The perceptions of staff and management regarding social dialogue and codetermination at Goedgedacht Trust
- Authors: Hartley, Craig
- Date: 2021-04
- Subjects: Management -- Employee participation -- South Africa
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/52546 , vital:43685
- Description: The purpose of this study is to determine the perception of Management and Staff at Goedgedacht Trust regarding Social Dialogue and Codetermination. Goedgedacht Trust is a non-profit organisation that has been in existence for 27 (twenty-seven) years. The organisation pursues its mandate to alleviate poverty in the rural communities of the Swartland area in the Western Cape. Funders of Goedgedacht Trust have undertaken 2 (two) impact studies, the reports of which constitute the impetus for this study. The study utilised a qualitative research methodology and research explores the field of Organisational Behaviour, General and Human Resource Management in the context of a non-profit organisation. It is submitted that the findings emanating from this paper are equally applicable to organisations with a profit driven agenda. In terms of the findings, it is submitted that the overriding perception of both Staff and Management was that Social Dialogue and Codetermination were practiced to a certain degree, albeit on an ad hoc basis such that it did not result in any significant value to the organisation’s success at the time of writing. As set out more fully herein, a concerted effort is required to make Social Dialogue and Codetermination a strategic objective of an organisation, which objective should be pursued and the outcomes measured (with shortcomings appropriately addressed) for continuous improvement. Following this study, it is submitted that for there to be impactful Social Dialogue and Codetermination, the organisation in question must foster an environment that encourages vertical communication throughout, undertakes a cohesive and transformative approach to management and an overall collaborative culture at all levels. The study also found that the support factors to Social Dialogue and Codetermination is an engaging, collaborative culture with communication that is open throughout the organisation. Furthermore, in addition to inter alia an inclusive and engaging culture, Social Dialogue and Codetermination requires a well-defined Human Resource Management and a Conflict Management system, which should be transparent, trustworthy and consistent in its application. This study lays the foundation for further research on the effectiveness of the proposed conflict management system and whether conflict management has produced a saving on the real cost of conflict at Goedgedacht Trust. , Thesis (MPhil) -- Faculty of Humanities, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Hartley, Craig
- Date: 2021-04
- Subjects: Management -- Employee participation -- South Africa
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/52546 , vital:43685
- Description: The purpose of this study is to determine the perception of Management and Staff at Goedgedacht Trust regarding Social Dialogue and Codetermination. Goedgedacht Trust is a non-profit organisation that has been in existence for 27 (twenty-seven) years. The organisation pursues its mandate to alleviate poverty in the rural communities of the Swartland area in the Western Cape. Funders of Goedgedacht Trust have undertaken 2 (two) impact studies, the reports of which constitute the impetus for this study. The study utilised a qualitative research methodology and research explores the field of Organisational Behaviour, General and Human Resource Management in the context of a non-profit organisation. It is submitted that the findings emanating from this paper are equally applicable to organisations with a profit driven agenda. In terms of the findings, it is submitted that the overriding perception of both Staff and Management was that Social Dialogue and Codetermination were practiced to a certain degree, albeit on an ad hoc basis such that it did not result in any significant value to the organisation’s success at the time of writing. As set out more fully herein, a concerted effort is required to make Social Dialogue and Codetermination a strategic objective of an organisation, which objective should be pursued and the outcomes measured (with shortcomings appropriately addressed) for continuous improvement. Following this study, it is submitted that for there to be impactful Social Dialogue and Codetermination, the organisation in question must foster an environment that encourages vertical communication throughout, undertakes a cohesive and transformative approach to management and an overall collaborative culture at all levels. The study also found that the support factors to Social Dialogue and Codetermination is an engaging, collaborative culture with communication that is open throughout the organisation. Furthermore, in addition to inter alia an inclusive and engaging culture, Social Dialogue and Codetermination requires a well-defined Human Resource Management and a Conflict Management system, which should be transparent, trustworthy and consistent in its application. This study lays the foundation for further research on the effectiveness of the proposed conflict management system and whether conflict management has produced a saving on the real cost of conflict at Goedgedacht Trust. , Thesis (MPhil) -- Faculty of Humanities, 2021
- Full Text:
- Date Issued: 2021-04
South Africa’s mohair value chain: institutional framework, governance and the perceptions of management and labour
- Authors: Heald, Arisa Oka
- Date: 2020
- Subjects: Management -- Employee participation , Management -- Employee participation -- South Africa , Agriculture -- South Africa -- History , Mohair industry -- South Africa , Mohair industry -- South Africa -- Employees
- Language: English
- Type: text , Thesis , Masters , MSocSci
- Identifier: http://hdl.handle.net/10962/164669 , vital:41153
