Answers to assignments

NOTES

Answer to Assignment 5
Your presentation should cover the following steps.
Step 1 Find out about what 'norms' of behaviour are currently present. In other
words, find out about attitudes toward performance/excellence,
teamwork, communication, leadership, profitability, staff relations,
customer relations, honesty and security, training and innovation.
Step 2 Decide the ways in which norms need to be changed.
Step 3 Establish new norms. This needs:

• Top management commitment

• Leadership by example
• Support for positive behaviour and confrontation of negative
behaviour
• Consistency between reward system and positive behaviour
• Communication of desired norms
• Recruitment and selection of the 'right' people
• Induction programmes for new employees on the desired norms
• Training and skills development

Answer to Assignment 6
This is an exercise in research and interpersonal communication, as well as into IQ,
emotional intelligence or personality. We do not suggest any standard answers — but you
may have encountered some of the classic objections to various forms of testing.
(a) The interpretation of results is highly subjective.
(b) It is often easy to see which are the 'right' answers to give, so results can be
falsified.
(c) Questions may not give equal opportunity to (or have the same meanings
for) people of different cultures and social groups.
(d) Practice at some types of question can enable you to score higher.
(e) IQ scores do not necessarily mean anything in terms of intelligence
(especially other types of intelligence), merely mental agility.
(f) Test scores do not necessarily describe or predict a person's ability to do
their job, or other qualities an organisation might find desirable.

Answer to Assignment 7
Your answer should cover most of the following points.
(a) The problems raised by the staff are symptoms of a deeper problem. A
massive change was made without their knowledge. Familiar surroundings
disappeared, resulting in resentment, insecurity and uncertainty. There
may be a feeling of 'if they can do this without telling us, what else might
they do?' People who were used to working in small groups of two or three
now have to work with nineteen others and have to start building new
relationships and learn different working practices.
(b) Overcoming the problems will not be easy. Management could start by
explaining why the change was necessary or desirable. They need to sell the
benefits of the change, but should concentrate on benefits to the employees

265
 Answers to Assignments
, NOTES

rather than purely on those to the company. Deal with genuine problems.
For example, if noise is a real problem, place acoustic screens in strategic
places. This may also have the effect of creating more privacy.
(c) Discuss the change with those affected beforehand. Listen to comments and
suggestions. Ensure that communication is free-flowing, both up and down.
Sell the change effectively, giving reasons as to why it is necessary. Monitor
results.

Answer to Assignment 8
(a) He is likely to encounter a lack of communication and co-operation,
demotivated staff, resentment of his youth and an attitude of 'what does he
know about things here?' amongst others. It may be difficult to get work
done effectively as a result of these attitudes.
(b) Initially, it would probably help to hold a departmental meeting, so that
Peter can indicate how he wants the department to run and invite
comments. This will give both him and the staff the opportunity to 'weigh
each other up'. This should be followed by individual meetings with each
member of staff, encouraging frank and open discussion and, if necessary,
attempting to solve any problems which members of staff may express.
(c) From the feedback received from the departmental and individual
meetings, Peter may be able to determine which particular management
style would be most effective. It would probably be advisable to start with
the 'consult' approach, suggesting his own ideas and asking for comments. If
this proves successful, he may gradually move further up the management
continuum towards a more democratic style, although this may take some
time. Looking at Blake and Mouton's managerial grid, he must aim for 9.9
and must not be tempted towards 1.9 in his attempts to improve
relationships. At this stage he must be careful to strike the right balance
between results and relationships. If he starts with a loose, friendly attitude,
it will be almost impossible to tighten control if results are not forthcoming.
On the other hand, tighter control can be relaxed as the team achieves its
objectives and a greater degree of democracy can be achieved.

Answer to Assignment 9
This is an exercise in interpersonal communication, as well as in insight into human
motivation. We do not suggest any 'standard' answers: the purpose of the discussion is to
show how difficult it is to derive standard answers from individual uniqueness.

Answer to Assignment 10
Your answer should cover most of the following points. (Note it should be in memo
format.)
(a) Overall there appears to be an increasing lack of motivation and
commitment amongst the workforce. This is probably the result of the tight
management control, no prospects of promotion and poor, one-way
communication.
(b) Possible action for improving the situation could be to re-organise working
practices to encourage more team work (Maslow's belonging/social needs),
to consider present employees for promotion (Maslow, Herzberg and
Vroom), to introduce better communication methods and to encourage and

Roiemstinicm 266
 Answers to assignments
NOTES

act on feedback. Management should take a greater interest in their

employees. Grievances should be dealt with as quickly as possible and
people should be told when they are doing a good job.
By implementing these improvements, the workforce will feel that they are important to
the organisation and not simply 'numbers on the payroll'.

