By Alex Haslam

Alex Haslam has completely revised and up to date his ground-breaking unique textual content with this new version. whereas nonetheless preserving the hugely readable and fascinating form of the best-selling First version, the writer offers wide reports and opinions of significant subject matters in organizational psychology - together with management, motivation, verbal exchange, determination making, negotiation, strength, productiveness and collective motion - during this completely revised variation.

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Extra resources for Psychology in Organizations

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A second complicating factor was the role of group memberships in determining an individual’s satisfaction with, and enthusiasm for, their work. Where Taylor had argued that groups were an impediment to performance and that their influence needed to be minimized, Münsterberg (1913) noted that groups could make a positive psychological contribution to the workplace by ‘enhanc[ing] the consciousness of solidarity amongst the labourers and their feelings of security’ (p. 234). qxd 3/12/04 8:46 PM 8 Page 8 Psychology in Organizations shown two grey cards, each with about 100 white dots on them.

P. 79) An emphasis on this social dimension, and on the important contribution of groups to organizations, is the primary strength of the human relations paradigm. By pointing to the capacity of group life to transform the behaviour and psychology of individuals it also undermines other approaches at the very point where they appear to be strongest. Yet this approach offers little analysis of psychological process in return, and this is one major reason why its impact has not been as dramatic as might be expected.

The only hypothesis that fitted with the data suggested that experimental interventions had some social impact in communicating information about a changing state of relations between the management and the workers. It was not the content of change that mattered but the fact that the process of change itself redefined managers and workers as collaborative participants in a common venture. In order to examine this hypothesis, in a second phase of investigation, the researchers conducted an extensive open-ended interview programme.

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