Task Characteristics & Group Effectiveness in Indian Organizations

摘要: Concept of Group or Team Effectiveness A lot Indian firms find their ways through acquisition, strategic alliances and joint ventures, mergers divestments. They have concern towards managing change, turnaround transformation, improving R&D, enhancing creativity, culture building, people issues etc. The present study raises a perspective from HR where ultimately it is the whose consistent performance enables company reach goal. effectiveness important right top to bottom organization. We that use team/group has expanded rapidly in response competitive challenges. Numerous studies shown how design empowered self-directed work teams, parallel learning cross-functional project executive team-based organizations. words "team" "group" are used interchangeably this paper. popular management literature tended term "team," for example, quality improvement team effectiveness. academic word "group," group cohesion, dynamics, No differentiation being made here concept team. Likert (1961) emphasized can derive maximum benefit out it's human resources if groups marked by high degree loyalty, effective skills interaction goals. He maintained an organization may be called successful when, besides maximizing its profit, makes greatest capacity consisting highly groups, linked together overlapping pattern other similarly groups. McGregor (1960: 235-40) distinguishes between less "The 'good' managerial one atmosphere relaxed with listening each without tension. People participate try agreement. When disagreements cannot resolved, attempts live them, criticism, while frequent, constructive but not personal. Evaluation constant. On hand, little idea task objectives. few dominate, contributions often point. Disagreements either suppressed fear conflict, actual warfare emerges. Meetings produce tension value reaching any clear goal". group's ability depends particularly upon well transforms resource inputs into outputs. would include organizational settings, nature task, individual attributes general member characteristics. process things like norms patterns, decision making maintenance activities. These related both required behaviours formal systems emergent informal systems. outputs maintenance. Cartwright Zander (1960) suggested more specializes tasks member. From vast on models which attempt develop new theoretical perspectives area Cummings (1981), Hackman (1976), Gladstein (1984) who developed model social-technical tradition focuses leadership skills, technical interaction. Guzzo (1986) three determinants effectiveness, namely, interdependence, outcomes interdependence contingency rewards performances, potency collective belief effective. must incorporated status report because represents first pose test comprehensive …