Answer to Assignment 11
Another practical communication exercise. Keep the documentation as documentary
evidence of competence/knowledge. If you need help see Section 2.4
In analysing the contributions, you may have found that strong characters were inclined
to dominate the meeting. Attempts should have been made to draw quiet people into the
discussion. There may have been arguments over certain points and perhaps peace
restored by another member of the group. The observers may have noticed non-verbal
communication taking place.

Answer to Assignment 12
Your answer should include most of the following points.
'
(a) A group is informal and loosely structured. A team is a formal work group
brought together to achieve an objective.
(b) Giving the group a greater sense of identity as a team, encouraging
solidarity and encouraging the group to commit themselves to shared work
objectives.
(c) Expressing solidarity, encouraging interpersonal relationships, controlling
conflict and intra-group competition and encouraging inter-group
competition.
(d) Clearly set out objectives; involve the team in setting targets and standards;
provide necessary information, resources, training and environment; give
regular, clear feedback; encourage feedback and ideas; give positive praise
and reward; and visibly support the team in the organisation.
(e) High levels of labour turnover, accident rate and absenteeism; low output
and productivity; poor quality of output; individual targets not achieved;
time wasted and lost.

lr.)))
267 Pmeribwrot
 •

ktr,
PlatemEargai 268
 Glossary
•W
 •

270
 Glossary
NOTES
•
Accountability The duty of the individual to report to his superior to account for how
S
he has used his delegated authority and fulfilled his responsibilities.
Added value An accounting term for the difference between the cost of raw materials
and the sales price of the finished product: in other words, the value that is
perceived to have been added to inputs by processing within the organisational
system.
Attitude A mental and neural state of readiness exerting a directive or dynamic
influence upon the individual's response to all objects and situations with which it
is related.'
Authority The right to do something, or to get others to do it.
Bias is a mental tendency or inclination to see things in a particular way. It is used
mainly to refer to irrational preferences or dislikes, usually a form of prejudice.
Brainstorming A process whereby people produce spontaneous, uncensored ideas,
sparked off by a particular problem or task.
Budget A statement of desired performance, usually expressed in financial terms
(expenditure, revenue, profit and so on).
Centralisation The concentration of authority for making most decisions at the top
levels of the organisation.
Communication The transmission or exchange of information.
Conflict Any personal divergence of interests between groups or individuals.
Organisational conflict arises from behaviour intended to obstruct the
achievement of some other person's goals.
Control The overall process whereby goals and standards are defined, and performance
is monitored, measured against the goals and adjusted if necessary, to ensure that
the goals are being accomplished.
Co-operation Working or acting together.
Co-ordinate To plan or take action to improve, the interrelationships (especially of
timing and methods of communication) between a number of various activities,
which contribute to the achievement of a single objective, so that they do not
conflict and the objective is achieved with a minimal expenditure of time and
effort (Dictionary of Management).
Counselling A purposeful relationship in which one person helps another to help
himself. It is a way of relating and responding to another person so that that
person is helped to explore his thoughts, feelings and behaviour with the aim of
reaching a clearer understanding. The clearer understanding may be of himself or
of a problem, or of the one in relation to the other.' (Rees).
Criterion (plural: criteria) A factor or standard by which something can be judged or
decided.
Culture (in the sense of organisational 'climate'). The collective self-image and style of
the organisation; its shared values and beliefs, norms and symbols.
Decentralisation The dispersion of authority to make decisions throughout all levels of
the organisation.
Delayering The reduction of the number of management levels from bottom to top.
Delegation The process whereby superior A gives subordinate B authority over a
defined area which falls within the scope of A's own authority.

271
l!Tr
hoolimariom
 Glossary
NOTES

Diagnosis is the thorough analysis of facts or problems in order to gain understanding.

