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Whatever common knowledge might suggest, in organisational teams familiarity does not breed contempt. Instead, it tends to facilitate interpersonal attraction and cohesiveness (Harrison, Mohammed, McGrath, Florey & Vanderstoep 2003). Scholars have documented that familiarity has a positive effect on productivity in coal mining (e.g. Goodman & Leyden 1991), reduces accidents (Goodman & Garber 1988) and leads to better decision making (Jehn & Shah 1997). Harrison et al. (2003) found that teams comprised with members familiar with each other, either before joining the team or because of time spent working together after the team was formed, outperformed teams comprised of total strangers. In that sense it can be argued that interpersonal familiarity allows teams to focus on the task at hand instead of focusing on getting to know each other. On the other hand familiarity has been found to contribute to reduced negotiation (Peterson & Thompson 1997), poorer decision making and lower performance when membership changes or attrition occurs (e.g. Hollenbeck et al. 1995a).
elaborate on the different negotiations that take place within the institution
Could you help me find the book just use this reference appear in text? David Guest''s (1989, 1997) Thank you
Case Studies As part of the task, you will need to write an email to your manager outlining an organisational response to the case study, including any changes to work practices t
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Components of syndicate method The method should have a trainer who would be competent in handing the processing of the method and he should be ready with the theme or content
Identify and discuss the issues that a HR Manager would have to consider when relocating a manager from Australia to manage a local branch of an Australian organisation based in Sh
Mr Donald Alexendar, Managing Director of Exclair Plc, a company engaged in the financial services sector employing more than 75 employees, attended an international workshop on
Visionary Leadership : One model of leadership that has evolved and been popular since the 1990's is visionary leadership. Although it can be traced back to the arly 1990's it
These two models are not necessarily contradictory to each other. In fact, Chang, Bordia and Duck (2003) found that both models complement each other. They observed project teams w
key elements of an effective change management program
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