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Introduction

  • Cary L. Cooper
Chapter
  • 39 Downloads
Part of the Psychology for Professional Groups book series

Abstract

Before we can begin to understand how psychological research and theory can contribute to the skills and performance of managers and those working on behalf of the trade union movement, we must first explore the nature of their roles, functions and activities at work. What overall functions do different managers and trade unionists perform in the course of their normal working week? What are the activities that are common to both groups, and those that are distinct?

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References

  1. Batstone, E., Boraston, I. and Frenkel, S. (1977) Shop Stewards in Action. Oxford: Blackwell.Google Scholar
  2. Brown, W. and Jacques, E. (1965) Glacier Project Papers. London: Heinemann.Google Scholar
  3. Clegg, H.A., Killick, A.J. and Adams, R. (1966) Trade Union Officers. Oxford: Blackwell.Google Scholar
  4. Cooper, C.L. (1979a) Learning from Others in Groups. London: Associated Business Press.Google Scholar
  5. Cooper, C.L. (1979b) The Executive Gypsy. London: Macmillan.Google Scholar
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  9. Torrington, D. and Chapman, J. (1979) Personnel Management. London: Prentice-Hall.Google Scholar

Copyright information

© The British Psychological Society 1981

Authors and Affiliations

  • Cary L. Cooper

There are no affiliations available

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