(A diagnosis is the opinion reached as a result of such analysis.) In medical terms,
diagnosis is the identification of diseases through the examination of symptoms.
Discipline A condition in an enterprise in which there is orderliness in which the
members of the enterprise behave sensibly and conduct themselves according to
the standards of acceptable behaviour as related to the goals of the organisation.
Dysfunction Any disturbance in a person (or system) which prevents it from
functioning or fulfilling its intended role of purpose
Empowerment The current term for making workers (and particularly work teams)
responsible for achieving, and even setting, work targets, with the freedom to
make decisions about how they are to be achieved.
Flat organisation An organisation which, in relation to its size, has a small number of
hierarchical levels. This implies a wide span of control.
Formal organisation An organisation which is deliberately constructed to fulfil specific
goals. It is characterised by planned division of responsibility and a well-defined
structure of authority and communication. The organisation structure provides
for consistent functions and roles, irrespective of changes in individual
membership.
Grievance Occurs when an individual feels that (s)he is being wrongly treated by a
colleague or supervisor: picked on, unfairly appraised or blocked for promotion,
or discriminated against on grounds of race or sex.
Group Any collection of people who perceive themselves to be a group.
Human resource management is 'a strategic and coherent approach to the management
of an organisation's most valued assets: the people working there who individually
and collectively contribute to the achievement of its objectives for sustainable
competitive advantage'. (Armstrong)
Incentive The offer or promise of a reward for contribution or success, designed to
motivate the individual or team to behave in such a way as to earn it. (In other
words, the 'carrot' dangled in front of the donkey!)
Influence The process by which an individual or group exercises power to determine or
modify the behaviour of others.
Informal organisation One which is loosely structured, flexible and spontaneous,
fluctuating with its individual membership. Examples of an informal organisation
are colleagues who tend to lunch together and 'cliques'. Informal organisations
always exist within formal organisations.
Internal customer concept Any unit of an organisation whose task contributes to the
work of other units can be regarded as a supplier of services, like any other
supplier used by the organisation. The 'receiving' units are thus customers of that
unit. The service unit's objective thus becomes the efficient and effective
identification and satisfaction of customer needs — as much within the
organisation as outside it.
Job enlargement The attempt to widen jobs by increasing the number of operations in
which a job holder is involved.
Job enrichment Planned, deliberate action to build greater responsibility, breadth and
challenge of work into a job.
Job A grouped set of tasks allocated to a given worker.

rinosibroni 272
 Glossary
NOTES

Learning The process of acquiring, through experience, knowledge which leads to

changed behaviour.
Motivation The process by which the behaviour of an individual is influenced by others,
through their power to offer or withhold satisfaction of the individual's needs and
goals.
Network A contemporary organisational structure that is founded on a set of alliances
with other organisations that serve a wide variety of functions.
Organisational conflict Arises from behaviour intended to obstruct the achievement of
some other person's goals.
Organisations 'Social arrangements for the controlled performance of collective goals'.
(Buchanan and Huczynski).
Perception The psychological process by which stimuli or in-coming sensory data are
selected and organised into patterns which are meaningful to the individual.
Personality The total pattern of characteristic ways of thinking, feeling and behaving
that constitute the individual's distinctive method of relating to the environment.
Policy A general statement or understanding which provides guidelines for management
decision making.
Power The ability to do something, or get others to do it.
Prejudice A 'pre-judgement', an opinion formed before all the relevant facts are known —
particularly an unfavourable opinion.
Quality circles Groups of (typically 6-10) employees from different levels and/or
disciplines, who meet regularly to discuss problems of quality and quality control
in their area of work.
Reward A token (monetary or otherwise) given to an individual or team in recognition
of some contribution or success.
Responsibility The liability of a person to be called to account for the way he has
exercised the authority given to him. It is an obligation to do something, or to get
others to do it.
Span of control The number of subordinates immediately reporting to a superior
official. In other words, if a manager has five subordinates, the span of control is
five.
Stakeholders All those individuals, groups and institutions who have a legitimate
interest or 'stake' in the organisation's activities and performance.
Tall organisation One which, in relation to its size, has a large number of levels of
management hierarchy. This implies a narrow span of control.
Team A formal group established to achieve particular objectives.

