TY - CONF T1 - The Impacts of Alternative Dispute Resolution on Workplace Outcomes T2 - Fifty-Seventh Annual Meeting of the Labor and Employment Relations Association Y1 - 2005 A1 - D. B. Lipsky KW - ADR KW - alternative dispute resolution KW - dispute resolution KW - industrial relations KW - organizations KW - research AB -

[Excerpt] We maintain that there is an emerging generation of ADR researchers who are attempting to integrate societal concerns with macro- and micro-organizational perspectives. The newest generation of researchers is doing a better job of bridging the gap between practice and research and of building and testing empirical models based on sound theory. The papers we have heard at this session represent advances in ADR research that fulfill the hopes and expectations that Avgar and I expressed in our earlier paper.

JA - Fifty-Seventh Annual Meeting of the Labor and Employment Relations Association L2 - eng UR - http://digitalcommons.ilr.cornell.edu/conference/28/ ER - TY - BOOK T1 - Organizational Culture in Action: A Cultural Analysis Workbook Y1 - 2005 A1 - Driskill, G. W. A1 - Brenton, A. L. KW - culture KW - diversity KW - leadership KW - organizational culture KW - organizations KW - qualitative research KW - research AB -

This book is a practical guide to “reading” the culture of organizations and to understanding the implications of culture for organizational effectiveness. Sharing their experiences from over 25 years of consulting and teaching, the authors make the process of cultural analysis practical and applicable. Beginning with an explanation of the theories of organizational culture, the book provides guidance on collecting information, leading students through qualitative research methods of observation, interviewing, and analyzing written texts. Students come away equipped to apply cultural insights to fostering diversity, supporting organizational change, making leadership more dynamic, understanding the link between ethics and culture, and achieving personal growth. (publisher's statement)

PB - Sage Publications CY - Thousand Oaks, Calif. SN - 1412905605 9781412905602 L2 - eng N1 - ID: 56334030 ER - TY - CHAP T1 - The Concept of Formal Organization T2 - Classics of Organizational Theory Y1 - 1987 A1 - P. Blau A1 - Scott, R. ED - Shafritz, J. M. ED - Ott,S. J. ED - Jang, Y. S. KW - formal organization KW - negotiating KW - organizational behavior KW - organizational sociology KW - organizations AB -

[Excerpt] Social organization refers to the ways in which human conduct becomes socially organized, that is, to the observed regularities in the behavior of people that are due to the social conditions in which they find themselves rather than to their physiological or psychological characteristics as individuals....Since the distinctive characteristics of these organizations is that they have been formally established for the explicit purpose of achieving certain goals, the term ‘formal organization’ is used to designate them.
 

JA - Classics of Organizational Theory PB - Dorsey Press CY - Chicago L2 - eng ER - TY - BOOK T1 - The Logic of Collective Action: Public Goods and the Theory of Groups Y1 - 1971 A1 - Olson, M. KW - collective action KW - economics KW - labor unions KW - organizational behavior KW - organizations KW - public goods AB -

This book develops an original theory of group and organizational behavior that cuts across disciplinary lines and illustrates the theory with empirical and historical studies of particular organizations. Applying economic analysis to the subjects of the political scientist, sociologist, and economist, Mancur Olson examines the extent to which the individuals that share a common interest find it in their individual interest to bear the costs of the organizational effort.

The theory shows that most organizations produce what the economist calls “public goods”—goods or services that are available to every member, whether or not he has borne any of the costs of providing them. Economists have long understood that defense, law and order were public goods that could not be marketed to individuals, and that taxation was necessary. They have not, however, taken account of the fact that private as well as governmental organizations produce public goods.

The services the labor union provides for the worker it represents, or the benefits a lobby obtains for the group it represents, are public goods: they automatically go to every individual in the group, whether or not he helped bear the costs. It follows that, just as governments require compulsory taxation, many large private organizations require special (and sometimes coercive) devices to obtain the resources they need.

This is not true of smaller organizations for, as this book shows, small and large organizations support themselves in entirely different ways. The theory indicates that, though small groups can act to further their interest much more easily than large ones, they will tend to devote too few resources to the satisfaction of their common interests, and that there is a surprising tendency for the “lesser” members of the small group to exploit the “greater” members by making them bear a disproportionate share of the burden of any group action.

All of the theory in the book is in Chapter 1; the remaining chapters contain empirical and historical evidence of the theory’s relevance to labor unions, pressure groups, corporations, and Marxian class action. (from Amazon.com)

PB - Harvard University Press CY - Cambridge, Mass. SN - 0674537513 9780674537514 L2 - eng ER - TY - BOOK T1 - Union Democracy: The Internal Politics of the International Typographical Union Y1 - 1956 A1 - S. M. Lipset A1 - Trow, M. A1 - J. S. Coleman KW - democracy KW - International Typographical Union KW - Iron Law of Oligarchy KW - organizational studies KW - organizations AB -

A study of the conditions affecting democracy and oligarchy in private organizations. It is based on the situation in the International Typographical Union, the most democratic labor organization in North America at the time of the research in the early 1950s. Survey results showed that the behavior of individuals could be related to the characteristics of groups and their leaders.
 

PB - Free Press CY - New York L2 - eng ER -