Working relationships are explored in a workshop situation, betweena Personnel Director and Senior Managers, with the object of modifyingstructures and procedures as well as…
Abstract
Working relationships are explored in a workshop situation, between a Personnel Director and Senior Managers, with the object of modifying structures and procedures as well as changes in behaviour. Reference to the literature available was resorted to during the workshop, as well as the differing methods of applying group effectiveness training and exploring the possible solutions to the inherent problems.
Details
Keywords
Managerial jobs are episodic, fragmented and action based. Training has attempted to reproduce this reality in the contents and methods used. It is possibly more sensible to allow…
Abstract
Managerial jobs are episodic, fragmented and action based. Training has attempted to reproduce this reality in the contents and methods used. It is possibly more sensible to allow fragmentation of time for training but to integrate subject matter in short blocks. This leads to the desirability, possibly the necessity, of integrating the efforts of the trainers to produce a consistent, coherent and unified approach to contents, methods and style. A means of using a team approach is suggested so that training resources, whether internal or external, are seen by the clients as being owned by the manager responsible for the supply of training activities in the organisation.
The article deals with an experience over some three years in changing the role, content, format and procedures of a formal appraisal system in a large, international…
Abstract
The article deals with an experience over some three years in changing the role, content, format and procedures of a formal appraisal system in a large, international manufacturing Company. It covers the reasons why change became necessary, the means by which the changes were agreed and implemented and an interim judgement of the effectiveness of the changes. The lessons learned by the specialists are stated.
This article recounts my experience in starting up systematic management training in an organisation. Previously, there was no systematic approach, although there were a number of…
Abstract
This article recounts my experience in starting up systematic management training in an organisation. Previously, there was no systematic approach, although there were a number of disjointed efforts to train for particular problems. The first section deals with establishing needs, the second with designing the programme and the third with evaluation. All trainers have problems when they try to establish the training needs of managers. There are two approaches in general use. First, the analysis of individual needs from some kind of appraisal system is much used. Second, many organisations increasingly use the overview based on some estimate of the development of the organisation, either long‐term or short‐term.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
Details
Keywords
This new section is devoted to short contributions to the debate on the microprocessor revolution. Contributions could be as short as 100 words but, for inclusion in this section…
Abstract
This new section is devoted to short contributions to the debate on the microprocessor revolution. Contributions could be as short as 100 words but, for inclusion in this section, they should not exceed 1500.
Investigates the contribution of anthropology to marketing which has been thought of as being negligible. Reviews its potential as we move towards market analysis and model…
Abstract
Investigates the contribution of anthropology to marketing which has been thought of as being negligible. Reviews its potential as we move towards market analysis and model building strategies for marketing. Suggests that it is likely to play a role in international marketing.
Details
Keywords
Shu Schiller, Fiona Fui-Hoon Nah, Andy Luse and Keng Siau
The gender composition of teams remains an important yet complex element in unlocking the success of collaboration and performance in the metaverse. In this study, the authors…
Abstract
Purpose
The gender composition of teams remains an important yet complex element in unlocking the success of collaboration and performance in the metaverse. In this study, the authors examined the collaborations of same- and mixed-gender dyads to investigate how gender composition influences perceptions of the dyadic collaboration process and outcomes at both the individual and team levels in the metaverse.
Design/methodology/approach
Drawing on expectation states theory and social role theory, the authors hypothesized differences between dyads of different gender compositions. A blocked design was utilized where 432 subjects were randomly assigned to teams of different gender compositions: 101 male dyads, 59 female dyads and 56 mixed-gender dyads. Survey responses were collected after the experiment.
Findings
Multilevel multigroup analyses reveal that at the team level, male dyads took on the we-impress manifestation to increase satisfaction with the team solution. In contrast, female and mixed-gender dyads adopted the we-work-hard-on-task philosophy to increase satisfaction with the team solution. At the individual level, impression management is the key factor associated with trust in same-gender dyads but not in mixed-gender dyads.
Originality/value
As one of the pioneering works on gender effects in the metaverse, our findings shed light on two fronts in virtual dyadic collaborations. First, the authors offer a theoretically grounded and gendered perspective by investigating male, female and mixed-gender dyads in the metaverse. Second, the study advances team-based theory and deepens the understanding of gender effects at both the individual and team levels (multilevel) in a virtual collaboration environment.