Occupational A Practical Guide for Managers 3 potx
Occupational A Practical Guide For Managers_10 potx
... be-
haviors are regulated by comparisons of performance and an aspiration
level presumes that some agreement exists on the organizational goal and
variables for measuring progress along that goal. ... uncertainty of means-ends relations
Foundations 19
activities. Such goals are easier to form coalitions around than maximiza-
tion goals. Second, the bargainers are unable to calculate the opt...
Occupational A Practical Guide for Managers_3 potx
... know’.
Deteriorating health and performance should be dealt with as in the
case of any other chronic disease. Clearly, a point may be reached where
the level of attendance or performance is unacceptable, and
consideration ... the care of children or elderly parents.
Sickness absence is generally more ‘acceptable’ than absence for
humanitarian reasons. It is also paid whereas social absenc...
Occupational A Practical Guide For Managers_3 ppt
... what they need and when. Feedback to managers can
facilitate organisational change.
Managing change
No one denies that human beings prefer the status quo. Therefore, the
introduction of any change ... absenteeism and
accidents, a decrease in activity and an overall deterioration in
work performance and relationships at work.
1 .3 At all times it is important that staff are functioning at...
Occupational A Practical Guide For Managers_7 docx
... 176 Occupational health
Radiation
There is a continually expressed anxiety that display screens emit
damaging ionising and non-ionising radiation. Exhaustive tests by the
National Radiological ... users. The manager of each department should
174 Occupational health
reasonably practicable and what is operationally possible in order to
avoid hazard to health. Strict interpretation of the...
Occupational A Practical Guide For Managers_9 doc
... role that occupational health has wanted
to highlight as it may be perceived as a tool of management. In this, as in
any other aspect of occupational health, the physician has to take a
balanced ... Act
(1988) 109
changes in 6
and disabled 146–9
European 169–70
health and safety 15–17, 28–9,
34
and HIV/AIDS 86–7
for manual handling of loads
192 3
and occupational health 205
Oc...
Occupational A Practical Guide For Managers_11 doc
... measures
that are less informative but readily available when evaluating the organi-
zational performance. The traditional measures of profitability reported
36 Organizational Learning from Performance ... party. Mass media generate and publish rankings on many
forms of organizational performance, since magazine and newspapers
readers have an interest in rankings in general, and in particular...
Occupational A Practical Guide For Managers_12 pptx
... when and how the organization will respond.
3. 3 Aspiration levels and adaptation
Is it helpful or harmful for organizations that managers use performance
feedback and aspiration levels to manage ... Organizational Learning from Performance Feedback
as well as other variables such as satisfaction, so it clearly is an alter-
native way of making employees pursue given goals (Ashford and S...
Occupational A Practical Guide For Managers_13 ppt
... measures that do not cap-
ture how managers determine organizational risk
levels. The image of
the manager as a solitary decision maker may be accurate for some or-
ganizational decisions, but managers ... showed a somewhat higher propensity to risk
than non -managers have, the results suggest that managers acting as man-
agers take more risks than manager
s acting as individuals...
Occupational A Practical Guide For Managers_16 pptx
... Organizational Learning from Performance Feedback
aspiration levels. There is already some evidence that a combination of
performance feedback and managerial cognition theory can give aspi-
ration ... (Levinthal and March 19 93; Useem 1996). Stock options
are suitable for governing a rational and selfish manager, but are far from
ideal for guiding a boundedly rational and well-meanin...
Occupational A Practical Guide For Managers_17 pot
... change.” Academy of Management Journal, 43( 5):
837 –8 53.
Badaracco, Joseph L. 1988. “General Motors’ Asian alliances.” Case no. 9 -38 8-
094. Boston, MA: Harvard Business School.
Bandura, Albert and ... this
explanation with performance feedback. It seems reasonable that man-
agers who adopt an innovation learn it from other organiza
tions
and are
trying to improve organizational performa...
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