Thesis (M. Psych. Org.)--University of Queensland, 2002. / Includes bibliographical references.

Thesis (M.P.A.)--Kutztown University of Pennsylvania, 2002. / Source: Masters Abstracts International, Volume: 45-06, page: 2956. Typescript. Includes bibliographical references (leaves 99-105).

Thesis (Ph. D.)--Rutgers University, 2008. / "Graduate Program in Industrial Relations and Human Resource Management." Includes bibliographical references (p. 173-193).

Thesis (Ed. D.)--University of North Texas, Aug., 2009. / Title from title page display. Includes bibliographical references.

Thesis (M.S.)--University of Florida, 2002. / Title from title page of source document. Includes vita. Includes bibliographical references.

Thesis (Ph. D.)--University of Oregon, 2003. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 127-139). Also available for download via the World Wide Web; free to University of Oregon users.

This study examines online news production through a cross-national comparative ethnography of two newsrooms: The Chicago Tribune in Chicago, Illinois and El Norte in Monterrey, Mexico. The researcher looks specifically at the extent of collaborative group work in the online newsroom. First, the researcher investigates the degree to which online newsrooms operate organizationally as collaborative groups when producing content for the website, as opposed to functioning individualistically when producing content for the website. The second facet examined is the cultural variability (Hofstede, 1980) of collaboration in the two online newsrooms, particularly whether the United States and Mexican online newsrooms support a collectivistic or individualistic and a high-context or low-context culture schema (Hofstede, 1980; Hall 1976). The last facet explored is how the collaborative behavior of the journalists in the two newsrooms supports or interferes with the practice of journalistic principles of verification and comprehensiveness and if this helps to make journalism better. This study found the El Norte newsroom has a collectivistic and high-context communication culture whereas The Chicago Tribune newsroom has an individualistic and low-context communication culture. Both newsrooms support the principles of verification and context in the news that is produced for the Website that helps to make the news accurate and comprehensive. It can be inferred, however, that the collectivistic, high-context communication culture is more supportive of a collaborative work environment that is conducive to making the journalists work together to help make the news accurate and comprehensive for the public. When the news is accurate and comprehensive, the public has better-informed citizens to make decisions in their daily lives as part of a democratic society. This study also has implications for the journalism and business industry as to the benefits of collaborative groupwork on the service or product outcome in an organization. / text

This study examined emotional reactions that occurred when participants compared the fairness of own outcomes to that of peer outcomes. The mediating role of emotions (pride, guilt, envy, or anger) on the fairness perceptions and the intention to engage in organizational citizenship (OCB) or counterproductive work behaviour (CWB) was assessed. Two hundred and sixty nine undergraduate business students participated in the main study. Peer evaluation vignettes were used to simulate four fairness conditions. Hierarchical multiple regression was used to test the hypotheses. The results indicated that perceived fairness to self interacted with perceived fairness to others, which led to emotional reactions, including pride, guilt, envy, and anger. Perceived fairness also directly influenced behaviour. However, only the negative emotions of anger and envy acted as mediators. As such, anger decreased OCB intention and increased CWB intention. Envy decreased the intention to engage in OCB. Implications of the results were discussed. / x, 128 leaves ; 29 cm

No description available.

AECI Bioproducts implemented the team concept as its management structure in it first ventures the lysine plant. The plant is AECI's first venture into Biotechnology. After a successful commissioning phase the plant was hampered by significant technological problems that prevented the plant from reaching design capacity. To compound matters the implementation of the Team Concept was not fully conceptualised resulting in poor implementation. The poor implementation resulted in teams being uncoordinated and often resulted in conflict between management and teams. The benefits that were envisaged from applying the team concept did not occur. The poor lysine prices and the inability to produce at design, resulted in significant losses being generated. This resulted in significant retrenchments at management level. The team structure remained intact despite the negative results achieved. The company recommitted to the team concept and structures were overhauled to ensurer the success of the teams. In 2001 Bioproducts is a vibrant thriving organisation. The productivity is above design and all benchmarks have been attained if not bettered. The organisation is one of the forerunners in the Biotechnology field and possesses skills and capabilities, which can be maximised in the future. The management question is how effective are teams and what is their relationship to job satisfaction. In this study we look at how effective teams are at Bioproducts and what is the level of job satisfaction among employees. We then determine the relationship using correlation analysis between perceptions of teamwork and job satisfaction. We also investigate the relationship between teamwork and organisational commitment, teamwork and work demands and teamwork and stress. Employees that were part of teams were given a questionnaire prepared by the author using the literature review conducted. There are seventy employees in the organisation and fifty-seven employees that belong to teams took part in the research. It was discovered that teams at Bioproducts are performing well within the organisation. Teams have high levels of autonomy, responsibility and accountability. There is a high degree of teamwork. Teams are interdependent and are co-operating and communicating well. There is a significant focus on job enrichment by management. The organisation is supporting and reinforcing teamwork well. The employees are committed to the organisation and there are high levels of job satisfaction among employees. Areas of concern that need to be looked at are the stress among employees, the insecurity surrounding ownership, communication within the organisation and training. The correlation analysis between teamwork and job satisfaction reveals that as individuals perception of teamwork increases job satisfaction increases and similarly as individuals perception of teamwork decreases job satisfaction decreases. The correlation between perception of teamwork and organisational commitment also reveals that as teamwork increases organisational commitment increases. One can conclude that team members that are happy in teams are more likely to be committed to the organisation and have increased job satisfaction. Stress of individuals increase as a result of teamwork, this is evident in the correlation analysis carried out. Organisations need to take heed of this since most individuals are not adequately equipped to deal with increases in stress levels. Teamwork places an increase in demands on employees and this factor together with stress levels need to be monitored. Overall the organisation is well equipped to deal with the ever-changing future and in terms of its human capabilities is well set to take advantage of its competitive edge once the issues that have been identified have been dealt with. / Thesis (MBA)-University of Natal, Durban, 2002.