Friday, April 18, 2008

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VIDEO EQUIPMENT CLASS

Here I leave you with a summary of a very interesting book of Professor Hector Fainstein Argentino "The management of effective teams."


Thursday, April 17, 2008

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They are defined as groups of people, very well equipped to analyze and make decisions that are established with long-standing criteria and are aware that a strategic tool within the organization. Its members, representing different strata and business functions, exchange information, approaches and attitudes with full support for decision making, knowing each other's presence; aimed at achieving goals and interests of the company, with high commitment, involvement and cohesion, usually under the administration of a leader or conductor

Among the characteristics of high performing teams are:

§ High sense of purpose or vision shared future.
§ A high level of interpersonal trust and willingness. § Advanced
respect for individual differences. §
Great multipolar development of communication open. §
Genuine need for sustained and enhanced learning. §
Systematic development of flexibility, adaptability and willingness to change. Systematic Practice §
effective working methods. §
operational strategy of shared leadership.

Source: Adriana Mejías
Photo: machincuepa.com

Tuesday, April 15, 2008

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HIGH PERFORMANCE MODEL DEVELOPMENT TEAM DEVELOPMENT METHOD Tuckman


Tuckman's model explains that while the team develops maturity, skills and establishes relationships among its members, the leader is changing his style leadership. Starting with a management style, moving into the coaching, then participating and ending with almost independent delegation. At this point the team could produce a successor leader and former leader can move from place to develop a new team. The authority and freedom extended by the leader to the team on the rise as the leader's control is decreasing.

phases of it are:

TRAINING-PHASE 1

At this stage the group is just conforming to what is also called as a stage of preparation or guidance. It is characterized usually because people try to stand out, also denoted insecurity and weakness among its members, despite the outgoing members quickly assume a leadership class. Conscience to remain predominant.

There is a high dependency on the leader in the guidance and direction. Individual roles and responsibilities are unclear. The leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. The processes are almost always ignored. Members evaluated the tolerance of system and leader. The leader leads.


CONFLICT-PHASE 2

already established group, it is a time of tricks to reach a position, authority and influence among its members. Referred to this phase as dissatisfaction, setting or in the metaphor of a rowing boat turning in circles.

This is a period of testing the leader. Appear or generate disagreements and roles are eventually distributed. Leaders who left early probably will not survive this period: the most uncomfortable phase of group life is like a teenager in the group.

Decisions are not made easy in the group.

Team members compete with each other to take positions as they try to establish on their own relationships with other team members and its leader, who may receive challenges from team members. Clarity of purpose increases but amounts of uncertainties persist. They form gangs and groups and can provide power struggles. The team must stay focused on your goals to avoid distractors which have occurred due to the relationships among members and emotional issues. Commitment is required to make progress. The leader acts as a coach.


STANDARDIZATION-PHASE 3

Once ordered internal structure, then we have what the group has been formed. It is also called integration phase or take the course.

kind of behavior and contribution is acceptable and what not. Members explore behind the process of power struggle and begin to formulate some idea of \u200b\u200bthe identity of the group, now the group is in the minds of its members. Of course this is rarely done explicitly, so you can go back the earlier stage of conflict.

agreement and consensus is formed within the team, which responds well to the teaching of leadership. Roles and responsibilities are clear and accepted. Major decisions are made on the group, the small decisions are delegated to individuals or small teams that are formed within the group. The union and commitment are strong.

team can get involved in fun activities and social. The team discusses and develops its processes and how they work. The leader is respected by the team and part of leadership is shared by the team. The leader facilitates and trains.




PERFORMANCE-PHASE 4

From This time, the group begins to work on the basis of a relatively stable structure. This phase is also referred as Production or "Rowing at full speed."

The team is strategically alert. The team knows in advance why they are doing and what they are doing. The team has a shared vision and is able to stand on their own without the intervention or participation of the leader. There is a focus on achieving results and the team makes decisions for himself. The team has a high degree of autonomy.

Disagreements occur but now they are resolved within the team positively and necessary changes to the process and structure are made by the team.

The team is now able to achieve goals and to address issues of relationships, styles and processes along the road.

Team members are cared for each other. The team requires the leader to delegate tasks and projects. The team need not be instructed or assisted. Team members may request assistance from the leader. The delegation leader and go over all.

In this process diagram is presented as a linear sequence, but rather as a cycle after their initial training. But in reality, is not really a cycle, the group can go from any of his three previous statements to others.

