Figures
Figure 1.1 Human Decision-making Model
Figure 2.1 The Process of Work (after Jaques)
Figure 2.2 Constraints or Limits Bounding Activities
Figure 3.1 The Domains of Work
Figure 6.1 Person–Object Relationship
Figure 6.2 Person–Person Relationship
Figure 6.5 Making Sense of the World through the Mythological Lens
Figure 8.1 Comparison of Mental Processing Ability, Social Process Skills and Application in Persons A, B and C
Figure 10.1 Individual Relationships to Work Levels
Figure 10.2 Titles for Level V Business Unit – Examples
Figure 10.3 Authorities of a Manager
Figure 10.4 Authorities of the Manager-Once-Removed (M+1)
Figure 10.5 Authorities of the Supervisor
Figure 11.1 Corporate Business Structure
Figure 12.1 The Tools of Leadership
Figure 12.2 Understanding Culture
Figure 13.1 Matrix for the Analysis of Systems
Figure 13.2 Possible Processes Driven by Different Categories of Systems
Figure 15.1 Accessibility of the Leader
Figure 16.1 Successful Change Process (Part 1)
Figure 16.2 Successful Change Process (Part 2)
Figure 17.1 System of Transfer or Transformation
Figure 20.1 Number of Matters finalised
Figure 20.4 Writing Yr 3/2014 to Yr 5/2016
Figure 20.5 Reading Yr3 2015 to Yr 5 2017
Figure 20.6 New Zealand Aluminium Smelters Employee Numbers
Figure 20.7 New Zealand Aluminium Smelters Overtime Hours Paid (%)
Figure 20.8 New Zealand Aluminium Smelters Off-Specification Metal (%)
Figure 20.9 Comalco Aluminium (Bell Bay) Limited Overtime Hours Paid (%)
Figure 20.10 Comalco Aluminium (Bell Bay) Limited Metal Products – Hours Worked / Saleable Tonne
Figure 20.11 Boyne Smelters Limited Hours Worked / Saleable Tonne
Figure 20.12 Boyne Smelters Limited Off-Specification Metal
Figure 20.13 Pilbara Industrial Disputation
Figure 20.14 Hamersley Iron – Productivity