273
 I

1
11.1W1
hatirsabins 274
Bibliography
 f

276
 Bibliography
NOTES,

Armstrong, M. (1997) A Handbook of Personnel Practice, London: Kogan Page

Barnard, C, (1938) Functions of the executive Boston: Harvard University Press
Belbin, M. (1993) Team Roles at Work, Oxford: Butterworth-Heineman
Blake, R. and Mouton J, (1964) The Management Grid, Houston, Texas: Gulf Publishing
Bridges, W. (1995) jobshifts: How to Prosper in a workplace without jobs. Reading:
Addison-Wesley
Buchanan, D. and Huczynski A, (1991) Organisational Behaviour: An Introductory Text,
Hemel Hempstead: Prentice Hall
Crichton, A, (1968) Personnel Management in Context: Batsford
Cuming, M (1985), The Theory and Practice of Personnel Management Oxford:
Butterworth-Heinneman
Daft, R (2001) Organisation Theory and Design. 7th ed. London: Pearson
Drucker, P. (1993) Management: Tasks, Responsibilities, Practices. Harper Business
Drucker, P. (1989) The Practice of Management, Oxford: Butterworth-Heinemann
Fayol, H. (1967) General and Industrial Management, London: Pitman
Fox, A. (1999) Readings in Contemporary Employment Relationship, ed. Mortimer, D.,
Leece, P. and Morris, R. Marrickville: Harcourt Bruce
Goldthorpe, J. Lockwood, D. Bechhofer, F and Platt, J. (1968) The Affluent Worker:
Industrial attitudes and behaviour Cambridge: Cambridge University Press
Goleman D, (2000) Leadership that gets results. Harvard Business Review, Mar-Apr
Guest, D. (2002) Human resource management, corporate performance and employee
well-being: building the worker into HRM. Journal of Industrial Relations
Hampden-Turner, C. (1990) Corporate Culture. London: Economist Books
Handy, C. (1987) Gods of Management, London: Souvenir Press
Handy, C. (1993) Understanding Organisations, e ed. Harmondsworth: Penguin
Herzberg, F. (1968), Work and the Nature of Man, Cleveland: World.
Hunt, J. (1986) Managing People at Work, Basingstoke: McGraw-Hill
Johns, T. (1994) Perfect Customer Care, London: Arrow Business Books
Kolb, D. (1984) Experiential Learning. New York: Prentice Hall
Lewin, K. (1946) Field Theory in Social Science, London: Tavistock
Liken, R. (1961) New Patterns of Management
Lupton, T. (1963) On the Shop Floor Oxford: Pergammon Press
Lupton, T. (1971) Management and the Social Sciences Harmondsworth: Penguin
Maccoby, M. (1998) Why work: motivating and leading the new generation, New York:
Simon & Schuster
Maslow, A. (1954) Motivation and Personality, New York: Harper and Row
Mayo, A. (1998) People Management, 22 January
Mayo, E. (1975) Social Problems of an Industrial Civilization. London: Routledge
McCrae R. and Costa P, (2003), Personality in Adulthood, a Five-factor Theory Perspective,
Guildford: Guildford Press

kV)
277 PasouNamoi
 Bibliography
NOTES

McGregor, D. (1960) The Human Side of Enterprise. New York: McGraw Hill
Mead, G.H. (1934) Mind, Self and Society ed. C.W. Morris. University of Chicago
Mintzberg, H. (1979) The Structuring of Organisations. New Jersey: Prentice Hall
Mintzberg, H. (1980) The nature of managerial work, Prentice Hall
Pedler, Burgoyne and Boydell (1991) The Learning Company London: McGraw-Hill
Peters, T. (1992) Liberation Management New: York Alfred A. Knopf
Peters, T. and Waterman R. (1982), In Search of Excellence. New York: Harper and Row
Reddin, B. (1997) Groups at Work, Oxford: Blackwell Publishers
Rooke and Torbert (1998) Organisational Transformation as a Function of CEO's
Developmental Stage. Boston: Edge/Work Press
Schein, E. (1985) Organisational Culture and Leadership. San Fransisco: Jossey-Bass
Stacey, R. (2000) Strategic Management and Organisational Dynamics: the Challenge of
Complexity. 3rd ed. Harlow: Pearson Education.
Taylor, F, (1911), The Principles of Scientific Management (reprinted 1947) New York:
Harper and Row
Trist E and Bamforth K (1951) 'Some logical and pyschological consequences of the
longwall method of goal getting' Human Relations, Vol. 4 pp. 6-27 and 37-38 Cited in
Stacey (2000)
Tuckman, (2001) Learning and Motivation Strategies, Harlow: Prentice Hall
Vroom, V. (1964) Some Personality Determinants of the Effects of Participation Englewood
Cliffs, New Jersey: Prentice Hall
Yoder, D. (1958) Handbook of personnel management and labor relations New York:
McGraw-Hill
Yoder, D. (1952) Personnel principles and policies, Englewood Cliffs: Prentice Hall
Weber, M. (1947) The Theory of Social and Economic Organisation. Free Press. Translated
and edited by Henderson, A. and Parsons, T.

