Structure of Work in the American Economy

In the 1990s, organizations must develop structures and systems which will permit them to integrate often conflicting demands. One set of often conflicting demands pits employee pressures for changes in the standard 40hour per week, eighthour per day work week against demands for increased

productivity. A change in the standard work week need not lead to productivity reductions. The effect of such a change on productivity will depend largely on the structure of the new system, and how well the characteristics of the new system meshes with organizational requirements. An ill considered, hasty change, however, could potentially cause a serious deterioration in productivity. On the other han

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ld cause an organization to tend to either overlook or to downplay the lower order needs (which include compensation in a modern industrial society). Acceptance of the Herzberg theory would cause an organization to continue to address needs such as compensation, without, however, placing a primary motivational emphasis on them. The Application of Power in Organizations Power is a concept with which organizational behaviorists have long been concerned (McDermott, 1985). The use of power within organizations is most often perceived as a practice employed by one individual to overcome the resistance of another, as a means of attaining an organizational goal (Pfeffer, 1981). In the context of this perception, power differences are thought to create problems within organizations, because such power differences lead to the development of organizational conflicts (Tjosvold, 1985). 7 Conflicts are typically thought to be essential, as a means of providing a setting where power many be employed (Lawrence, and Lorsch, 1986). This assumption is, to a degree, paradoxical, in that power differences are also thought to be one cause of organizational conflict. Nevertheless, the typical train of thought is that the use of pow
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Approximate Word count = 2734
Approximate Pages = 11 (250 words per page)

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