Advertisement

Systems design in an unstable environment

  • Enid Mumford
Chapter
Part of the Information Systems Series book series

Abstract

This chapter considers the changes in employment contracts and the deterioration in employeremployee relationships in recent years.It asks if an ethical approach which takes account of staff needs and interests can reverse the present unsatisfactory situation. It discusses the role that a humanistic systems designer might play in this reversal.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 1. Gharajedaghi, J. and Geranmayeh, A. ‘Performance criteria as a means of social integration’ in J.M. Chouktown and R.M.Snow (eds), Planning for Human Systems, University of Pennsylvania Press, 1992.Google Scholar
  2. 2. Bauman, Z., Post-modern Ethics, Blackwell, 1993.Google Scholar
  3. 3. Whyte, W.H., Organization Man, Cape, 1957.Google Scholar
  4. 4. Townsend, P., ‘The rich man in his castle’ in British Medical Journal Vol. 309, 1674-1675, 1994.Google Scholar
  5. 5. Barrell, R. (ed.), The UK Labour Market, Cambridge University Press, NIESR, 1994).Google Scholar
  6. 6. Doherty, N. Tyson, S. and Viney, C., ‘A positive policy? Corporate perspectives on redundancy and outplacement’, Personnel Review, Vol.22, No. 7, 45-53, 1993.Google Scholar
  7. 7. Garber, J and Seligman, E.P., Human Helplessness, Academic Press, 1980.Google Scholar
  8. 8. Beard, S., ‘The Futures Market’, The Observer Life Magazine, 3.4.94.Google Scholar
  9. 9. Hutton, W., The State We're In, Cape, 1995.Google Scholar
  10. 10. Herzberg, F., Work and the Nature of Man, World Publishing, 1966.Google Scholar
  11. 11. Wickens, P., Speech to IPD Conference, Harrogate, 1994.Google Scholar
  12. 12. Keenoy,T., ‘Performing Somersaults’, The Observer, 18.9.94.Google Scholar
  13. 13. Cooper, C., Times Higher Educational Supplement, 30.12.94.Google Scholar
  14. 14. Parker, I., The Observer, 18.12.94.Google Scholar
  15. 15. Bumand, G., Via Focal Problems, Leadership Limited, 1982.Google Scholar
  16. 16. Gould, S.J., ‘Is a new and general theory of evolution emerging?’ in (ed. F.E. Yates), Self-organizing Systems: The Emergence of order, Plenum, 1987.Google Scholar
  17. 17. Braverman, H., Labour and monopoly Capital, Monthly Review Press, 1974.Google Scholar
  18. 18. McCarthy, Lord. Comment in People Management, 18.5.95.Google Scholar
  19. 19. Graham, P. (ed.) Mary Parker Follett: Prophet of Management, Harvard Business School Press, 1995.Google Scholar
  20. 20. McGregor, D., The Human Side of Enterprise, McGraw-Hill, 1960.Google Scholar
  21. 21. Lindholm, R. and Norstedt, J-P., The Volvo Report, Swedish Employers Association, 1975.Google Scholar
  22. 22. Berggren, C., The Volvo Experience, Macmillan, 1993.Google Scholar
  23. 23. Graham, P., op. cit.Google Scholar
  24. 24. Peters, T., Liberation Management, Macmillan, 1992.Google Scholar
  25. 25. Graham, P., op. cit.Google Scholar
  26. 26. Institute of Personnel Development, People Make the Difference, 1995.Google Scholar
  27. 23. Znanieck, F. The Social Role of the Man of Knowledge, Harper, 1968.Google Scholar
  28. 24. Schon, D., The Reflective Practitioner, Temple-Smith, 1983.Google Scholar

Copyright information

© Enid Mumford 1996

Authors and Affiliations

  • Enid Mumford

There are no affiliations available

Personalised recommendations