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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).
Contrary to the improved performance seen in laboratory settings, group diversity has seen substantially less benefits in intact working groups. Evidence from research on intact working groups has painted a less optimistic view of the benefits of diversity in groups due to possible dysfunctional elements such as increased stereotyping, in-group ...
Teams and groups have established a synonymous relationship within the confines of processes and research relating to their effectiveness [3] (i.e. group cohesiveness, teamwork) while still maintaining their independence as two separate units, as groups and their members are independent of each other's role, skill, knowledge or purpose versus ...
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 ...
[6] This notion of management appealed to the employer as it addressed organisational problems, inefficiencies and adverse employer-employee relations. [citation needed] Scientific management aimed to use science and qualitative data in the selection of employees and facilitate the use of employee databases and performance reviews. Firstly ...
The Hawthorne study suggested that employees have social and psychological needs along with economic needs in order to be motivated to complete their assigned tasks. This theory of management was a product of the strong opposition against "the Scientific and universal management process theory of Taylor and Fayol."
Group affective tone is an aggregate of the moods of the individual members of the group and refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than do groups with leaders in a negative mood. [81] Group processes like coordination, effort expenditure, and task strategy
Spreadthink is a kind of conceptual pathology of groups unable to reach any "genuine consensus, or even majority view toward component aspects of a complex issue". [citation needed] The word was coined by systems researcher and mathematical cybernetician John N. Warfield to describe ineffective thinking in groups.