Textbook on the behavioural aspects of business organization and management - discusses organization development, community relations, intergroup relations, work environment, efficiency, productivity, workers participation, Innovation, etc. Bibliographys, illustrations and references.

Publishes in-depth articles on labor subjects, current labor statistics, information about current labor contracts, and book reviews.

This text provides a comprehensive overview of the development of the field of organizational behavior. It covers the foundations of the scientific method, theory development, and the accrual of scientific knowledge in the field.

The book begins with a treatment of the role of science and the nature of theory and research. A discussion of the early origins and history of organizational behavior follows. This is the most comprehensive coverage of how organizational behavior emerged and grew. It presents and evaluates the first generation theorists, whose work began during the first 20 years. The subject matter covered is motivation, leadership, and organizational decision making. The institutional culture of organizational behavior is discussed and a vision for the future of the field is stated. Here the early history and the evidence from the theories are brought together in an effort to assess the identity of organizational behavior and where it might be headed.

Previously, the conventional wisdom about organizations was "If it's not broken, then don't fix it. " Today, the new dictum seems to be "If it works, make it work better. " There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next? Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences.

Completely revised and updated, taking the scientific rigor to a whole new level, the second edition of the Occupational Ergonomics Handbook is now available in two volumes. This new organization demonstrates the enormous amount of advances that have occurred in the field since the publication of the first edition. The editors have brought together