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Full-Text Articles in Business
Being In The Know: Socio-Epistemics And The Communicative Constitution Of A Management Team, Jonathan Clifton
Being In The Know: Socio-Epistemics And The Communicative Constitution Of A Management Team, Jonathan Clifton
Organization Management Journal
Increasingly, organizational research is taking the linguistic turn in social sciences seriously. Consequently, the central role of communication in the constitution of the organization is also finding greater acceptance. Using conversation analysis as a research methodology and transcripts of naturally occurring talk as data, the purpose of this article is to add to this growing body of research and to explicate how orientation to epistemic rights talks the hierarchy of the organization into being. Findings indicate how the negotiation of rights to have and to display status-based knowledge of head office index the discursive identities of knowing participants, which enacts …
Individual Contribution To A Team: The Importance Of Continuous Adaptive Learning, Melissa J. Knott, D. Christopher Hayes
Individual Contribution To A Team: The Importance Of Continuous Adaptive Learning, Melissa J. Knott, D. Christopher Hayes
Organization Management Journal
This article develops and tests a model of continuous adaptive learning and its effects on how individuals contribute to a team in a population of undergraduate management students. We develop a measure of continuous adaptive learning, a robust measure of learning in classroom teams. We propose that continuous adaptive learning mediates the relationship between individual beliefs (both interpersonal and task related) and individual contribution to the team. We contribute to the literature on team learning in a management education setting by identifying the relationships between an individual’s beliefs and behaviors about participating in a particular team and how the individual …
Revisiting The Behavioral Matrix For Leadership And Team Development, Kathleen Kane
Revisiting The Behavioral Matrix For Leadership And Team Development, Kathleen Kane
Organization Management Journal
The Behavioral Matrix functions on a variety of levels, as: an introduction to self-awareness; a team building exercise; an ice breaker; an introduction to individual differences; or an opening exercise to a course or leadership development program. This exercise can be adapted for a variety of participants in college courses: undergraduate and graduate, as well as for executive and corporate training. Behavioral styles are categorized on a matrix with two axis. The four quadrants created by the intersection of the axis yield four different categories: Controller (formal/dominant), Supporter (informal/flow-with), Analyzer (formal/flow-with), and Promoter (informal/dominant). Specific guidelines for using the exercise …
Individual Incentives Versus Team Performance: Lessons From A Game Of Charades, Shawn E. Peacock, Patricia Denise Lopez, Marlon F. Sukal
Individual Incentives Versus Team Performance: Lessons From A Game Of Charades, Shawn E. Peacock, Patricia Denise Lopez, Marlon F. Sukal
Organization Management Journal
In this article, we describe a modified game of Charades that was developed to facilitate a discussion on the basic principles of effective reward system design. Students are organized into small groups. Incentive schemes are then manipulated so that one player within the group strives for an individual incentive, while the rest of the team play for a group reward. Through this simple and “fun” activity, students learn firsthand what happens when individual and team interests and incentives are not aligned. This experiential learning activity also offers excellent opportunities to discuss group dynamics, communication and coordination, and the importance of …
Individual Incentives Versus Team Performance: Lessons From A Game Of Charades, Shawn E. Peacock, Patricia Denise Lopez, Marlon F. Sukal
Individual Incentives Versus Team Performance: Lessons From A Game Of Charades, Shawn E. Peacock, Patricia Denise Lopez, Marlon F. Sukal
Organization Management Journal
In this article, we describe a modified game of Charades that was developed to facilitate a discussion on the basic principles of effective reward system design. Students are organized into small groups. Incentive schemes are then manipulated so that one player within the group strives for an individual incentive, while the rest of the team play for a group reward. Through this simple and “fun” activity, students learn firsthand what happens when individual and team interests and incentives are not aligned. This experiential learning activity also offers excellent opportunities to discuss group dynamics, communication and coordination, and the importance of …
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Organization Management Journal
Psychological empowerment is the perception that workers can help determine their own work roles, accomplish meaningful work, and influence important decisions. Empowerment has been studied from different perspectives, including employee perceptions, leadership behaviors, and management programs. Despite positive rhetoric, programs designed to increase empowerment seldom achieve the benefits promised. Inconclusive and seemingly contradictory outcomes stem from the fact that few companies give employees significant control and access to management information. A half century of research suggests that empowerment strategies can offer real benefits. We outline facilitating conditions for effective empowerment, including characteristics of organizations, leaders, employees, and the work itself.
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Organization Management Journal
Psychological empowerment is the perception that workers can help determine their own work roles, accomplish meaningful work, and influence important decisions. Empowerment has been studied from different perspectives, including employee perceptions, leadership behaviors, and management programs. Despite positive rhetoric, programs designed to increase empowerment seldom achieve the benefits promised. Inconclusive and seemingly contradictory outcomes stem from the fact that few companies give employees significant control and access to management information. A half century of research suggests that empowerment strategies can offer real benefits. We outline facilitating conditions for effective empowerment, including characteristics of organizations, leaders, employees, and the work itself.