Temporary or permanent middle-management groups? Correlates with attitudes in QWL change projects
Article Abstract:
A study of 415 middle managers involved in quality of work life (QWL) programs in four manufacturing plants is discussed. The study examined differences in QWL-related attitudes on seven scales of managerial commitment to organizational change projects. Comparisons were made between those involved in permanent problem-solving groups, temporary groups, and those with no group experience. Permanent group participants show substantially more positive attitudes for all seven scales than the managers participating in the temporary groups. Temporary group participants demonstrate attitudes more negative than those those who have no group experience at all. Results are described in terms of powerlessness and empowerment. Methods for overcoming managerial resistance to worker participation programs are described.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1987
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A comparison of techniques for judgmental forecasting by groups with common information
Article Abstract:
The judgmental forecasts for five problems by individuals in 44 groups were analyzed to determine the forecasting results of groups where all members have access to the same information. Each group participant made an individual forecast and was then assigned to one of four group conditions: Delphi, Statistical, Best Member, and Consensus. Research results indicate that when task data is shared, group techniques have a small differential impact on the quality of group judgmental forecasts. In simple tasks with minimal bias, accuracy levels for any process were as high as that of the Actual Best group member. The research demonstrates that differences among group techniques occur because of the pooling of data and not because of the interpretation of information.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1990
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Evaluation of problem-solving groups: the case of quality circle programs
Article Abstract:
A case is made for assessing the effectiveness of problem-solving groups. A model of group problem-solving behavior is developed. The resulting conceptual framework is then applied to 16 actual quality circle program evaluations published between 1981 and 1986. It is suggested that problem-solving groups should be assessed to improve their degree of effectiveness, and that evaluations ought to be comprehensive, with attention to feedback variables, output and input variables, and commonly gauged output variables. Self-report data collection methods could be supplemented by more objective ones.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1988
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