- Description: The primary objective of this research is to understand the ways in which the (working and living) conditions confronting employers and employees on mohair farms are the complex outcome of their position in the global mohair value chain, the nature of the labour process, and the ‘contours of voice’ (i.e., how and why employees voice). These three bodies of literature represent different levels of analysis: at the broadest level, the political economy of the mohair value chain is explained by drawing on the chain literature. This literature has been supplemented, at the level of the production process, by deploying the concepts of labour process theory (LPT), which focus on the control of work processes by management as well as workers’responses to this control. These responses were analysed by incorporating insights from the burgeoning research on employee voice (EV) in an effort to understand the practical ways in which workers on mohair farms articulate their needs and interests. The cross-collination of these three bodies of literature is, to my knowledge, a novel feature of this research on the mohair industry in South Africa, which, in turn, has itself been woefully under-researched. The research design consisted of a qualitative approach in which I used in-depth, semi-structured interviews and focus-group discussions as the primary sources of data collection. The secondary source of data was available publications and documents from the agriculture industry and mohair sector. A qualitative approach acknowledges and gives great insight and meaning into the research topic. Twenty participants were interviewed for my research: six from key organisations within the mohair industry, ten farmers, two mohair farm workers and two mohair shearers. The main findings of the research include the following: first, institutions in South Africa’s mohair industry not only determine (in part) the structure of the mohair value chain but also play a vital role in governing the chain. Each institution and actor plays a significant role in adding value to the mohair product that leads to economic upgrading. Second, understanding the actions of farmers (as employers) by drawing on LPT allows me to show how the systemic pressures of capitalist accumulation compel employers to continuously enhance their control over production – and, by extension, over workers – who, in turn, resist and/or accommodate to these impositions by management. Lastly, the research shows that employee voice at the farm level is complex and contested – not surprisingly, given South Africa’s troubled history – yet, it is increasingly exercised by farm workers and accepted by mohair farmers as a necessary and inescapable means of resolving issues that arise in the employment relationship at the workplace and remaining competitive in a global market.
- Full Text:
- Date Issued: 2020
- Authors: Heald, Arisa Oka
- Date: 2020
- Subjects: Management -- Employee participation , Management -- Employee participation -- South Africa , Agriculture -- South Africa -- History , Mohair industry -- South Africa , Mohair industry -- South Africa -- Employees
- Language: English
- Type: text , Thesis , Masters , MSocSci
- Identifier: http://hdl.handle.net/10962/164669 , vital:41153
- Description: The primary objective of this research is to understand the ways in which the (working and living) conditions confronting employers and employees on mohair farms are the complex outcome of their position in the global mohair value chain, the nature of the labour process, and the ‘contours of voice’ (i.e., how and why employees voice). These three bodies of literature represent different levels of analysis: at the broadest level, the political economy of the mohair value chain is explained by drawing on the chain literature. This literature has been supplemented, at the level of the production process, by deploying the concepts of labour process theory (LPT), which focus on the control of work processes by management as well as workers’responses to this control. These responses were analysed by incorporating insights from the burgeoning research on employee voice (EV) in an effort to understand the practical ways in which workers on mohair farms articulate their needs and interests. The cross-collination of these three bodies of literature is, to my knowledge, a novel feature of this research on the mohair industry in South Africa, which, in turn, has itself been woefully under-researched. The research design consisted of a qualitative approach in which I used in-depth, semi-structured interviews and focus-group discussions as the primary sources of data collection. The secondary source of data was available publications and documents from the agriculture industry and mohair sector. A qualitative approach acknowledges and gives great insight and meaning into the research topic. Twenty participants were interviewed for my research: six from key organisations within the mohair industry, ten farmers, two mohair farm workers and two mohair shearers. The main findings of the research include the following: first, institutions in South Africa’s mohair industry not only determine (in part) the structure of the mohair value chain but also play a vital role in governing the chain. Each institution and actor plays a significant role in adding value to the mohair product that leads to economic upgrading. Second, understanding the actions of farmers (as employers) by drawing on LPT allows me to show how the systemic pressures of capitalist accumulation compel employers to continuously enhance their control over production – and, by extension, over workers – who, in turn, resist and/or accommodate to these impositions by management. Lastly, the research shows that employee voice at the farm level is complex and contested – not surprisingly, given South Africa’s troubled history – yet, it is increasingly exercised by farm workers and accepted by mohair farmers as a necessary and inescapable means of resolving issues that arise in the employment relationship at the workplace and remaining competitive in a global market.
