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Journal ArticleDOI

Diagnosing Teams in Organizational Settings

01 Jun 1977-Group & Organization Management (SAGE Publications)-Vol. 2, Iss: 2, pp 187-197
TL;DR: Work groups in organizations are differentiated from the research groups and literary examples of teams that frequently are used to guide analyses of groups in their natural settings as mentioned in this paper, and actual organizational groups are influenced by outside expectations and membership changes that make their functioning different from model groups.
Abstract: Work groups in organizations are differentiated from the research groups and literary examples of teams that frequently are used to guide analyses of groups in their natural settings. Actual organizational groups are influenced by outside expectations and membership changes that make their functioning different from model groups. A framework for diagnos ing real groups focuses on group origins and membership differences. This perspective is offered as an aid to interpreting communication be havior of groups in organizational settings.
Citations
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Proceedings ArticleDOI
08 Jan 1991
TL;DR: The authors present a new model on the effectiveness of teams using electronic communication, supported by an extended literature review, that contains the eight team-effectiveness dimensions.
Abstract: Electronic communication channels provide the infrastructure to support distributed business teams. The authors present a new model on the effectiveness of teams using electronic communication. Based both on prior GDSS research and on a strong referent discipline, small group communication, model constructs stem largely from the research program and research instrument developed by C. Larson and F. LaFasto (1989). Larson and LaFasto developed a theory-based instrument to assess team effectiveness. The model supported by an extended literature review, contains the eight team-effectiveness dimensions. The dimensions include: clear and elevating goal, results-driven structure, competent team members, collaborative climate, unified commitment, standards of excellence, external support and recognition and principled leadership. Also reported is a summary of a quantitative study comparing team effectiveness of distributed teams using electronic communication to one-site teams. >

5 citations

Book
09 Sep 2015
TL;DR: Operational Policy Making for Professional Security: Practical Policy Skills for the Public and Private Sector is a clear, concise, and practical resource for drafting effective, legally defensible security policies.
Abstract: Operational Policy Making for Professional Security: Practical Policy Skills for the Public and Private Sector is a clear, concise, and practical resource for drafting effective, legally defensible security policies. Presented in a clear, step-by-step style that can be tailored to fit the smallest organization to the largest, the book offers the strategies needed for reducing risk through solid policy construction. It is the first book available that provides a step-by-step guide to basic security policy construction, along with helpful hints on how to draft a document that conveys exactly what is intended. The book explores common policy creation pitfalls and how to avoid them, outlining proven methods for implementing and disseminating effective policies throughout any organization. Discussing the core security and safety policies that no organization should operate without, the book covers common types of policies, along with the pros and cons of different policy-making methodologies. It is a one-stop reference on functional security policy-making for organizational leaders. User-friendly resource that guides readers through the entire policy-making process Explores real-world solutions to common security policy issues Outlines legally defensible policy suggestions Provides analytical tools for assessing policies to ensure they are effective and lawful Illustrates key concepts with case studies, and offers an appendix with samples that support concepts explored in each chapter Table of Contents Preface Acknowledgements Chapter One: Theory and Organization Chapter Two: Why bother? Chapter Three: Basic Training Chapter Four: Incoming! Chapter Five: The Organizational setting Chapter Six: The Analytical Process for Policy Makers Chapter Seven: Policy Influences Chapter Eight: Surprise? Chapter Nine: Policy Construction Chapter Ten: Training, Communication and Effective Policy Chapter Eleven: Policy and Supervision Chapter Twelve: Core Security Policies Chapter Thirteen: Policy and Budget

2 citations

01 Jan 2012
TL;DR: In this article, the main focus is on social media groups and online networks and the theoretical background for this paper is the well proved concept of Maslows "Hierarchy of motivation" (Maslow, 1943).
Abstract: This paper reports about groups, needs and social media. The combination of scientific research about human groups and human needs explains the success of social media. The paper describes the reasons to be a member in a group. The main focus is on social media groups and online networks. The theoretical background for this paper is the well proved concept of Maslows “Hierarchy of motivation” (Maslow, 1943). This psychological theory gives advice to understand human behaviour and to understand the reasons of individuals to join a group. Influenced by the internet there are changes that have to be under consideration. Today the individuals have a new situation and opportunities. This creates a new perspective on social capital and to understand the theoretical background regarding the reason to join a group or network. One particular aspect is the need of individuals. This gives a good overview about individual’s interest to be in a group and to join a group. The explanations are under the consideration of the needs of groups. There is a difference between individuals and group needs. Further illustrate the paper the relation between groups and social media. The paper support further steps to create new knowledge and perspectives regarding social capital under the consideration of the motivational theory of Maslow. The issue is to illustrate the reason for individuals to join a group or network.

2 citations

References
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Book
01 Jan 1976

1,318 citations

Book
01 Dec 1964

396 citations


"Diagnosing Teams in Organizational ..." refers background in this paper

  • ...…carrying out organizational decisions, is based on social-science literature that shows that (1) groups reach more creative decisions than do individuals (Collins & Guetzkow, 1964) and (2) members are more motivated to carry out decisions made in groups than those made by individuals (Vroom, 1969)....

    [...]

Journal ArticleDOI

300 citations


"Diagnosing Teams in Organizational ..." refers background in this paper

  • ...Bales’ ( 1950) categories of communication acts can be used to develop this point; given these categories, it is possible for the consultant to search for different types of communication from members who are in different types of groups....

    [...]

Journal ArticleDOI

181 citations


"Diagnosing Teams in Organizational ..." refers background in this paper

  • ...…carrying out organizational decisions, is based on social-science literature that shows that (1) groups reach more creative decisions than do individuals (Collins & Guetzkow, 1964) and (2) members are more motivated to carry out decisions made in groups than those made by individuals (Vroom, 1969)....

    [...]

Journal ArticleDOI

128 citations


"Diagnosing Teams in Organizational ..." refers background in this paper

  • ...Clearly, changes in membership affect the functioning of the group (Ziller, 1965)....

    [...]