By Duncan Kitchin
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Extra resources for An Introduction to Organisational Behaviour for Managers and Engineers: A Group and Multicultural Approach
Culture’s Consequnces; Comparing Values, Behaviours, Institutions, and Organizations Across Nations, 2nd edition, Sage. , 1982. Victims of Group Think, 2nd edition, Houghton-Mifflin. , 1972. Victims of Group Think. Houghton-Mifflin. , 1993. Social loafing: a meta-analytic review and theoretical integration. Journal of Personality and Social Psychology 65, 681–706. , 2009. Conflict and co-operation in diverse workgroups. Journal of Social Issues 65 (2), 261–285. , 1998. Revisiting the Bay of Pigs and Vietnam decisions 25 years later: how well has the group think hypothesis stood the test of time.
Shift to extreme This is another situation where individuals have a tendency to conform to some emerging group norm, but in this case the group norm that emerges is not the average of the individual decisions. Again it is a problem that occurs in decision-making groups, when they are newly formed. It has also been observed to occur when the decision-making group is long established but meets only rarely, which seems to make it act much like a newly formed group where the members are unfamiliar with one another.
A quality circle can be defined as . a small group of 6 to 12 employees doing similar work who voluntarily meet together on a regular basis to identify improvements in their respective work areas using proven techniques for analyzing and solving work-related problems coming in the way of achieving and sustaining excellence leading to mutual upliftment of employees as well as the organisation. It is ‘‘a way of capturing the creative and innovative power that lies within the workforce’’. com) When we examine this definition, we can perhaps begin to see why quality circles failed in the UK and many other ‘‘western’’ economies, and learn something about the nature of organisational culture.