Verwandte Artikel zu In the Mind's Eye; Enhancing Human Performance
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Inhaltsangabe
This historic book may have numerous typos and missing text. Purchasers can usually download a free scanned copy of the original book (without typos) from the publisher. Not indexed. Not illustrated. 1992-10-01 edition. Excerpt: ...organization has not been created, the reality of working across organizational boundaries at many functional levels is likely to be quite different from the experience of courtship and negotiation. In order to facilitate cooperation at managerial and operational levels of the organization, employees need to be informed of the strategic value of the collaboration (Kanter, 1994), criteria for evaluating the relationship's success, and the relationship of their jobs to these criteria. New behavior by managers and other employees also needs to be structurally supported and systemically rewarded. Managers and operational employees are in a situation similar to that in which negotiators found themselves, with their loyalties at least partially divided between fulfillment of their responsibilities to their home organization and support of the collaboration. This tension can result in a serious threat to the collaboration's viability, especially if employees are receiving mixed signals about their roles in the collaboration or about senior management's commitment to its success. Several other cultural and psychological phenomena can be expected to influence cooperation between collaborating organizations. Compatibility of work norms has a powerful effect on cooperation between the groups. The degree to which work-related behaviors such as timing, quality, and sharing of information and other resources are met influences employees' willingness to cooperate in the future. The perceptions that members of the participating groups have of each other also affect their likelihood of cooperation. When group relations are characterized by a climate of trust, group members are more likely to help one another; if there are perceptions of...
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Reseña del editor
This historic book may have numerous typos and missing text. Purchasers can usually download a free scanned copy of the original book (without typos) from the publisher. Not indexed. Not illustrated. 1992-10-01 edition. Excerpt: ...organization has not been created, the reality of working across organizational boundaries at many functional levels is likely to be quite different from the experience of courtship and negotiation. In order to facilitate cooperation at managerial and operational levels of the organization, employees need to be informed of the strategic value of the collaboration (Kanter, 1994), criteria for evaluating the relationship's success, and the relationship of their jobs to these criteria. New behavior by managers and other employees also needs to be structurally supported and systemically rewarded. Managers and operational employees are in a situation similar to that in which negotiators found themselves, with their loyalties at least partially divided between fulfillment of their responsibilities to their home organization and support of the collaboration. This tension can result in a serious threat to the collaboration's viability, especially if employees are receiving mixed signals about their roles in the collaboration or about senior management's commitment to its success. Several other cultural and psychological phenomena can be expected to influence cooperation between collaborating organizations. Compatibility of work norms has a powerful effect on cooperation between the groups. The degree to which work-related behaviors such as timing, quality, and sharing of information and other resources are met influences employees' willingness to cooperate in the future. The perceptions that members of the participating groups have of each other also affect their likelihood of cooperation. When group relations are characterized by a climate of trust, group members are more likely to help one another; if there are perceptions of...
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