Search results
Results From The WOW.Com Content Network
Bass (1990) suggested that autonomous work groups can substitute for formal leadership. In this scenario, employees are divided into groups that are responsible for managing their own day-to-day work (i.e. collective control over the pace, distribution of tasks, organization of breaks, recruitment, and training; Gulowsen, 1972).
A toxic leader is a person who abuses the leader–follower relationship by leaving the group or organization in a worse condition than it was in originally. Toxic leaders therefore create an environment that may be detrimental to employees, thus lowering overall morale in the organization. [1]
Groupthink is sometimes stated to occur (more broadly) within natural groups within the community, for example to explain the lifelong different mindsets of those with differing political views (such as "conservatism" and "liberalism" in the U.S. political context [7] or the purported benefits of team work vs. work conducted in solitude). [8]
In economics, organizational effectiveness is defined in terms of profitability and the minimisation of problems related to high employee turnover and absenteeism. [4] As the market for competent employees is subject to supply and demand pressures, firms must offer incentives that are not too low to discourage applicants from applying, and not too unnecessarily high as to detract from the firm ...
A struggle between a group of employees and management is an example of vertical strain or conflict. A clash between a sales department and production over inventory policy would be an example of horizontal strain. Certain activities and attitudes are typical in groups involved in a win-lose conflict.
Effective dispersed groups show spikes in presence during communication over time, while ineffective groups do not have as dramatic spikes. [ 65 ] For the management of motivational and emotional processes, three groups of such processes have been addressed in empirical investigations so far: motivation and trust, team identification and ...
Management teams have been effective by using their expertise to aid companies in adjusting to the current landscape of a global economy, which helps them compete with their rivals in their respective markets, produce unique initiatives that sets them apart from their rivals and empower the employees who are responsible for the success of the ...
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...