Team Dynamics in Developing Organizations |
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Page 103
leader must be particularly strong in competence , articulate and able to present
well his group's concerns to superiors and outsiders . A socio - emotional leader
must earn the confidence of his group and find his own job satisfactions in seeing
...
leader must be particularly strong in competence , articulate and able to present
well his group's concerns to superiors and outsiders . A socio - emotional leader
must earn the confidence of his group and find his own job satisfactions in seeing
...
Page 186
Pay / Benefits Ask yourself : How SATISFIED am I with this aspect of my present
job ?: " 1 " means I am not satisfied ( this aspect of my job is much poorer than I
would like it to be ) . “ 2 ” means I am only slightly satisfied ( this aspect of my job
is ...
Pay / Benefits Ask yourself : How SATISFIED am I with this aspect of my present
job ?: " 1 " means I am not satisfied ( this aspect of my job is much poorer than I
would like it to be ) . “ 2 ” means I am only slightly satisfied ( this aspect of my job
is ...
Page 195
Working Conditions Ask yourself : How SATISFIED am I with this aspect of my
present job ?: “ 1 ” means I am not satisfied ( this aspect of my job is much poorer
than I would like it to be ) . “ 2 ” means I am only slightly satisfied ( this aspect of
my ...
Working Conditions Ask yourself : How SATISFIED am I with this aspect of my
present job ?: “ 1 ” means I am not satisfied ( this aspect of my job is much poorer
than I would like it to be ) . “ 2 ” means I am only slightly satisfied ( this aspect of
my ...
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acceptance accomplish achievement action activities appears approach asked aspect attitude authority become behavior better Chapter commitment communication concern conducted conflict consultant corporate course decisions designed develop direction discussion division effective effort employees evaluation example executive expected experiment feelings force four function goals going human ideas implement important improve increased individual influence interpersonal involved lead leader leadership levels major means measure meetings morale motivation necessary norms objectives observed operating organization organizational participative personnel philosophy planning plant position practice present problem problem-solving procedures productivity questions relations relationships responsibility Review role satisfied session situation skills social solutions solving staff structure subordinates suggest supervisor talk task team building technicians techniques tends tion unit usually values workers