Thesis structure chapter 2

For an excellent source on English composition, check out this classic book by William Strunk, Jr. on the Elements of Style. Contents include: Elementary Rules of Usage, Elementary Principles of Composition, Words & Expressions Commonly Misused, An Approach to Style with a List of Reminders: Place yourself in the background, Revise and rewrite, Avoid fancy words, Be clear, Do not inject opinion, Do not take shortcuts at the cost of clarity, … and much more. Details of The Elements of Style by William Strunk, Jr. partially available online at . Note: William Strunk, Jr. (1869–1946). The Elements of Style was first published in 1918.

There should be a strong connection between your conclusion and your introduction. All the themes and issues that you raised in your introduction must be referred to again in one way or another. If you find out at this stage that your thesis has not tackled an issue that you raised in the introduction, you should go back to the introduction and delete the reference to that issue. An elegant way to structure the text is to use the same textual figure or case in the beginning as well as in the end. When the figure returns in the final section, it will have taken on a new and richer meaning through the insights you have encountered, created in the process of writing.  

The purpose of this article is to sketch the outlines of a more differentiated approach towards the contribution HRM can make to organizational change, an approach which corresponds to a process-relational perspective, and one which "acknowledges the pluralistic, messy, ambiguous and inevitably conflict-ridden nature of work organizations" (Watson, 2002, p. 375). Such a conceptual model pays more attention to both the rational and instrumental considerations and the emotional needs and desires that influence processes of organizational change. We base our approach on the core elements of the relational theory of emotions (Burkitt, 1997). This view helps us in understanding the complex functioning of human beings in the processes of organizational change (see, for example, Albrow, 1992; Ashforth and Humphrey, 1995; Downing, 1997; Duncombe and Marsden, 1996; Fineman, 2000; Pedersen, 2000 ). According to the relational theory of emotions, the actions and intentions of a person do not only stem from their rationality, but they are always and inextricably bound up with the emotions he or she has. Furthermore, emotions are viewed as being both individual characteristics and features of the power-based relationships between people involved in organizational change. In particular, we will focus on emotions as elements of implicit, so-called "hegemonic", power processes, which function as subroutines in the daily practices of organizations. Hegemonic power processes may induce the organizational members to consent to prevalent organizational views and to accept their insertion into organizational practices, despite the possible disadvantages these practices might pose for them (Benschop and Doorewaard, 1998; Doorewaard and Brouns, 2003).
( Hans Doorewaard and Yvonne Benschop , " HRM and organizational change: an emotional endeavour ", Journal of Organizational Change Management , Vol. 16 No. 3)

Thesis structure chapter 2

thesis structure chapter 2


thesis structure chapter 2thesis structure chapter 2thesis structure chapter 2thesis structure chapter 2