Ar,

Pamorikemai 278
i

Index

s
hoomstfaurai 280
 Index
NOTES /

Abilities, 127 process, 151

skills, 151
Achiever, 25
•
Crichton, 87
Action Teams, 254 Cross-cultural work group, 257
Age, 126
Culture, 104, 174, 187
Agreeableness, 212
fit, 112
Apollo, 107
Cuming, 98
Appraisal, 154
Aptitudes, 127
Artefacts, 105 Decentralisation, 65
Assumptions, 104 Decisional roles, 16
Athena, 108 Defender, 210
Attitude, 125 Delayering, 48
Authority, 71 Diagnosing problems, 142
avoidance, 21 Diplomat, 25
Disciplinary action, 159
Barnard, 4 Disciplinary policy, 97
Discipline, 158
Behavioural problems, 142 Division of work, 34
4 Behaviourist, 129
Dorming, 235
Brainstorming, 232
Drucker, 38, 87
• Bulletin boards, 256
Dynamic networks, 75
Bureaucracy, 35

Cash incentives, 224

E factors, 217
Effective managers, 191
Classical administration, 36
Electronic mail, 256
Causes, 144 Electronic whiteboards, 256
Centralisation, 65
Employee communication policy, 97
Change, 26,184
Empowered teams, 233
Changing culture, 111
Empowerment, 65
Chunked and unglued structures, 78
structure, 49
Chunking, 45
Environmental factors, 204
Class and class consciousness, 126
Equal opportunities policy, 97
Classifying business organisations, 60
Expert, 25, 210
Closed system, 39
power, 20
Cognitive or information, 129
Extraversion, 212
Collective goals, 7
Communication, 189
Compromise, 21 Fayol, 9, 10, 34
Concentric chart, 80 Feedback, 190
Conferencing, 255 Financial flexibility, 77
Confidentiality, 151 Five Factor Theory, 211
Conflict, 21, 186, 188 Flat structures, 78
Confrontation, 22 Flexibility, 46, 48
Connectivity, 253 Flexible working, 47
Conscientiousness, 212 Followership, 169
Content theories, 199 forcing, 22
Contingency approach, 42, 60,176 Formal goals, 7
Contingency theory, 42 Formal groups, 230
Continuum of management styles, 173 Formal structure, 58
Contractors, 61 Forming, 234
Controlled performance, 8 Fox, A, 186
Cook-Greuter, S, 24 Functional flexibility, 77
Costa, P, 209, 211 Functional organisation, 68
Counselling, 149 Functions of management, 9

281
 Index
NOTES

Globalisation, 256 maturity framework, 24

style, 104
Goals, 201
traits, 170
Gods of Management, 105
Learning, 128
Grading, 155
Legitimate, 35
Greek, 107
Learning cycle, 129
Group behaviour at work, 229
Lewin, K, 185
Group cohesion and dysfunction, 239
Lifestyle and interests, 126
Group contribution, 237
Liken, 191
Group decision-making, 236
Limited company, 61
Group dynamics, 234
Lupton, 42
Group formation, 234
Group norms, 235
Groups, 229 Maccoby, M, 208, 210
Groupware, 256 Magician, 26
Management style, 170, 172
Handy, 80, 103, 105, 176 Management Teams, 254
Management thought, 31
Handy's motivation calculus, 207
Managerial authority, 17
Helper, 210
Managerial roles, 15
Heron Distribution, 112
Managing performance, 15
Herzberg, 37
Managing tasks, 10
Herzberg's theory, 204
Manufacturers, 61
Hierarchical, 43
Many hats, 16
Hierarchical structure, 49
Market-driven cultures, 44
Hierarchy, 35
Marks & Spencer, 112
Horizontal chart, 79
Mars, 112
Horizontal structures, 78
Maslow, 37, 200
Human relations approach, 37, 38
Maslow's hierarchy of needs, 200
Human resource function, 85
Matched authority and responsibility,
Human Resource Management (HRM),
34
85, 89
Matrix, 70
Hunt, j, 186
Matrix charts, 80
Hygiene factor, 223
Mayo, A., 41, 88
Mayo, E., 37
Ideological goals, 7 McCrae, R, 209, 211
Images, 188 McGregor, 37
Incremental change, 184 Metaphors, 80
Informal groups, 230 Methodologies, 147
Informal structure, 59 Mintzberg, 15
Information communications Morale, 201
technology (ICT), 76 Motivation, 217
Information technology, 65 Motivator factors, 205
Informational roles, 16 Multi-disciplinary, 71
Innovator, 210 teams, 246
Internal customer concept, 94 Multidivisional structures, 72
Internal networks, 74 Multifunctional teams, 71
Internet, 256 Multi-skilled teams, 246
Interview, 148 Multi-skilling, 46
Intranets, 256 Multiskilling policy, 97
Myths, 188
Jobless' structures, 78
Needs, 200
Leaders, 168 Negative reinforcement, 129
Leadership, 167, 168, 170 Neo-human relations, 37
a

