Industrial Organizations and Health

Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1969 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.

Frank Baker, Peter J. M McEwan, Alan Sheldon

I: Section A The industrial organization and the employee; I: Introduction; 1: The personal system and the sociocultural system in large-scale organizations; 2: A programmatic approach to studying the industrial environment and mental health; 3: A conceptual scheme for organizational analysis; 4: Reciprocation; 5: Individual actualization in complex organizations; 6: Organizational management of conflict; II: Section B Health behavior and industrial work; Introduction; 7: Occupational mental health; 8: Response Factors in Illness; 9: Medicine in industry; 10: Psychopathology and occupation; 11: The relation of group morale to the incidence and duration of medical incapacity in industry; 12: The accident process; 13: Background and organizational factors in absenteeism; 14: A consideration of industrial accidents as a means of withdrawal from the work situation; 15: The social environment and mental health; III: Section C Human problems of the industrial work organization; Introduction; 16: Frustrations in industrial work; 17: Goal-striving, social status, and mental disorder; 18: Demotion in industrial management; 19: Mental-health implications of aging in industry; 20: Automation and the division of labor; IV: Section D Employee orientations to work; Introduction; 21: Properties of organization structure in relation to job attitudes and job behavior; 22: Organizational structure and employee morale; 23: Some effects of organization size on member attitudes and behavior; 24: Positive and negative motivations toward work; 25: The problem of work alienation; V: Section E Planning and changing the organizational environment; Introduction; 26: What are your organization's objectives?; 27: The sociotherapy of the enterprise; 28: Theory and method in applying behavioral science to planned organizational change; 29: Changing behavior through cognitive change; 30: Approaches to managing conflict; 31: Secondary prevention of job-disruption in industry