In open groups, where members come and go, it can be reset to the phase of training, particularly if the group is small and substantial turnover.



END-STAGE 5
This stage is the group from a perspective beyond the purpose of the first four phases. Completion stage is undoubtedly very important for team members and their welfare, but not to the main task of managing and developing a team that clearly focuses on the four original stages.

At this stage the group provides its dissolution and death. Fortunately it is the disintegration of the group when the task is successfully completed and their purpose is reached. All members can be moved to new things feeling good about what they have achieved. From an organizational perspective, recognition of and sensitivity to the vulnerability of people in Tuckman's fifth stage is helpful, particularly if group members have been very close and feel a sense of insecurity or threat from this change. Feelings of insecurity may be natural for people with a sense of belonging and strong routine styles and empathy.

Disintegration stage is becoming more prevalent with the emergence of virtual organizations, which does not end when the project or order sought.

Source: Muniliberia.gov.cr
Photo:
congresopmicr.com

Saturday, April 12, 2008

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Improving and groups can be formed through various methods differ from their approaches, their objectives and their context of application. Among these methods emphasizes the development of equipment called, who shares the values \u200b\u200bof organizational development, and as detailed below:







Source: Gil Rodriguez, F (1993) . Groups in organizations. Madrid: Eudemus.

Thursday, April 10, 2008

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EQUIPMENT ADVANTAGES OF TEAMWORK


As we have seen so far are numerous reasons for creating work teams, which go beyond mere benefits provided by any group, compared to the work of its members separately. In this respect, teamwork:



-facilitates the task (and indeed many tasks of the organization can not be achieved by other means).

-Facilitates the implementation of any program in its entirety or any of its stages (diagnosis, implementation and impact assessment), to have people generally representative of the entire organization.

-has greater power to influence the organization (the latter, for its part, finds it more difficult to cope or discredit the result obtained by a computer).
, increases motivation and satisfaction of its members at work, so usually not achieved by other means.

-contributes to the understanding of the organization, while the instructing, providing experience that may be transferred to other groups of the same.

organizations increasingly require teams to achieve their goals, this being a requirement inexcusable work done with modern technology. Moreover, the development and coordination of equipment is considered by experts and managers as one of the main problems faced by modern enterprises, hence the growing interest development of methods to increase the effectiveness of teams, an issue we will discuss it further at the next Post.

Source: Gil Rodriguez, F. (1993). Groups in organizations. Madrid: Eudemus

Tuesday, April 8, 2008

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key new features that you can use a leader to form a good team.

1. Emphasize group recognition and rewards
2. Identify and build on the basis of the strengths of all
3. Building trust and a norm of teamwork
4. Strengthen the capacities of all to advance and face the changes effectively.
5. Empower the group to perform its work with the least interference.
6.Inspirar and motivate the team to reach higher performance levels.
7. Recognize individual and group needs and respond in a timely manner.
8. Encourage and support team decisions. 9.Ofrecer
teams work that challenges and motivates. Nine

functions of the organization in creating effective teams.
1. Unconditional support of senior management.
2. Information and resources.
3. Flexibility in the structure of tasks.
4. Adequate size and members.
5. Mission and objectives clearly defined. 6.Adecuada
structure of shared power, shared leadership.
7. Competent team leadership.
8. Assessment and application of feedback on team effectiveness. Proper 9.Socialización members.

Source: Christopher F et al (2002). Leadership: Theory, Application, Skill Development. Mexico: Thomson

Photo: www1.istockphoto.com

Sunday, April 6, 2008

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TEAM LEADERSHIP TEAM WORK REQUIREMENTS



Teamwork is something difficult to achieve, and therefore not all working groups get the desired success. The requirements to be able to develop good teamwork are:

• Participation: The first condition for teamwork in an organization is the level of participation of its members.
-
• LEADERSHIP SKILLS: Working as a Team Leader requires a sufficiently trained. In some teams, depending on each phase of development may be that the leadership role changes from one participant to another. Be proactive, know the objectives and goals, namely hierarchy, creating win-win situations, understand to be understood, cooperate to achieve synergies, to understand the physical, emotional, mental and social aspects of every individual, are common characteristics of leaders.

• METHODS, TECHNIQUES AND MEDIA: Teamwork necessarily require tools that every participant should be able to use a greater or lesser degree. The methods of analysis and problem solving, positive thinking, brainstorming. The public presentation techniques, ways of meeting, technical speeches, interviews, and hardware, such as halls, provision of blackboards, overhead projectors, computers are essential to address a team with all the guarantees.

