A flexitime feasibility analysis model for production oriented organizations
Abstract : The objective of this thesis was to develop a flexitime feasibility analysis model for production oriented organizations. Current literature on flexitime was reviewed to give insight into the background and growth of the flexitime concept. Laws and regulations restricting full utilization of the flexitime system are examined and discussed, as well as the common fears and misconceptions of management, supervisors, and organized labor. Further clarification on analyzing the feasibility of flexitime was gained from interviews with administrators, managers, and employees in organizations utilizing flexitime. In those organizations where genuine employer - employee trust and cooperation abound, the authors noted that few difficulties were encountered in applying or administering the concept of flexitime. Flexitime is not a cure for poor management - labor relations. However, given an organization where progressive management techniques are in practice, flexitime can result in greater employee motivation and higher productivity. (Author)
Flexitime: Some Problems and Solutions
Focuses on solutions to problems concerning flexible hours scheduling. Applicability of flexible hours scheduling; Description of trade-union attitudes toward flexible hours scheduling; Effect of flexible hours scheduling on overtime. (Abstract copyright EBSCO.)
Planned Change in Organization Style Based on the Laboratory Approach.
This study reports the design and results of an effort to change the organization style of a sales unit in a business organization. The learning design was derived from the laboratory approach to organization development, and sought to create a specific kind of social order as well as to provide experience with appropriate skills and attitudes. Changes in organization style were measured with Likert's profile of organizational characteristics. A one-week learning experience helped induce significant changes in self-reports by managers about the style of interpersonal and intergroup relations in their organization, judging from before and after administrations of the profile. The bulk of the learning time was spent in a sensitivity training session, which was intended to prepare subordinates for a confrontation with their superiors concerning the needs of both as they were variously met by their unit's interpersonal and intergroup climate. The entire managerial population was exposed to the learning design, so that there was no control group. Therefore the changes in self-reports can only be tentatively attributed to the experimental design, rather than to random factors or the passage of time.