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Менеджмент Group that Works
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Read the text and be ready to answer the questions.

Reading

When people work in groups, there are two quite separate issues involved. The first is the task and the problems involved in getting the job done. The second is the process of the group work itself: the mechanisms by which the group acts as a unit and not as a loose rabble. However, without due attention to this process, the value of the group can be diminished or even destroyed. It is this synergy which makes group work attractive in corporate organization despite the possible problems in group formation.

In simple terms, the group process leads to a spirit of cooperation, coordination and commonly understood procedures and mores. If this is present within a group of people, then their performance will be enhanced by their mutual support (both practical and moral). If you think this is a nebulous concept when applied to the world of industry, consider the opposite effect that a self-opinionated, cantankerous loud-mouth would have on your performance and then contrast that to working with a friendly, open, helpful associate.

A group can be seen as a self managing unit. The range of skills provided by its

members and the self monitoring which each group performs makes it a reasonably safe recipient for delegated responsibility. Even if a problem could be decided by a single person, there are two main benefits in involving the people who will carry out the decision. Firstly, the motivational aspect of participating in the decision will clearly enhance its implementation. Secondly, there may well be factors which the implementer understands better than the single person who could supposedly have decided alone.

More indirectly, if the lowest echelons of the workforce each become trained, through participation in group decision making, in an understanding of the companies objectives and work practices, then each will be better able to solve work-related problems in general. Further, they will also individually become a safe recipient for delegated authority which is exemplified in the celebrated right of Japanese car workers to halt the production line.

Finally, a word about the much vaunted "recognition of the worth of the individual" which is often given as the reason for delegating responsibility to groups of subordinates. While some experts agree with the sentiment, it is dubious that this is a prime motivator – the bottom line is that the individual's talents are better utilized in a group, not that they are wonderful human beings.

6. Revise the lexical units of the text:

неорганизованная толпа, итог, заслуживающий доверия получатель, известное право, основные преимущества, первоначальный фактор мотивации, раскрываться в большей мере, производственная линия, самоконтроль, взаимная поддержка, делœегирование ответственности.

7. Answer the following questions:

a. What are the two main issues involved when we speak about work in groups?

b. What is the reason why the value of the group can be diminished?

c. What makes group work attractive in corporate organization?

d. What does the group process lead to?

e. Why can a group be a safe recipient for delegated responsibility?

f. What are the two main benefits in involving the people who will carry out the decision in the decision-making process?

g. What are the benefits of the workforce to participate in group decision making?

h. Is recognition of the worth of the individual considered as a prime motivator? Why? Why not?


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