Abstract
How a company is organized has a significant impact on the motivation of its employees. In fact, the motivation of employees working in participative team structures differs from that of employees in an organization with several hierarchical levels and strict rules of delegation. In this chapter, we investigate the relationship between motivation and organizational forms. We discuss Taylorism, overlapping group organizations and the profit center organization, and how they affect motivation.
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Further Reading
Taylor, F. W. (1911): The Principles of Scientific Management, New York.
Piore, M. J./Sabel, C. F. (1990): The Second Industrial Divide: Possibilities for Prosperity, reprint edn, New York.
Argyris, C. (1964): Integrating the Individual and the Organization, New York. Herzberg, F./Mausner, B./Snyderman, B. B. ( 1959 ): The Motivation to Work, New York.
Maslow, A. (1954): Motivation and Personality, New York.
McGregor, D. (1960): The Human Side of Enterprise, New York.
Likert, R. (1961): New Patterns of Management, New York.
Likert, R. (1967): The Human Organization: Its Management and Value, New York.
Kaplan, R. S./Atkinson, A. A. (1989): Advanced Management Accounting, 2nd edn, Englewood Cliffs, New Jersey.
Eccles, R. G. (1985): The Transfer Pricing Problem. A Theory for Practice, Lexington, Massachusetts.
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© 2002 Springer-Verlag Berlin Heidelberg
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Frost, J., Osterloh, M. (2002). Motivation and Organizational Forms. In: Frey, B.S., Osterloh, M. (eds) Successful Management by Motivation. Organization and Management Innovation. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-10132-2_6
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DOI: https://doi.org/10.1007/978-3-662-10132-2_6
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-07623-7
Online ISBN: 978-3-662-10132-2
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