Action skills for group leaders
Article Abstract:
Application of systems theory to examination of groups allows many aspects of group dynamics to be distinguished, and managerial action skills can then be identified. The systems approach is used to examine group process from three perspectives: inputs, outputs, and throughputs. Four other sub-categories or perspectives can be employed to further characterize the types of action skills needed by group leaders: process, environmental, task, and structural. Process perspectives emphasize people, their attributes, and behavior patterns. Environmental perspectives entail both physical qualities of the work setting and intangible attributes as well. Task perspectives dwell on group and member qualities that affect work performance. Structural perspectives represent the formal aspects of a firm and its methods.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1987
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How to keep your superstars shining
Article Abstract:
Outstanding employees, or 'superstars' can become frustrated and withdrawn if they are not given the opportunity to work to their full potential. Signs that an excellent worker is becoming frustrated include: reduced communication except to express contempt for the job environment, and declining performance. Some employees suddenly stop contributing to the organization and channel their energies into other areas, or try to keep a low profile in order to avoid the envy of others. Managers can cope with this problem honestly asking themselves if they feel threatened by the outstanding employee, recognizing their performance without being overly exuberant, and offering them new challenges.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1988
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Developing a leadership strategy
Article Abstract:
Strategic management helps managers avoid being too task-oriented or too relationship-oriented. Managers can select the appropriate leadership style by determining tasks to be accomplished, determining subordinates' readiness to perform tasks, and matching the level of readiness with the proper level of manager intervention. Supervising employees too closely can be even more destructive than not giving enough direction. The keys to developing strategic management skills are to think strategically, keep a journal of employee task readiness, and be sensitive to ways in which employees respond to different leadership styles.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1987
User Contributions:
Comment about this article or add new information about this topic:
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