Chapter35-OrganizationsandHealthandSafetyPSYCHOSOCIALFACTORSANDORGANIZATIONALMANAGEMENTGunnelaWestlanderThetermorganizationisoftenusedinabroadsense,whichisnotsostrangebecausethephenomenonofan"organization"hasmanyaspects.Itcanbesaidthatstudyingorganizationsmakesupanentireproblemareaofitsown,withnonaturallocationwithinanyspecificacademicdiscipline.Certainlytheconceptoforganizationhasobtainedacentralpositionwithinwhatiscalledmanagementscience—which,insomecountries,isasubjectinitsownrightwithinthefieldofbusinessstudies.Butinanumberofothersubjectareas,amongthemoccupationalsafetyandhealth,therehasalsobeenreasontoponderwhyoneisconsideringorganizationaltheoryandtodeterminewhichaspectsoforganizationtoembraceinresearchanalyses.Theorganizationisnotjustofimportancetocompanymanagement,butisalsoofgreatsignificanceforeachperson’sworksituation,bothinhealthtermsandinrelationtohisorhershort-andlong-termopportunitiesformakinganeffectivecontributiontowork.Thus,itisofkeyimportanceforspecialistsinthefieldofoccupationalsafetyandhealthtobeacquaintedwiththetheorizing,conceptualizationandformsofthinkingaboutsocialrealitytowhichthetermsorganizationandorganizationaldevelopmentorchangerefer.Organizationalarrangementshaveconsequencesforsocialrelationshipsthatexistamongstthepeoplewhoworkintheorganization.Organizationalarrangementsareconceivedofandintendedtoachievecertainsocialrelationsatwork.Amultiplicityofstudiesonpsychosocialaspectsofworkinglifehaveaffirmedthattheformofanorganization"breeds"socialrelations.Thechoicebetweenalternativeorganizationalstructuresisgovernedbyavarietyofconsiderations,someofwhichhavetheiroriginsinaparticularapproachtomanagementandorganizationalcoordination.Oneformcanbebasedontheviewthateffectiveorganizationalmanagementisachievedwhenspecificsocialinteractionsbetweentheorganization’smembersareenabled.Thechoiceofthestructuralforminanorganizationismadeonthebasisofthewayinwhichpeopleareintendedtobelinkedtogethertoestablishorganizationallyeffectiveinterdependentrelations;or,astheoristsofbusinessadministrationtendtoexpresstheidea:"howthegrowthofcriticalcombinationsisfacilitated".Oneoftheprominentmembersofthe"humanrelationsschool",RensisLikert(1961,1967)hasprovidedanenduringideaonhowhierarchical"subsystems"inacomplexorganizationalstructureideallyshouldbelinkedtogether.Likertpointedtotheimportanceofunityandsolidarityamongmembersofanorganization.Here,thejobsupervisor/managerhasadualtask:1.tomaintainunityandcreateasenseofbelongingwithinaworkgroup,and2.torepresenthisorherworkgroupinmeetingswithsuperiorandparallelmanagerialstaff.Inthiswaythebondsbetweenthehierarchicallevelsarereinforced.Likert’s“linkingpinmodel”isshowninfigure35.1.Likertemployedtheanalogyofthefamilytocharacterizedesirablesocialinteractionbetweendifferentworkunits,whichheconceivedasfunctioningas“organizationalfamilies”.Hewasconvincedthattheprovisionbymanagementofscopeandencouragementforthestrengtheningofpersonalrelationsbetweenworkersatdifferentlevelswasapowerfulmeansforincreasingorganizationaleffectivenessandunitingpersonnelbehindthegoalsofthecompany.Likert’smodelisanattempttoachieve“aregularityofpractice”ofsomekind,whichwouldfurtherreinforcetheorganizationalstructurelaiddownbymanagement.Fromaroundthebeginningofthe1990shismodelhasacquiredincreasingrelevance.Likert’smodelmayberegardedasanexampleofarecommended...
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