Most significant organisational changes originate with higher management, and are “pushed through” in one way or another. Resistance from the “lower levels” is usually expected and plans are made to overcome it. The phrase “selling the change” is commonly used to describe a process...

The credibility of the comparisons that are made between wage rates and earnings in supposedly similar jobs is frequently a major factor in collective bargaining in an industry or company. This is so, whatever other arguments are used, such as productivity.

Pilkington Brothers is by any token a highly successful manufacturing company. From its centre in St Helens, Lancashire, this 150‐year old glass company has in the past few decades expanded very rapidly. It is now a large and complex international business. Pilkington have plants in Canada,...

It is useful to distinguish, very broadly, three contrasting approaches to organizational design. The first of these argues, straightforwardly and persuasively, that to design for organizational efficiency, one must begin from a knowledge of the properties of the individual person. The...

In this paper we demonstrate that it is possible, and economical, to design and install self‐regulating pay structures in manufacturing plants (that is to say, fairly typical British manufacturing plants) with the following characteristics:

There are three essential steps in a planned programme of productivity improvement.

It is suggested that change can be more successfully introduced from the bottom up than from the top down. Careful attention to the eeds of subordinates is not enough; the employee must play a major part in decision taking. Detailed knowledge normally resides with those closest to the work,...