NotesFAQContact Us
Collection
Advanced
Search Tips
Showing all 6 results Save | Export
Wood, Michael T. – 1971
This dissertation address concerns the distribution of influence in decision-making groups. One general hypothesis of the study was that influence perceptions of group members depend upon the phases of decision-making in which they participate. Another was that the effects of participation would vary with the nature of the decision task or with…
Descriptors: Decision Making, Group Dynamics, Group Structure, Motivation
Corwin, Ronald G. – Admin Sci Quart, 1969
Patterns of relationships were identified between indices of organizational conflict and several measures of each of five organizational variables. The measures were adapted from 1500 questionnaires and 600 interviews in 28 public high schools. (Author)
Descriptors: Conflict, Group Structure, High Schools, Interpersonal Relationship
Peer reviewed Peer reviewed
Kakabadse, Andrew – Small Group Behavior, 1986
Investigated relationship between aspects of organizational structure and alienation as experienced by personnel (N=603) employed in nine social services organizations. Interviews with personnel making executive decisions, those making supervisory assessments, and those concerned with client interaction revealed that the best predictions of…
Descriptors: Administrative Organization, Alienation, Centralization, Employee Attitudes
Pugh, D. S.; and others – Admin. Sci. Quart., 1969
Descriptors: Behavior Theories, Bureaucracy, Classification, Group Behavior
Scott, Beverly A. – 1980
Using a case study of a client with common problems in placing women in non-traditional positions, this speech raises questions of diagnosis and intervention and presents an alternative organizational model that is then applied to the case study. The organizational model emphasizes four components: (1) mission (purpose or rationale for existence…
Descriptors: Administrative Organization, Adults, Case Studies, Females
Peer reviewed Peer reviewed
Falk, Gideon; Falk, Shoshana – Group and Organization Studies, 1981
Groups (N=62) of four members each used a multiple role-playing technique under three conditions: majority rule, unanimity rule, or no assigned decision rule. Results suggested that assignment of a majority rule has greater potential for reducing power inequalities. Discusses changes in members' self-perceived power. (Author/RC)
Descriptors: Adults, Decision Making, Group Dynamics, Group Structure