• TEAM SPIRIT: Every organization has its values, culture, norms, patterns of historical and current behavior that directly affect Working in teams present and future. You can not work together without knowing the spirit of the company relative to teamwork. This spirit does not have to be written or executed.

• COMMUNICATION: Participants in a team is properly notified when the group communication process is known and used, there is real interaction. The importance of listening is basic. And know the different cultures (American, Japanese, German, Latin) of teamwork.

• NEGOTIATION: Teamwork requires solving problems and crises that always appear in greater or lesser extent. A good bargain overcome barriers and allows the team to revive production synergies and fulfillment of objectives and goals. Knowing the phases, attitudes and techniques for obtaining necessary agreements.

• SYNERGY PRODUCTION: Working in groups but only get to work together when there is a real production synergies, and the participants perceive their environment as well. Each individual notes as the team achieves a higher efficiency and effectiveness of the performance of any of its members, achieving performance optimization.

• OBJECTIVE / GOAL: The goals and objectives should be known to the team and its participants, they must be defined as temporal level, quantitative and qualitative. There may be some hidden agenda to team members but known by the leader or consultant.

Until next

Source: Fainstein, N. H (1997). EFFECTIVE MANAGEMENT OF EQUIPMENT. Buenos Aires: Macchi.

Friday, April 4, 2008

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WHAT IS THE DIFFERENCE BETWEEN A PANEL AND A TEAM? MEETING OF GROUP II


Many people use the word team and group interchangeably, ignoring the fact that two concepts are treated quite different. The basic essence of the concept of Team contribution is often fair, the members in obtaining a goal, while a group is based on the willingness to follow orders.

is usually much easier to find a group a team. If we had a room full of professionals, we can group them according to gender, experience, specialty, age or any other factor. Form a group taking into account characteristics is not difficult, how complicated is to be effective. However, the industrial relations climate of that can go on a range of perfect compatibility up terrible intolerance, which at the time of reaching a consensus would bring many problems.

Instead, a team is much more complex form. Each member must be selected taking into account their skills and not just demographic data. For example, in the case of a business team find an accountant, a salesman, a company executive and a secretary. Each team member has a purpose and a role for the team and its success depends on the contributions of each. Usually there is usually no room for conflict when working in teams.

The successes of a group usually measured by its final results, not necessarily by the proceedings. In a group likely to argue, discuss and then attack the individuality of the members, seeking consensus. A jury is an example of this, no matter the process, if not the result.

The team does not depend on the pressure towards consensus (groupthink) to yield results. An example is found in the CSI team, each expert examines an aspect of the accident, and then looks for an answer compatible with all individual observations.

Finally, members of a group can leave the same when their opinions are unnecessary, something that happens very often. In the case of a computer , the absence of a member can alter the performance of the task, which often form a very cohesive whole, as the case of elite military units.

Source: Wisegeek.com
Photo: wikipedia

Wednesday, April 2, 2008

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Meetings are held at all levels of organizations and are used for all kinds of activities. Currently the meetings are becoming more relevant, and its use is widespread, due to various reasons, including:

"The great importance attached to communication in general, and meetings in particular, in all sectors and organizational settings.

"The greater complexity of the tasks and problems, which requires the contribution of knowledge and efforts of different professionals and specialists.

-Increased participation employees in all activities of organizations.
-
more professional training of workers and especially those who assume leadership and management.

"The significant development of new technology that allows meetings in a more affordable, saving major impediments, such as physical distance, and reducing its cost.

But if meetings can be very useful to their work groups and their development can also have negative consequences to hold meetings not properly justified, may lead to unproductive or conflicting not only disinterested in people, but also motivation in the team and the emergence of conflicts among participants, which could end up even in a division or disintegration of the group.

Source: Alcover de la Hera, C. M (2004). Group techniques in organizational settings. Madrid: Piramide.

Photo: guiasenior.com

Sunday, March 30, 2008

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Through meetings, working groups and teams develop their main activities, both strategic and tactical and operational levels, the groups through Meeting:

-Establish the objectives and design the tasks

-distribute tasks (Those assigned to its members)

-coordinate their activities (rationally integrate the activities of all members)
-Monitor and evaluate activities.

