Group Problem Solving: An Improved Managerial Approach
Business Pub. Division, College of Business Administration, Georgia State University, 1988 - Business & Economics - 231 pages
This book focuses on "problem solving groups," a managerial technique adopted by numerous organizations in recent years. The author deals with why such groups fail and how to make them more effective. In this book you'll learn: Why you should consider forming managerial problem-solving teams; when you should form a team and when you should "go it alone." How to improve your group leadership skills and run more effective team meetings. How to select the right team members, develop a proper group character, and seek projects to improve your department's performance. How to diagnose problems, generate skeletal ideas, screen them, and then flesh out the best contenders. How to focus on strategies for selecting the best action and then implementing it. How to design programs to train your staff effectively in new problem-solving techniques. Group Problem Solving is important reading for managers interested in practical, down-to-earth methods of transforming static group performance into dynamic group action!
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Why Teams Fail
Improving Team Effectiveness
Early Group Behaviors
4 other sections not shown
acid bath alternative solutions Alternative Worldview Method Alumni Club Andrew Grove assign assumptions Atlanta automated guideway transit base rate data behavior black filament buckets carbon causes Chapter chips cohesive consensus constructive conflict counter-implementors creative Creative/Divergent critical thinking decision goals decision-making styles DeKalb County develop devil's advocate diagnosis and alternative discussion disturbance problem effective entrepreneurial problems evaluate Exhibit Extrovert factors firm Gantt Chart group members Groupthink heavy rail Henry Mintzberg heuristics human resources group identify implementation improve individual Ineffective groups installation Introvert Intuitors Irving Janis Isabel Briggs Myers John Naisbitt Model Nominal Group Technique norms operate option organization organizational participants performance Perry Homes present problem havers problem-solving team Proctor Creek psychological functions rail line reformulate rejected second-look meeting seek seismic test selective perception senior management skeletal ideas solver stakeholders strategic planning problems strategy subgroup subordinates task team members team's workers