QV))
tanordarmai 282
 Index
NOTES I

Networked Teams, 254 Projectors, 256

Networks, 73, 253
Neuroticism, 212
New Organisation, 44, 78
Newsgroups, 256
Norming, 234
Not-for-profit organisations, 62
Numerical flexibility, 77
z Rationality, 36
Observation, 147
Open system, 39
Openness, 212
Opportunist, 25
Organisation, 67
Organisational culture, 6, 102
Organisational structure, 5
Organisational transformation, 27
Output-focused structures, 78
Parallel Teams, 254
Partnership, 60
Pay as a motivator, 222
Perception, 121
Perception and work behaviour, 123
Perceptual organisation, 122
Perceptual selection, 122
Performing, 234
Person culture, 108
Personal power, 20
Personality and work behaviour, 120
Personality development, 119
Personnel
department, 85
management, 85
management roles, 86
managers, 95
policies, 96
Peters, 78
Peters and Waterman, 110
Physical power, 20
Planning and control, 13
Pluralist perspective, 186
Pluralistic power, 23
Policy frameworks, 97
Position power, 20
Power, 19, 23
Power culture, 106
Principles of diagnosis, 146
Problems, 145
Problem-solving approach, 157
Process theories, 199
Product-Development Teams, 254
Production Teams, 254
Project Teams, 254
Public sector organisation, 60
Purpose of management, 8
Quality circles, 233
Questionnaires, 148
Race, culture or religion, 126
Recruitment policy, 97
Reddin's 3-D management grid, 180
Re-integration of jobs, 46
Reports, 149
Resistance, 185
Resource power, 20
Results-orientated schemes, 157
Retailers, 61
Rituals, 188
Role culture, 107
Rooke, D, 27
Safety policy, 97
Scalar chain of command, 34
Schein, 103
Scientific management, 32
Selecting a team, 244
Self, 119
Self-developer, 210
Self-image, 119
Service organisations, 62
Service Teams, 254
Sex, 126
Shamrock organisation, 78
Shared personal goals, 7
Shareholders, 61
Single function specialisms, 43
Single status policy, 97
Smoothing, 21
Social arrangements, 5
Social Character Type Theory, 210
Socio-technical system, 40
Sole trader, 60
Span of control, 62
Specialisation, 35
Stability, 36
Stable networks, 74
Stimulus-response, 129
Storming, 234
Strategist, 25
Stress, 132
Structure, 104
Subordination of individual interests,
35
Succession/promotion policy, 97

283 hatiordomou
 Index
NOTES

Symbols, 188 Transformational leaders, 189

Symptoms, 143 Transformational leadership, 24
Systems, 43 Trust-control dilemma, 180
Systems approach, 39, 41 Two-factor theory, 204
Types of business activity, 61
Tall structure, 43
Task culture, 108 Unglued structures, 78
Task or people, 178 Uniformity, 36
Tasks and responsibilities, 43 Unilateral power, 23
Taylor, 32 Unitary perspective, 186
Team identity, 248 Unity of command, 34
Team roles, 245
Team solidarity, 248 Vertical networks, 74
Teambuilding, 243, 247 Vertical organisation chart, 79
Teamwork, 44 Virtual organisations, 75
Teamworking, 232 Virtual teams, 253, 255
Technology, 40 Vroom's theory, 206
Tell and listen, 157
Tell and sell, 157
Weber, M, 35
Tells — sells — consults — joins, 172
Theory X,181 Websites, 256
Theory Y,181 Work Teams, 254
Time management systems, 256
Torbert, B, 24 Yoder, 87
Transactional leadership, 24
Transformation, 26 Zeus, 106
Transformational change, 184

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