Occupational medicine. Organizational behavior.
Work flow and the administrative processes by which it is controlled are fundamental in shaping the realities of the organization as a system of relationships. Organization is technology in the broadest sense: processes, procedures, policies, controls, formal authority structures, and techniques. Among groups or organizations, it is unusual for changes in sentiment to precede action or organizational rearrangements. Technology and structure must be changed first. This chapter has outlined organizational theory and structures. The components of each have been examined and potential causes of problems identified. Much space has been devoted to understanding group dynamics and behavior. In addition to understanding one's subordinates and peers, the effective manager understands the organizational forces that exist in the workplace. A willingness to listen, communicate, innovate and lead should result in both effectiveness and rewarding experiences for a manager.
Fallon
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Occupational Medicine Program, Columbia University School of Public Health, New York, New York.
D003220:Conflict, Psychological; D006126:Group Processes; D006608:Hierarchy, Social; D006801:Humans; D009787:Occupational Medicine / Q000458:organization & administration; D015279:Organizational Culture; D009937:Organizational Objectives; D010067:Ownership; D010559:Personnel Management / Q000379:methods*; D011057:Politics