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The more cohesive the group, the stronger its norms will be, and the more likely the group will be punitive and intense when deviant behaviour threatens important group interests. The implication of this for managers trying to push through changes is that they should consider the norms of the groups they are dealing with. For example, strong group norms may be a source of resistance to change. To change norms explicit statements from a supervisor/colleague and critical events can be used. For example, teams can use feedback they received at the end of their first task to change norms before the second task. Alternatively, a manager might build on group norms in order to facilitate change. For example, a group that doesn't allow individuals to pull the group down can help each other to learn new tasks and processes.
During both action and transition phases, a team must manage three interpersonal processes: conflict, motivation and emotions. The ways in which a team manages potential conflicts
Optimum utilization of abilities: enlarged jobs tend to better utilize the physical and mental skills abilities of the workers. Enlarged jobs, with the optimum levels of complexity
"Effective HRM depends upon sound reward system"
human resourses function 1-selection 2.training 3-orentation 4- interview
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Discuss that technological breakthrough has brought radical changes in HRM .
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