But the meetings, and contribute substantially to improve the efficiency in performing tasks, can be an occasion for something more, constitute an essential procedure for the development and improvement of the groups and organizations. So let meetings:

1) exchange information, share resources, compare views, to join forces, etc.

2) Make more understandable the objectives, working methods and results of group or equipment, which helps increase performance expectations as the group made internal attributions of their results, all of which can improve the performance of activities.

3) Promote the participation of all members of a group or institution, which can have a significant motivational effect.

4) Develop a sense of belonging to a team and an institution which helps to provide members with a social identity group, increasing team cohesion.

5) Increased knowledge of the group itself and the institution, which affords them constantly learning about themselves through the review, update and contrast information and knowledge they acquire.

Source: Alcover de la Hera, C. M (2004). Group techniques in organizational settings. Madrid: Piramide.

Photo: fox

Friday, March 28, 2008

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GROUP MEETINGS GROUP MANAGEMENT SKILLS


One of the basic requirements of managing groups is the ability to form and develop an effective team, this is not only to select members of the group according to their knowledge, skills, position, etc., but also to employ the skills necessary to fulfill the following conditions:

, clearly understood goals and tasks by all, and cooperative.

"Commitment of members to the group's goals

-communication open, accurate and effective ideas and feelings.

-confidence, acceptance and support high among members.

-Leveraging capabilities. Knowledge and experience and skills of members.

-Distribution of participation

constructive conflict-coping
appropriate procedures
-making and problem-solving.

Achieving these assumptions requires the leader to conduct and / or coordination of functions and skills such as establishing the point of departure for the group (Planning), power it up (start), to see that go in the right (control), ensuring that their members maintain optimal relationships (support), distribute the information (report) and verify the adequacy of the process (assess).

Source: Gil Rodriguez (1993). Management skills in organizations. Madrid: Eudemus.

Photo: yoyomismoymimundo.blogspot.com

Wednesday, March 26, 2008

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GROUPS AND CHANGE THE Sociogram



are various measures that can be applied in order to promote change in organizations. Key strategies for change that are referenced to the groups, we find:

- involvement of existing groups to address resistance to change . Apart from some personal resistance, there are many others based on shared values \u200b\u200band interest groups (interest groups opposing political coalitions, wants to preserve existing friendships, etc.).. Any intervention that is done would be very expensive or simply fail if it does not take into account these resistors, and tries to address them somehow involving himself stakeholder group concerned.

- involvement of groups to promote change . The objective proposed management or promoters of change is to group collaboration to promote this change by altering the behavior of its members. It is therefore essential to group participation, either directly or by proxy.

- involvement of leaders, who are offered a key role in the decision to change . His advice is sought to reach a better decision and their support for change, which will depend on its prestige and power. In the event that the leader is aware that only finds its support, the measure will be counterproductive Address losing all credibility.

- participation of subjects through committees and working groups . Over the same facilitates communication and involvement of individuals, which can make a difference. Sometimes the direction of these committees is entrusted to the leader of the group that opposes the change, who, however, can create more balanced and realistic positions, and thus facilitating the process.

- Application of group techniques: constitute various intervention measures aimed at acquiring new skills and improving the operation of equipment.

Finally attach a very interesting project for some students at the University of Buenos Aires



Source: Gil Rodriguez, F (1993). Groups in organizations. Madrid: Eudemus
Photo: guillo.cl

Monday, March 24, 2008

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In the previous post we talked about the importance of identifying the informal leaders of the organization so we are forced today to talk about the sociometric .

The sociometric was established as a method for the study of affinity relationships in small groups. An essential element of sociometric method is the technique of sociogram, which is to represent graphically the relationships among a group of individuals through a set of points (individuals) connected by one or more lines (interpersonal relationships).

This sociometric data representation, as any representation, generates a set of questions and, ultimately, her own problematic. From sociograms is developing a new approach to the study of social structures in which the lines are becoming social relations of any kind, and the points (nodes), social bodies. In sociogram

intended to represent graphically the affinity relationships in small groups of individuals, in order to identify subgroups (cliques) and sociometric leaders ("stars"). Consists in short, to detect a set of individuals, and selections from each, a relational structure to distinguish meaningful subgroups and individuals. The possibility of constructing a network map can decide how to enable or disable existing or potential links to intervene in times of crisis. Once identified

social networks within an organization, not only can cope better with crises as a result of changes (expected or unexpected), but also help the flow of information more efficient and faster.

