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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.
Characteristics of career development: 1. It is an ongoing process. 2. It develops and shares transferability of skills and competencies. 3. It aligns individual goals w
Objective test: most personality tests are objective tests as they are suitable for the group testing and can be scored objectively. Projective test: candidates asked to project
Difference between training and innduction
Q. Advantages of job rotation? Advantages: 1. The main advantage of the job rotation is that it relieves the employee from the boredom and monotony of doing the same job.
discuss the four objectives of a trade union in collective bargaining and the four conditions for the trade union''s success?
.What are the risks involved in moving from a project-centric mode to a mix of projects and products?
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Present your CPD plan to a seminar group. Discuss and reflect on your CPD experiences and future planning. Clearly identify the feedback provided by your Critical Friend and any mo
Q. What are the Training methods? Training methods: under these methods the principal of learning by doing is used. These methods are briefly described below: On the job tra
Question 1: a) Outline the major contributions of two of the following authors to the development of management thought: (i) F W Taylor (ii) H Fayol (iii) M Weber b
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