By Neil Paulsen, Tor Hernes
ISBN-10: 0230512550
ISBN-13: 9780230512559
ISBN-10: 1403903298
ISBN-13: 9781403903297
Dealing with barriers is a power and almost certainly profitable administration problem. a number of techniques to knowing the character of barriers have drawn on quite a few views, besides the fact that insights haven't begun to be drawn jointly in supplying an realizing of barriers that expands wisdom of administration of the association. This booklet offers illustrative case stories on obstacles drawn from quite a lot of businesses and nations worldwide. Theories of obstacles are utilized and built additional and implications for the administration of limitations in corporations are defined.
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Extra info for Managing Boundaries in Organizations: Multiple Perspectives
Example text
Those who did not have a job reported lower scores in this variable. In this particular context, employees who reported higher levels of group identification generally reported more positive outcomes while the organization was undergoing major change. Of further interest to the analysis was that employees reported higher levels of identification with their professional group and work unit than with the organization. Qualitative data, as well as the survey data revealed that staff were unclear about the general direction being taken by the hospital, or were unhappy with the implementation process.
Callan, and Peter G. Monaghan. 2001. Communication in organizations: An intergroup perspective. In The new handbook of language and social psychology, edited by W. P. Robinson and H. Giles, 561–84. Chichester, Sussex: John Wiley & Sons. Hartley, Jean F. 1996. Intergroup relations in organizations. In Handbook of work psychology, edited by M. A. West, 397–422. London: John Wiley & Sons. Haslam, S. Alexander. 2001. The psychology of organizations: A social identity perspective. London: Sage Publications.
Individuals with strong group identifications within an organization tend to identify and/or compare themselves with dominant or high status groups within the organization. Hartley (1996) goes further to suggest that individuals may develop a sense of group membership not simply by their own choosing, but also because nonmembers may perceive them to be members of a particular group. In this sense, groups may be defined as much by nonmembers as members. As such, group dynamics and group identity may follow from, rather than precede intergroup relations.
Managing Boundaries in Organizations: Multiple Perspectives by Neil Paulsen, Tor Hernes
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