- Full Text:
- Date Issued: 2020
Organisational commitment in the automotive industry : a comparative study of employment contracts
- Authors: Bailey, Peter John
- Date: 2013
- Subjects: Organizational commitment , Employee motivation -- South Africa , Automobile industry and trade -- Management , Management -- Employee participation -- South Africa , Labor contracts -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9299 , http://hdl.handle.net/10948/d1014664
- Description: Organisations face many obstacles in maintaining high quality standards and enhancing their competitive positions. It is not just the external factors, such as market fluctuations, but also internal obstacles, that have an effect on the competitiveness of organisations. Most of the internal factors are the result of poor management practices such as insufficient employee development paths, lack of mentorship programmes or job insecurity which results in the poor performance and commitment levels of employees. However employees are more willing to provide efficient and effective practices if they are committed to the organisation. A committed workforce can be created through many practices. Some of these practices include, creating an environment where employees feel as though they are part of the organisation and that their actions directly influence the success of the organisation (Kingston 2007); building long lasting and fair relationships between staff and supervisors (Manetje 2009:50); providing partial organisational ownership for employees through employee share ownership schemes (Employee share ownership plan guidelines 2007:3); creating an organisation structure which binds employees and groups together and removes bureaucratic practices (Brooks 2009:190) and creating management styles that encourage employee involvement (Manetje 2009:51) Unfavourable conditions within the economy are not making it any easier for organisations to become more competitive. Organisations have had to downsize, restructure and transform in order to cut costs as the demands for goods and services slowed down. However, these practices have resulted in an insecure work environment for employees and have posed complex challenges for management. (Coetzee 2005). Employment contracts have therefore become popular tools for managing economic downturns. Organisations opt for more temporary staff so as to easily reduce headcount when costs need to be lowered. Employment contracts give organisations the advantage of flexibility which is a key area for success in turbulent business environments (Krausz, Bizman & Braslavsky 2001:302). Previous research on temporary contracts has revealed lower commitment levels of staff than other types of contracts such as permanent and fixed-term contracts (Guest 2004:12). Therefore, there needs to be a balance between various employment contracts; a balance which brings out the best in organisational performance. The different types of employment contracts are also important tools to use to enhance commitment within the organisation. For that reason, it is essential to understand the linkage between the types of contracts and organisational commitment and whether certain contracts result in higher levels of organisational commitment. The primary objective of the study is to identify factors which influence organisational commitment as well as to investigate whether organisational commitment and the different types of employment contracts can increase employee motivation and job involvement within the automotive industry environment. Given the primary objective of the study, a quantitative research paradigm was followed in testing the relevant hypotheses. A five-point Likert scale questionnaire was conducted to gather empirical data from the respondents employed within the automotive industry. The target population of the study was the employees within the automotive industry (Volkswagen of South Africa). A convenience sampling technique was used to distribute the questionnaires and the researcher made use of both manual hand-outs and an online system called the Survey Monkey to gather the data. The sample was restricted to 260 respondents. The main findings of this study revealed that the dimensions, workplace culture, job security, career development and personality were statistically significant and had a positive influence on organisational commitment. Workplace culture proved to be the most significant positive influence on organisational commitment. Thus, if an organisation adjusts this dimension to better suit the employees, the result could be an enhanced level of employee commitment. On the other hand, management style and mentoring were found to be the least important in influencing organisational commitment in the automotive industry. Furthermore, the results illustrated a significant positive relationship between organisational commitment and the dependent variables, employee motivation and job involvement. The study also identified the link between employment contracts and organisational commitment, job involvement and employee motivation. However, a statistically significant relationship only existed between employment contracts and job involvement. Thus the different types of contracts have an effect on the level of employee involvement within an organisation. The implications of the findings are that organisations within the automotive industry should focus on areas that have a substantially greater impact on organisational commitment. These areas include workplace culture, job security, personality and career development. Organisations thus need to find methods or processes which facilitate the development of these areas. In order for organisations to move from good to great, a workforce that is committed to the goals and objectives is required.
