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ERIC Number: ED110686
Record Type: RIE
Publication Date: 1975-Feb
Pages: 16
Abstractor: N/A
Reference Count: 0
ISBN: N/A
ISSN: N/A
Managing the Context of Work. Professional Paper No. 1-75.
Olmstead, Joseph A.
People function within situational contexts, and these contexts define and limit behavior. An organization is a very important context and, accordingly, produces potent forces which circumscribe and channel the activities, attitudes, and motivations of personnel. For this reason, both individual and group behavior within an organization is simply not the same as that outside of it. Carried over to management, this suggests that the first thing of which a manager must become aware is that behavior in organizations is usually the result of numerous determinants, many of which will have their source in the work context. To neglect context factors can only cause a manager to misunderstand the problem and take the wrong course for its resolution. Fortunately, the work context is one thing that can be greatly influenced and controlled by managers. The major point of this discussion is that many problems that lead to serious interference with organizational effectiveness have their sources in the failures of organizational leaders to provide work-context conditions that are most conducive to effective performance. Three general factors that control performance in every organization are: effective management, effective leadership, and effective training. (Author/PR)
Publication Type: N/A
Education Level: N/A
Audience: N/A
Language: N/A
Sponsor: Social and Rehabilitation Service (DHEW), Washington, DC.
Authoring Institution: Human Resources Research Organization, Alexandria, VA.
Note: This paper is an adaptation of portions of another volume produced by the author