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.
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