- Full Text:
- Date Issued: 2013
- Authors: Bailey, Peter John
- Date: 2013
- Subjects: Organizational commitment , Employee motivation -- South Africa , Automobile industry and trade -- Management , Management -- Employee participation -- South Africa , Labor contracts -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9299 , http://hdl.handle.net/10948/d1014664
- Description: Organisations face many obstacles in maintaining high quality standards and enhancing their competitive positions. It is not just the external factors, such as market fluctuations, but also internal obstacles, that have an effect on the competitiveness of organisations. Most of the internal factors are the result of poor management practices such as insufficient employee development paths, lack of mentorship programmes or job insecurity which results in the poor performance and commitment levels of employees. However employees are more willing to provide efficient and effective practices if they are committed to the organisation. A committed workforce can be created through many practices. Some of these practices include, creating an environment where employees feel as though they are part of the organisation and that their actions directly influence the success of the organisation (Kingston 2007); building long lasting and fair relationships between staff and supervisors (Manetje 2009:50); providing partial organisational ownership for employees through employee share ownership schemes (Employee share ownership plan guidelines 2007:3); creating an organisation structure which binds employees and groups together and removes bureaucratic practices (Brooks 2009:190) and creating management styles that encourage employee involvement (Manetje 2009:51) Unfavourable conditions within the economy are not making it any easier for organisations to become more competitive. Organisations have had to downsize, restructure and transform in order to cut costs as the demands for goods and services slowed down. However, these practices have resulted in an insecure work environment for employees and have posed complex challenges for management. (Coetzee 2005). Employment contracts have therefore become popular tools for managing economic downturns. Organisations opt for more temporary staff so as to easily reduce headcount when costs need to be lowered. Employment contracts give organisations the advantage of flexibility which is a key area for success in turbulent business environments (Krausz, Bizman & Braslavsky 2001:302). Previous research on temporary contracts has revealed lower commitment levels of staff than other types of contracts such as permanent and fixed-term contracts (Guest 2004:12). Therefore, there needs to be a balance between various employment contracts; a balance which brings out the best in organisational performance. The different types of employment contracts are also important tools to use to enhance commitment within the organisation. For that reason, it is essential to understand the linkage between the types of contracts and organisational commitment and whether certain contracts result in higher levels of organisational commitment. The primary objective of the study is to identify factors which influence organisational commitment as well as to investigate whether organisational commitment and the different types of employment contracts can increase employee motivation and job involvement within the automotive industry environment. Given the primary objective of the study, a quantitative research paradigm was followed in testing the relevant hypotheses. A five-point Likert scale questionnaire was conducted to gather empirical data from the respondents employed within the automotive industry. The target population of the study was the employees within the automotive industry (Volkswagen of South Africa). A convenience sampling technique was used to distribute the questionnaires and the researcher made use of both manual hand-outs and an online system called the Survey Monkey to gather the data. The sample was restricted to 260 respondents. The main findings of this study revealed that the dimensions, workplace culture, job security, career development and personality were statistically significant and had a positive influence on organisational commitment. Workplace culture proved to be the most significant positive influence on organisational commitment. Thus, if an organisation adjusts this dimension to better suit the employees, the result could be an enhanced level of employee commitment. On the other hand, management style and mentoring were found to be the least important in influencing organisational commitment in the automotive industry. Furthermore, the results illustrated a significant positive relationship between organisational commitment and the dependent variables, employee motivation and job involvement. The study also identified the link between employment contracts and organisational commitment, job involvement and employee motivation. However, a statistically significant relationship only existed between employment contracts and job involvement. Thus the different types of contracts have an effect on the level of employee involvement within an organisation. The implications of the findings are that organisations within the automotive industry should focus on areas that have a substantially greater impact on organisational commitment. These areas include workplace culture, job security, personality and career development. Organisations thus need to find methods or processes which facilitate the development of these areas. In order for organisations to move from good to great, a workforce that is committed to the goals and objectives is required.
