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Books on the topic 'Autonomy in the workplace'

Author: Grafiati

Published: 8 March 2025

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1

Nordhause-Janz, Jürgen, and Ulrich Pekruhl. Arbeiten in neuen Strukturen?: Partizipation, Kooperation, Autonomie und Gruppenarbeit in Deutschland. München: Hampp, 2000.

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2

Lindley, Richard. Autonomy. London: Macmillan Education UK, 1986. http://dx.doi.org/10.1007/978-1-349-18428-6.

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3

Sellers, Mortimer, ed. Autonomy. Dordrecht: Springer Netherlands, 2008. http://dx.doi.org/10.1007/978-1-4020-6490-6.

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4

Frankel, Paul Ellen, Miller Fred Dycus 1944-, and Paul Jeffrey, eds. Autonomy. Cambridge, England: Cambridge University Press, 2003.

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5

Frawley, Suzanne. Workplace. Dublin: University College Dublin, 2002.

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6

Muhoho, Njoki. Workplace. Nairobi: Macmillan Kenya, 2007.

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7

Miles, Thurlow, Moss Peter, Forster Richard, and Workplace, eds. Workplace. Sunderland: Art Editions North, 2004.

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8

Irie, Kay, and Alison Stewart, eds. Realizing Autonomy. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230358485.

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9

Matheson, Jonathan, and Kirk Lougheed. Epistemic Autonomy. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003003465.

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10

Hexmoor, Henry, Cristiano Castelfranchi, and Rino Falcone, eds. Agent Autonomy. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-1-4419-9198-0.

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11

Denniston, George C., Frederick M. Hodges, and Marilyn Fayre Milos, eds. Genital Autonomy:. Dordrecht: Springer Netherlands, 2010. http://dx.doi.org/10.1007/978-90-481-9446-9.

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12

Moreno, Alvaro, and Matteo Mossio. Biological Autonomy. Dordrecht: Springer Netherlands, 2015. http://dx.doi.org/10.1007/978-94-017-9837-2.

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13

Clarke, Paul A. B. Autonomy unbound. Aldershot, Hants, England: Ashgate, 1999.

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14

Konigsberg, Amir. Aesthetic autonomy. Jerusalem: The Hebrew University of Jerusalem, Center for the Study of Rationality, 2012.

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15

Kelly, John E., and Chris W. Clegg, eds. Autonomy and Control at the Workplace. Routledge, 2017. http://dx.doi.org/10.4324/9781315267395.

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16

E, Kelly John, and Chris W. Clegg. Autonomy and Control at the Workplace: Contexts for Job Redesign. Taylor & Francis Group, 2017.

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17

E, Kelly John, and Chris W. Clegg. Autonomy and Control at the Workplace: Contexts for Job Redesign. Taylor & Francis Group, 2017.

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18

E, Kelly John, and Chris W. Clegg. Autonomy and Control at the Workplace: Contexts for Job Redesign. Taylor & Francis Group, 2018.

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19

Autonomy and Control at the Workplace: Contexts for Job Redesign. Taylor & Francis Group, 2017.

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20

Randolph, Alan, Kenneth Blanchard, John P. Carlos, Peter Grazier, and John Carlos. Power Up for Team Results 3: Autonomy Through Boundaries. Berrett-Koehler Publishers, 2000.

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21

Allcorn, Seth. Anger in the Workplace. Praeger, 1994. http://dx.doi.org/10.5040/9798400612879.

