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Occupational Medicine 1998;48:411-412
© 1998 Society of Occupational Medicine

research-article

The agenda of the organization 1: A framework*

M. Carroll

Consultant with Right Cavendish London, UK

It is difficult at times to know if the welfare and well-being of an organization is being best served by the individuals who make decisions on its behalf. Sometimes decisions made are driven more by the needs of individual persons rather than by the needs of the organization. Company politics, conflicts, work relationships, territory and turf, individual status and power and personality issues all influence what happens and how decisions are made. Major decisions in areas such as downsizing, re-organization and corporate strategy are often made by individuals. Do these decisions best suit the agenda of the organization or reflect the agenda of the individual? Who looks after the organizational agenda? Noer's (1993) model is used to illustrate how what is best for the organization, and not just individuals within it, can be attained.

Keywords      Agendas; company well-being; organization

Received        5 January 1997
Accepted        9 March 1998

Correspondence and reprint requests to: M. Carroll, Right Cavendish, London, UK. Tel: (+44) 1934 643762; email: MCarr1949{at}aol.com


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