Source: dynamocon.com

Saturday, March 22, 2008

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SUGGESTIONS FOR THE INTEGRATION OF THE ADVANTAGES AND DISADVANTAGES


-Recognize the existence of informal groups, trying to understand and accept.

-analyze the possible effects that may be carrying out any action on informal systems.

-Identify the key subjects of community groups and seek their cooperation.

-Avoid activities that threaten unnecessarily formal and informal.

-create conditions that promote or regulate the development of informal relationships

-Recognize the different roles that individuals play in the different groups and if necessary negotiate role, roles to adequate conversant with the situation. "If

is to make the organization more effective and innovative is important to use resources of the informal structure (Identify key individuals and facilitate their interactions in the same, even when they reduce the time of their formal occupations.)

-integrate as much as possible the interests of community groups and seek consistency with the objectives of the organization.


-Allow informal structure is sufficiently strong to provide formal support, but not excessively as to be dominant.

"Get a good mix, which is oriented formal system is fundamental to the achievement of objectives, and the informal system ensure the internal cohesion of the group facilitating teamwork.

Source: Gil Rodriguez, F (1993). Groups in organizations. Madrid: Eudemus
Photo: QUINO


Thursday, March 20, 2008

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GROUP OF INFORMAL GROUPS GROUPS


The informal groups provide unquestionable benefits, not only for individuals who are part of them, but also, paradoxically, for their own organization.

Potential benefits of:

"It is a useful communication channel also facilitates the establishment of contacts, know and learn more about the work and of what happens in the environment.

"Being flexible and spontaneous, can meet the requirements posed tasks.


-stimulate at the controls to plan and act more carefully.

-facilitate the work and the task of control and may even meet that potential deficiencies.

-are a means to counter the power, sometimes authoritarian and arbitrary use of the organization.

-Promote cooperative and harmonious relationships between departments.

-provide stability to the working groups, and strengthen the system.


other hand may cause some inconvenience:

- promote undesirable rumors

- develop negative attitudes and norms contrary to the guidelines established

- Raising interpersonal conflicts, intergroup and role

- Reject and impeding some members

- Reduce motivation.

- Facilitating conformity

- Promote resistance to change (based on the belief, custom or culture of their own group).

Source: Gil Rodriguez, F (1993). Groups in organizations. Madrid: Eudemus
Photo: ABC

Tuesday, March 18, 2008

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FEATURES FORMAL AND INFORMAL GROUPS



The main characteristics of groups Informal can be grouped according to two criteria:

Features Consider your structure:

-are the result of spontaneous processes of interaction between subjects that are in direct contact.
-
agreements are based on personal and customary practices that shape informal rules.

-Size small, staying within the limit at which they develop relationships.

"The influence is based on information and knowledge, and identification.

shows a lateral power hierarchy and can not be controlled by management as the formal

features in their relationship with the organization:

- are autonomous subsystems that are related to the formal organization: the objectives of both can match, contrast or be outside, build relationships of support, opposition or indifference.

-emerge in the absence of autonomy and to contrast the formal organizational system, which allows them a degree of autonomy.

-configure systems of interpersonal relationships beyond what is expected of them and contractual labor relations. These relationships can transcend the organization, staying out of it.

-expression constitute real and effective operating conditions in the working structures, communication and power in the organization.

Source: Gil Rodriguez, F (1993). Groups in organizations. Madrid: Eudemus
Photo: empleo.universia.es


Saturday, March 15, 2008

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INFORMAL INFORMAL GROUPS




The difference between structure and formal and informal groups covering many aspects will



Guidelines

structures and processes:



Manifestations:



Source: Guken, H. L (1984). Introduction to the sociology of the groups. Barcelona: Herder.
Photo: CBS & FOX

Thursday, March 13, 2008

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Beneath the surface of the formal structure that we all know lies a tangled relationships collateral system, established so that spontaneous between subjects and configure informal structure, composed in turn by different groups. These groups come to constitute an expression of autonomy within the rigid boundaries of the organization, and become a second reference point that the subject has to perceive the work context.

are several reasons for the emergence and development of the informal groups within organizations, which cover both personal needs of the members thereof, as characteristics of the organization. Among the main determinants of the development of these groups include:-Near

between people (both physically, as circumstances or occupation) requires both physical proximity, as the match to perform the same task or perform the same profession.

-common needs and interests among its members.

"Common experience at work and in the relationship.

