The foreman is usually regarded as a filter in a chain of command in industrial organizations. In this book, however, the author suggests that this view is not adequate, and he proposes instead a model of analysis which employs a systems perspective. The role of the foreman is seen in terms of the interaction of three sub-systems representing the organization, the group and the individual. The book is based on the work of researchers from many disciplines and employs a sociological framework to account for the peculiar strains, conflict and ambiguities associated with the foreman’s role.
Preface. 1. Introduction. 2. The Theoretical Model. 3. Identifying and Defining the Foreman. 4. Foremen and the Organisational Sub-system. 5. The Foreman and the Group. 6. The Individual Characteristics of Foremen. 7. Implications and Conclusions. Bibliography. Index.