Occupational A Practical Guide For Managers 10 potx
Occupational A Practical Guide For Managers_10 potx
... be-haviors are regulated by comparisons of performance and an aspirationlevel presumes that some agreement exists on the organizational goal andvariables for measuring progress along that goal. ... uncertainty of means-ends relationsFoundations 19activities. Such goals are easier to form coalitions around than maximiza-tion goals. Second, the bargainers are unable to calculate the optimalsize ... organizations pursue prof-itability goals, and we will later see that there are good reasons for makingthis assumption as a first approximation. Organizations may have multi-ple goals or goals that...
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Occupational A Practical Guide for Managers_3 potx
... ‘acceptable’ than absence for humanitarian reasons. It is also paid whereas social absence is not. The occupational physician regularly finds that individuals with frequentsickness absences are ... the variation, which ranged from 7Table 6.1 Average number of days of sickness absence94 Occupational health2.4 The fact that the infected health care worker may have died, ormay already have ... know’.Deteriorating health and performance should be dealt with as in thecase of any other chronic disease. Clearly, a point may be reached wherethe level of attendance or performance is unacceptable, andconsideration...
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Occupational A Practical Guide For Managers_3 ppt
... what they need and when. Feedback to managers canfacilitate organisational change.Managing changeNo one denies that human beings prefer the status quo. Therefore, theintroduction of any change ... well-trained managers 70 Occupational healthbehavioural problem which can be controlled by the individual. It is notalways easy for the manager to make a decision as to which of thesesituations prevails. ... there is an occupational health service this should provide a substantial counsellinginput. Organisations with a wide geographical spread and perhaps fewerthan 100 staff on each site are not...
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Occupational A Practical Guide For Managers_7 docx
... 176 Occupational healthRadiationThere is a continually expressed anxiety that display screens emitdamaging ionising and non-ionising radiation. Exhaustive tests by theNational Radiological ... users. The manager of each department should174 Occupational healthreasonably practicable and what is operationally possible in order toavoid hazard to health. Strict interpretation of the ... and for a greater part of, their pregnancy are increasing.Legislation has been enacted making discrimination on the grounds of sexunlawful and affording protection in such matters as pay and...
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Occupational A Practical Guide For Managers_9 doc
... role that occupational health has wantedto highlight as it may be perceived as a tool of management. In this, as inany other aspect of occupational health, the physician has to take a balanced ... medical examination isgenerally a waste of time, many organisations want it and are prepared topay for it. External providers may find it difficult to move an organisationtowards a more proactive ... 6and disabled 146–9European 169–70health and safety 15–17, 28–9,34and HIV/AIDS 86–7 for manual handling of loads192–3and occupational health 205 Occupational Health Provisionat Work (1993)...
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Occupational A Practical Guide For Managers_11 doc
... party. Mass media generate and publish rankings on manyforms of organizational performance, since magazine and newspapersreaders have an interest in rankings in general, and in particular rank-ings ... Organizational Learning from Performance Feedbackavailable information. The information may be biased, such as when in-formation is more readily available for high-performing organizations,but ... measuresthat are less informative but readily available when evaluating the organi-zational performance. The traditional measures of profitability reported36 Organizational Learning from Performance...
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Occupational A Practical Guide For Managers_12 pptx
... when and how the organization will respond.3.3 Aspiration levels and adaptationIs it helpful or harmful for organizations that managers use performancefeedback and aspiration levels to manage ... Organizational Learning from Performance Feedbackas well as other variables such as satisfaction, so it clearly is an alter-native way of making employees pursue given goals (Ashford and Saks1996; ... evaluation and incentive systems thatreward sales managers for sales and other functional managers for theirfunctional goals, leaving top management to worry about how these sub-unit goals all...
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Occupational A Practical Guide For Managers_13 ppt
... measures that do not cap-ture how managers determine organizational risklevels. The image ofthe manager as a solitary decision maker may be accurate for some or-ganizational decisions, but managers ... showed a somewhat higher propensity to riskthan non -managers have, the results suggest that managers acting as man-agers take more risks than managers acting as individuals. Thismay bebecause ... investigated, and measures oforganizational slack and search effort are also available over time. Thus,86 Organizational Learning from Performance Feedbackwith the theory and earlier findings. This was...
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Occupational A Practical Guide For Managers_16 pptx
... Organizational Learning from Performance Feedbackaspiration levels. There is already some evidence that a combination ofperformance feedback and managerial cognition theory can give aspi-ration ... performance can makeperformance feedback dysfunctional. This advice goes against the in-stincts of managers who want frequent performance feedback, and it isalso against rational notions that ... itsbasic assumptions of external agency and in its domain of organizationalfounding and failure, but has later moved towards a greater interest inadaptation processes and in organizational change as...
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Occupational A Practical Guide For Managers_17 pot
... 175make claims on what kind of goal managers will have. Still, it derivesmuch of its relevance for management practice from the fact that man-agers have been paying attention to performance measures ... inves-tigation once they are satisfied with the basic findings, and performancefeedback research could potentially end up as a sprawling affair that seeksto inform a wide range of managerial activities. ... organizational unit to be changed. Sinceorganizationally vulnerable areas are defined to be units with low power,they are the same as areas where changes lead to low organizational risk.Similarly,...
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