-Consensus among members

-total system failure in meeting the personal and social needs of its members

Source: Gil Rodriguez, F (1993). Groups in organizations. Madrid: Eudemus
Photo: NBC


Tuesday, March 11, 2008

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Groupthink (Group Think)


"And we are totally against any kind of group think" Okay JB


Groupthink is a term coined by psychologist Irving Janis in 1972 to describe the process by which a group can make bad or irrational decisions. As the bullet is in a groupthink situation, each member of the group tries to form its opinion as to believe that the consensus of the group. In a general sense this seems to be a rational way of coping. However, this results in a situation in which the group ultimately agrees on certain actions that every individual member considers advisable.

DECALOGO TO AVOID THE GROUP THOUGHT:

1) Inform members of the group on its causes and consequences.

2) The leader should be displayed instead of showing fair from the beginning preferences and expectations.

3) The leader should instruct each member to evaluate things critically, encouraging them to express objections and concerns.

4) Two or more members of the group should be assigned the role of "devil's advocate, trying to derail any possible consensus.

5) From time to time the group should be subdivided into two or more sub-groups will meet separately and then together again analyze the differences.

6) When the problem concerns the relations with a rival group should take the time to review all the warning signs and identify all possible actions that might start the opponent.

7) After having reached a preliminary consensus, there should be a reunion of second instance in which each person was requested to show all doubts.

8) Experts outside the group will attend meetings and will be asked to put into question the group's views.

9) Each group member should periodically discuss the group's deliberations with trusted partners and must communicate what has been the reaction of these.

10) Different groups should work separately on the same problem.

Source: Janis, IL (1982). Groupthinks: Psychological you study of policy, Decisions and fiascoes. Boston MA: Houghton Mifflin

Photo: faculty.css.edu

Sunday, March 9, 2008

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ADVANTAGES AND DISADVANTAGES OF WORKING GROUP ON CLASSIFICATION


Regardless of everything said in previous post, group work involves certain risks or disadvantages with respect to which they can conduct separate components.


here is why I attach a list of advantages and disadvantages that are working in groups:



Until next

Biblografia: Gil Rodriguez, F. (1993). Groups in organizations. Madrid: Eudemus

Friday, March 7, 2008

The Ultimate Attractiononline




There are 5 dimensions that allow the classification of groups:

temporary Dimension refers to the stability of relationships and classifies groups in Permanent and temporary . The first are the responsibility of carrying out the routine work of the organization, while others perform temporary duties, primarily focused on development and innovation.

According to the level of formality we can talk about formal groups (provided by the organization and part of the organization) or informal (Focus on problems of the organization).

On the purpose for which they are created, the groups can be:
- Production: Its members perform together certain tasks, setting up work teams, departments and organizational units
- Troubleshooting : Focus on problems of the organization.
- Conflict Resolution: Refers negotiating groups.
- organizational change and development of : Here we have advocacy groups, training and team development. Guided by the

hierarchical level are differentiation vertical and one horizontal . The first is composed of different groups based on hierarchical command-making process decisions, while the latter refers to groups that provide specialized services and temporary committees

The last dimension, group structure, refers to the configuration of the working groups, which may prevail based on the recognition criteria and empowerment group values \u200b\u200b or individual values \u200b\u200b

Source: Peiró, JM (1984). Psychology of organizations. Madrid. UNED
Photo: Pmi.org

Wednesday, March 5, 2008

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HOW TO BE THIS BLOG?

This site aims to advise on the management teams in the area of \u200b\u200bHuman Resources. Over the coming weeks and months I look forward to reporting techniques and strategies for optimal management of human capital in organizations.

And now to boot pose the following question

Why groups are important in organizations?

Basically, the involvement of people in organizations is done through various groups, structured around tasks, skills and other criteria, all aimed at achieving the objectives of the organization. Addition of these, we find other groups that emerged spontaneously and aimed at meeting the personal and social needs not covered by it.

Currently, there is no doubt that all these different groups, which are intertwined with each other, are the basic units of organizations, setting the structure of both formal and informal. Teamwork becomes crucial for the functioning of companies, is important both for people who have managerial responsibilities and for the professionals who perform some form of intervention in organizations (training, conflict management, etc. .)

is essential to bear in mind that teamwork and group collaboration does not happen by accident, but must be planned and promoted, for which it is fundamentally a good knowledge of group processes, and possess the leadership skills necessary to teams to achieve the most efficient means possible.

Once we are clear about this, we can start talking about it, but that will be pending for the next post