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Allcorn explores what it means to feel angry at work. Anger has its origins in anxiety that arises from feeling frustrated, humiliated, and threatened at work. Anxiety creates a biological and psychological readiness to act that is guided by whether it is acceptable to feel angry at work. Employees act responsibly if they feel that their anger is acceptable. They may also act in ways that are destructive to self, others, and the workplace if they feel that being angry is not acceptable. Managing the development of anger and its expression in the workplace is an important aspect in designing a better workplace. The book defines anger and aggression by synthesizing biological, psychological, and social perspectives. The social acceptability of anger and the fear that it interferes with judgement and results in aggression are discussed. Sex and gender-based differences in the experience of and expression of anger and aggression are explored. Learning to cope with anger is discussed. If feeling angry is not avoided then owning one's anger, thinking it through, and acting upon it constructively are important. Anger and aggression can contribute to innovation and productivity. The workplace is, however, a contributor to feeling angry because it promotes feelings of helplessness, persecution, alienation, and worthlessness. Hierarchical organization, power and authority relations, leadership styles, and organizational culture contribute to the development of these feelings. Desires for attachment and the fear of abandonment and desires for autonomy and fear of engulfment in the workplace must be managed to avoid anger. The book concludes by reviewing the relationship between anger and organizational dynamics.

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22

Moses, Jonathon W., and Bjørn Letnes. Regulating the Workplace and the Environment. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198787174.003.0009.

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One of the biggest challenges for petroleum-rich countries is the need to balance the economic potential of the natural resource with the threat that exploitation brings to the health and safety of workers and the environment. These regulatory challenges are especially difficult in countries that lack a strong state and administrative apparatus. This chapter examines the challenge of balancing these needs, and how Norway increased regulatory supervision and autonomy after a couple of serious offshore accidents. The result was a unique monitoring system based on the principle of internal control, which relies heavily on international standards and the capacity of the labor movement to monitor and check developments.

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23

Mead-Fox, David Craig. Bewley's Cafes: A study of workplace democracy in the Republic of Ireland ... 1991.

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24

Salzman, Harold, and Stephen R. Rosenthal. Software by Design. Oxford University Press, 1994. http://dx.doi.org/10.1093/oso/9780195083408.001.0001.

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As computers become more and more integral to business and other organizational operations around the world, software design must increasingly meet the social demands of the workplace. This book provides an informative, cogent examination of how various social factors--such as organizational structure, workplace relations, and market conditions--together shape software developers' technical design decisions. Through a survey of major software companies and in-depth case studies of the banking, hospital, and equipment field service industries, the authors identify factors that influence specific design strategies and examine the significant consequences that engineering decisions have on users' work, workplace quality of life, and opportunities for autonomy and skill development. The book concludes with a chapter devoted to exploring how a progressive design approach can improve both the performance and working conditions of an organization. By providing an important empirical study of the social construction of technology, the authors offer an insightful understanding of the challenges inherent in effective software design. The book will appeal to professionals and students in software design, information systems management, computer science, and the sociology of work and technology.

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25

Fitzgerald, Louise. Interprofessional Interactions and their Impact on Professional Boundaries. Edited by Ewan Ferlie, Kathleen Montgomery, and Anne Reff Pedersen. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780198705109.013.7.

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Previous debates on the system of professions predominantly focused on medicine or a single profession. This chapter argues for an examination of the interactions between differing professions/occupations as an alternative approach to analyzing shifting professional boundaries. The chapter explores empirical data on professional interactions across the entire system from the medical profession to unqualified assistants. Two core themes emerge—firstly, minimal role blurring between doctors and nurses, but more substantive workplace blurring between nurses and health care assistants (HCAs); and secondly, significant role merging between doctors and managers with the gradual, variable development of an elite of medical managers. This chapter argues professional interactions are revealing. They illuminate the extent of autonomy of individual professions; and one discovers novel issues of power, professional control and accountability.

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26

Wade, David, Ronald Recardo, Jennifer Jolly, and Charles A. Mention Iii. Teams. Taylor & Francis Group, 2009.

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27

Wade, David, Ronald Recardo, Jennifer Jolly, and Charles A. Mention Iii. Teams. Taylor & Francis Group, 2009.

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28

Wade, David, Ronald Recardo, Jennifer Jolly, and Charles A. Mention Iii. Teams. Taylor & Francis Group, 2009.

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29

Wade, David, Ronald Recardo, Jennifer Jolly, and Charles A. Mention Iii. Teams. Taylor & Francis Group, 2009.

