ABSTRACT
Up to the present, we have probably taken insufficient account of the variety of ways that organizational design and company strategies can effect individual employees. Also the general approaches discussed may have tended to take an overly mechanistic view of organizational systems, and hence not fully reflected the importance of the human element. It is therefore appropriate at this stage to try to redress this possible imbalance by focusing specifically on the relationship of employees individually and collectively to their employing organization, and the ways this may be affected by the nature of its design and the strategies its management pursues.
