accounts clerk who may feel capable of doing a more advanced job 26 A Framework for Organisational Analysis but who is unable to prove this by reference to external sources and so will probably fail to get promotion when placed in competition with someone else with proven qualifications and experience.

Behaviour and attitudes are modified by what is learned from and expected by other significant people. The modification can be in terms of either conformity or nonconformity, depending on whether or not the significant people are abhorred or valued. Attitudes are thus 'built up' through more or less integrated layers of experience, with a tendency for people to select those parts of experience and value which conform to present views. Sources of variation and change in attitudes Whatever the strength of social pressures, individuals still retain some quintessential individuality.

Locals display strong allegiance to their employing company and are less likely to be mobile, whereas cosmopolitans have greater allegiance to their professional group and are more likely to be mobile. This suggests that one could expand Goldthorpe's typology to include a fourth 'cosmopolitan' approach which is characteristic of people expecting to achieve significant extrinsic and intrinsic rewards from their work and who refer to their professional colleagues, both within and outside their employing organis ation , for support and identification .

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