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30

Teams. San Diego: Elsevier Science, 2009.

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31

Courpasson, David. Management as a Practice of Power. Edited by Adrian Wilkinson, Steven J. Armstrong, and Michael Lounsbury. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198708612.013.20.

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This chapter emphasizes the centrality of power to management and organization. Management is a practice of power, framing management as a form of government whereby the conduct of individuals can be influenced and people can create arrangements permitting the distribution of work and responsibilities. It is also a capacity to construct infrastructures of power within which people can accomplish their tasks. Moreover, it is a practice of debate and deliberation around the means, ends and meanings of the workplace. On this basis, the chapter strives to highlight and illustrate the interrelations between management as power and some historical infrastructures within which power is concretely exercised. More specifically, it addresses the fundamental tension between centres and peripheries, suggesting that managing power is mostly about regulating the balance between the autonomy of local actors and the necessities of respecting central rules of operation.

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32

Lindley, Richard. Autonomy. Globe Pequot Press, The, 1986.

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33

Veatch, Robert M., Amy Haddad, and E. J. Last. Autonomy. Edited by Robert M. Veatch, Amy Haddad, and E. J. Last. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780190277000.003.0007.

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This chapter explores the basic ethical principle of autonomy and the related principles of veracity, fidelity, and avoidance of killing. The pharmacist’s role in recognizing and respecting the individual patient’s moral interests is discussed. The chapter addresses the psychological and moral meanings of the principle of autonomy and delineates the elements of a substantially autonomous decision. Circumstances are discussed when it would be morally justifiable to override the actions of a substantially autonomous person. Cases highlight the issues that arise in determining whether a person is substantially autonomous for health care purposes, those posed by external constraints on autonomy, and those that arise in consideration of overriding patient autonomy.

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34

Paul, Ellen Frankel, Fred D. Miller Jr., and Jeffrey Paul, eds. Autonomy. Cambridge University Press, 2003. http://dx.doi.org/10.1017/cbo9780511550119.

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35

Ridley, Aaron. Autonomy. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198825449.003.0005.

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This chapter is devoted to the later Nietzsche’s conception of autonomy. The claim defended here is that Nietzsche—in common with the modern philosophical tradition more generally—regards freedom and autonomy as comprising an indissoluble package, and so that his conception of autonomy inherits the expressivism of his conception of freedom. It is argued that this view allows us to make better or fuller sense of Nietzsche’s well-known remarks about the ‘sovereign individual’ in the second essay of the Genealogy; that it makes best sense when seen in the context of Nietzsche’s doctrine of ‘will to power’, to the most plausible interpretation of which it lends support; and that, properly unpacked, it allows us to understand why Nietzsche so often seems to regards artistic agency as exemplary of agency as such. If these arguments are convincing, they add weight to the claim that Nietzsche should be read as an expressivist.

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36

Christman, John. Autonomy. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199545971.013.0032.

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37

Jennings, Bruce. Autonomy. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199562411.003.0004.

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38

Brown, Nicholas. Autonomy. Duke University Press, 2019. http://dx.doi.org/10.1215/9781478002673.

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39

Autonomy. Penguin Random House, 2013.

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40

Autonomy. Red Anemone Books, 2013.

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41

Autonomy. Atlantic Highlands, NJ: Humanities Press International, 1986.

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42

Autonomy. 1986.

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43

Autonomy. Dundurn Press, 2022.

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44

Autonomy. Bloomsbury Publishing Plc, 2013.

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45

Autonomy. Basingstoke: Macmillan, 1986.

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46

Sneddon, Andrew. Autonomy. Bloomsbury Publishing Plc, 2013.

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47

DiStefano, Chris. Autonomy. Routledge, 1999.

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48

Hetherington, Victoria. Autonomy. Dundurn Press, 2022.

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49

Hetherington, Victoria. Autonomy. Dundurn Press, 2022.

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50

Autonomy. Bloomsbury Publishing Plc, 2013.

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