A Handbook of Human Resource Management Practice

Informal groups Informal groups are set up by people in organizations who have some affinity for one another. It could be said t ...

● Circle groupsare faster in solving complex problems than wheel groups. ● All-channel groupsare the most flexible and function ...

Group ideology In the course of interacting and carrying out its task and maintenance functions, the group develops an ideology ...

● there is incompatibility between a member’s personal goals and those of the group; ● there is no sense of pride from being a m ...

● Teams are the basic units of performance for most organizations. They meld together the skills, experiences and insights of se ...

● There is little flexibility in the way in which team members operate – people tend to use a limited range of skills or specifi ...

According to Margerison and McCann, a balanced team needs members with prefer- ences for each of these eight roles. Leadership, ...

leader. Analysing the qualities of leadership in terms of intelligence, initiative, self-assurance and so on has only limited va ...

Conflict Conflict is inevitable in organizations because they function by means of adjustments and compromises among competitive ...

Organizational culture This chapter starts with definitions of organizational culture and the associated concept of organization ...

They may not be defined, discussed or even noticed. Put another way, culture can be regarded as a ‘code word for the subjective ...

They also point out that it is dangerous to treat culture as an objective entity ‘as if everyone in the world would be able to o ...

particular practices that encouraged better performance would be embedded and flourish. HOW ORGANIZATIONAL CULTURE DEVELOPS The ...

THE COMPONENTS OF CULTURE Organizational culture can be described in terms of values, norms, artefacts and lead- ership or manag ...

they were, they would be policies or procedures. They are passed on by word of mouth or behaviour and can be enforced by the rea ...

Leadership style Leadership style, often called management style, describes the approach managers use to deal with people in the ...

Harrison Harrison (1972) categorized what he called ‘organization ideologies’. These are: ● power-orientated– competitive, respo ...

Williams, Dobson and Walters Williamset al(1989) redefined the four categories listed by Harrison and Handy as follows: ● Power ...

Organizational culture inventory (Cooke and Lafferty, 1989) This instrument assesses organizational culture under 12 headings: ...

Support – the perceived helpfulness of managers and co-workers; the emphasis (or lack of emphasis) on mutual support. Standards ...