- Full Text:
- Date Issued: 2013
The impact of employee engagement on the business success of Johnson controls Uitenhage
- Authors: Muller, Roger Joseph
- Date: 2009
- Subjects: Employee motivation -- South Africa , Organizational commitment -- South Africa , Management -- Employee participation -- South Africa , Employee loyalty -- South Africa , Success in business -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8681 , http://hdl.handle.net/10948/1137 , Employee motivation -- South Africa , Organizational commitment -- South Africa , Management -- Employee participation -- South Africa , Employee loyalty -- South Africa , Success in business -- South Africa
- Description: The purpose of this study is to investigate the influences, outcomes and degree of employee engagement, as it relates to business success of Johnson Controls. The research was conducted by questionnaire using a sample of 120 employees of Johnson Controls Uitenhage Plant. The sample represents 45 percent of the total population of 267 employees. The study discusses certain key influences of engagement - the degree to which employees are engaged and the resultant outcomes of employee engagement. The result of the study proves that communication, leadership behaviours, policies, practices, recognition and rewards are real factors influencing engagement. The study also validated that productivity, safety, customer satisfaction, employee retention and quality are outcomes of engagement. A strong relationship was found to exist between employee engagement and business success. The study also found that a strong relationship exist between leadership behaviours, policies and procedures, and recognition and rewards. Communication was found to have no relationship with employee engagement.
- Full Text:
- Date Issued: 2009
- Authors: Muller, Roger Joseph
- Date: 2009
- Subjects: Employee motivation -- South Africa , Organizational commitment -- South Africa , Management -- Employee participation -- South Africa , Employee loyalty -- South Africa , Success in business -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8681 , http://hdl.handle.net/10948/1137 , Employee motivation -- South Africa , Organizational commitment -- South Africa , Management -- Employee participation -- South Africa , Employee loyalty -- South Africa , Success in business -- South Africa
- Description: The purpose of this study is to investigate the influences, outcomes and degree of employee engagement, as it relates to business success of Johnson Controls. The research was conducted by questionnaire using a sample of 120 employees of Johnson Controls Uitenhage Plant. The sample represents 45 percent of the total population of 267 employees. The study discusses certain key influences of engagement - the degree to which employees are engaged and the resultant outcomes of employee engagement. The result of the study proves that communication, leadership behaviours, policies, practices, recognition and rewards are real factors influencing engagement. The study also validated that productivity, safety, customer satisfaction, employee retention and quality are outcomes of engagement. A strong relationship was found to exist between employee engagement and business success. The study also found that a strong relationship exist between leadership behaviours, policies and procedures, and recognition and rewards. Communication was found to have no relationship with employee engagement.
