Explores the related concepts of "bureaucracy" and "the bureaucrat," focusing on the characteristics of bureaucracy as an organizational form and on the sources of bureaucratic power. (PGD)

Organizational patterns can be examined from two major perspectives. The formal structure of an organization consists of those relationships among the organizational components that are the result of deliberate planning. This formal structure tends to be static and is the primary focus of management theory. The informal structure of an…

Conflict within organizations must be managed to maximize its useful aspects while minimizing those that are dysfunctional. Conflict can be interpersonal or can stem from the structural characteristics of the organization. Sources of conflict include win-or-lose situations that reduce cooperation by fostering competition, incompatibility among the…

Communication is an ongoing, dynamic process involving both transmitting and receiving verbal and nonverbal messages. To be fully functional, communication must include a feedback component that allows assessment of the effectiveness of the communication. Models of communication stress various relationships between senders and receivers, focusing…

Examines members' identification with their subunit using a sample of 185 elementary school principals' perceptions of (1) the availability of resources, (1) the existence of organization-level planning, and (3) the frequency of controversy about resource allocations. Appended are 34 references. (MLF)

There is a rich theoretical base for cooperative learning. Three interrelated types have been developed (formal, informal, cooperative base groups) that provide a framework for effective college teaching. However, too much emphasis is placed on developing the skills of individuals and too little on creating learning communities within which…

A study of the effects of team roles on the success of teams in business simulations found, contrary to expectation, that teams analyzing data on the basis of beliefs and values rather than logic were more successful. Implications for use of simulation in management education are discussed. (Author/MSE)

This book is the first of three volumes on conflict resolution for school administrators. The introduction provides a context for the discussion by outlining seven human systems levels at which conflict can occur and suggesting that the approach to dealing effectively with conflict varies with the level of the system involved. Chapter 1 explores…

Advises directors of ways to include day care workers in the decision-making process. Enumerates benefits of using staff to help focus and direct changes in the day care center and discusses possible pitfalls in implementation of a collective decision-making approach to management. (NH)

A "devil's advocacy" approach is proposed for the management of higher education conflict and ultimate improvement in the quality of decisions. Research supporting the value of active questioning of a preferred plan or strategy is summarized and its application is described. (DB)

This study investigated information needs and use by groups in decision-making processes. Problem contexts were varied by conflict, quality, and time conditions and presented to 89 graduate level education students who simulated school board members making decisions about educational programs. The research hypotheses were: (1) there are no…

Annotations from 12 entries in the ERIC database were selected as significant and useful sources of information about small-group cooperative learning. Five of the citations are literature reviews. Among these is a meta-analysis, drawn from 217 studies, about the effects of cooperative learning on student achievement and interpersonal attraction;…

Discusses leadership styles in two distinct situations--cooperative and counteractive. Effective leadership in cooperative situations depends on productivity, satisfaction, and cohesion in problem solving. Counteractive situations demand a political leadership style at home with coalitions, bargaining, persuasion, and coercion. Dynamic leadership…

Looks at three models for the development and functioning of groups. Identifies causes of staff tension and signs of serious internal problems. Considers the option of bringing in an outside facilitator to assist in team development. Discusses the faith dimension of team building. (DMM)

Challenges popular conceptions of stress as a negative condition, arguing that reasonable amounts of stress are necessary and desirable. Explains how stress-causing relationships between individuals and their environments can be perceived positively as relationships between role-occupying persons and the systems in which those roles have vital…