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q what are the barriers to effective communicationbarriers to effective communicationans communication is very often affectedblunted distorted by
q write a letter to your supplier complaining against wrong delivery of goods and requesting to replace the same as per order placedans this letter
q discuss the various forms of written communication ans in the written form it may need drafting of letters and circulars memos proposals and
discuss the specific challenges in managing the relationships between human resouces executives management and other organizational departments
borderless world diversity management and knowledge power are some of the overarching factors being encountered by the human resource mangers of
questiwhat are the important principles that have to be observed in the maintenance of
1each group will write a report on how to create best workplace using effective human resources activities 2the report should be 15-20 pages
one type of organic decentralised organisational structure are work groups that integrate different disciplines and types of expertise such as
an increasingly common form of teamworking is the use of virtual teams where members rarely interact face-to-face a virtual team may include members
a self-managing work team operates without a manager and is responsible for a complete work process or segment robbins bergman stagg amp coulter 2009
these characteristics tend to create a group of individuals rather than a cohesive team what concerns hambrick 1994 is that a lack of information
top management teams tmts consist of top managers involved in strategic decision making identified by the ceo amason 1996 research by hambrick 1994
fall off the authority balance beam a careful balance between managerial and team authority is needed managers need to exercise their authority about
hackman 1990 has identified some tripwires regarding the design and implementation of teams if your team is not performing as effectively as you
according to lataneacute 1981 the very nature of groups allows certain individuals to contribute less to the group outcome than they would have had
a leader prescriptions assign everyone the role of critical evaluator be impartial do not state preferences assign the
groupthink occurs when a groups overriding concern is with consensus and mutual agreement rather than to conduct a critical analysis of alternatives
when assessing whether a team is effective we need to understand the proximal issues that the team has influence over and also the team outcomes
the more cohesive the group the stronger its norms will be and the more likely the group will be punitive and intense when deviant behaviour
norms are formed and enforced only in relation to things that have significance for the group norms convey what is distinctive about the group to
cultural orientation of group members for example a group of israeli workers may have different cultural norms from a group of american workers
carry-over behaviour from past situations expectations about appropriate behaviour are carried into the new situation people meeting for the first
primacy the first behaviour patterns that emerge may set expectations of how to act later for example people sometimes sit in the same seats as in
norms are acceptable ways of behaving within a group that are shared by the groups members you may have noticed that in some groups that meet
these two models are not necessarily contradictory to each other in fact chang bordia and duck 2003 found that both models complement each other they