- Full Text:
- Date Issued: 2009
Identifying departmental team dynamics in a regulated casino environment
- Authors: Hughes, David Robert
- Date: 2007
- Subjects: Teams in the workplace -- South Africa , Teams in the workplace -- Training of , Casinos -- Management , Management -- Employee participation -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8734 , http://hdl.handle.net/10948/798 , Teams in the workplace -- South Africa , Teams in the workplace -- Training of , Casinos -- Management , Management -- Employee participation -- South Africa
- Description: Literature has been reviewed on the formation and structure of groups and teams in order to establish what differences there are in the types of teams that exist in the modern workplace, and what it is that facilitates effective and high performance of such teams. From the results of the qualitative research conducted, the author is of the opinion that the notion of teams operating in the regulated casino environment is somewhat exaggerated. At year end functions and award ceremonies, mention is made of the teams that successfully contributed to the various achievements but, upon closer inspection, no teams are evident at the “coal face”. Some of the reasons for this may be that there appears to be a lack of those skills necessary to harness people into successful teams especially during the early stages of the business lifecycle. Too few people at grass root level have the required knowledge, skills and attitude to take the lead and form a team especially in an unfamiliar environment. It may also be as a result of the different management styles imposed on the labour force over a long period of time. As organisations are forced to become more competitive, especially on the global market, it is the author’s opinion that the management style in progressive organisations will probably have shifted from autocratic to paternalistic to democratic; yet very few businesses are practicing participative management, although buzzwords relating to participative management are used freely. Ultimately, accountability rests with top management and results are measured by bottom line figures. Since accountability is centralised, the intrinsic and extrinsic rewards for success are also confined to management who is likely to be criticised, attacked, or got rid of, and these recipients are often not volunteering to share the benefits reaped – even though the recipients would mutter words such as “if it were not for my team” or “ thanks to my team”. With this viewpoint in mind the treatise aims to address specific and practical interventions that could be implemented without much organisational change and yet developing a culture of team development and team building within an organisation. The author is of the opinion that the responses imparted from the different respondents in the research results could benefit Sun International within its training methodology policy framework. Although, each casino unit is managed autonomously, Sun International, via its centralised training facility, could apply successful specific and practical training interventions in respect of team dynamics. Results extracted from unit staff climate surveys and staff feedback sessions could be collated from the different training departments within the group and presented in workshops at quarterly conferences and feedback seminars. The effectiveness of these interventions, once implemented, could be assessed in a performance measurement framework. Eales-White (1996: 34) quotes Peters as saying, “I observe the power of the team is so great that it is often wise to violate common sense and force a team structure on almost anything … companies that do, will achieve greater focus, stronger task orientation and enhanced individual commitment.
- Full Text:
- Date Issued: 2007
- Authors: Hughes, David Robert
- Date: 2007
- Subjects: Teams in the workplace -- South Africa , Teams in the workplace -- Training of , Casinos -- Management , Management -- Employee participation -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8734 , http://hdl.handle.net/10948/798 , Teams in the workplace -- South Africa , Teams in the workplace -- Training of , Casinos -- Management , Management -- Employee participation -- South Africa
- Description: Literature has been reviewed on the formation and structure of groups and teams in order to establish what differences there are in the types of teams that exist in the modern workplace, and what it is that facilitates effective and high performance of such teams. From the results of the qualitative research conducted, the author is of the opinion that the notion of teams operating in the regulated casino environment is somewhat exaggerated. At year end functions and award ceremonies, mention is made of the teams that successfully contributed to the various achievements but, upon closer inspection, no teams are evident at the “coal face”. Some of the reasons for this may be that there appears to be a lack of those skills necessary to harness people into successful teams especially during the early stages of the business lifecycle. Too few people at grass root level have the required knowledge, skills and attitude to take the lead and form a team especially in an unfamiliar environment. It may also be as a result of the different management styles imposed on the labour force over a long period of time. As organisations are forced to become more competitive, especially on the global market, it is the author’s opinion that the management style in progressive organisations will probably have shifted from autocratic to paternalistic to democratic; yet very few businesses are practicing participative management, although buzzwords relating to participative management are used freely. Ultimately, accountability rests with top management and results are measured by bottom line figures. Since accountability is centralised, the intrinsic and extrinsic rewards for success are also confined to management who is likely to be criticised, attacked, or got rid of, and these recipients are often not volunteering to share the benefits reaped – even though the recipients would mutter words such as “if it were not for my team” or “ thanks to my team”. With this viewpoint in mind the treatise aims to address specific and practical interventions that could be implemented without much organisational change and yet developing a culture of team development and team building within an organisation. The author is of the opinion that the responses imparted from the different respondents in the research results could benefit Sun International within its training methodology policy framework. Although, each casino unit is managed autonomously, Sun International, via its centralised training facility, could apply successful specific and practical training interventions in respect of team dynamics. Results extracted from unit staff climate surveys and staff feedback sessions could be collated from the different training departments within the group and presented in workshops at quarterly conferences and feedback seminars. The effectiveness of these interventions, once implemented, could be assessed in a performance measurement framework. Eales-White (1996: 34) quotes Peters as saying, “I observe the power of the team is so great that it is often wise to violate common sense and force a team structure on almost anything … companies that do, will achieve greater focus, stronger task orientation and enhanced individual commitment.
- Full Text:
- Date Issued: 2007
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