Groupthink in the decision making team Team member very familiar with each

Groupthink in the decision making team team member

This preview shows page 25 - 39 out of 39 pages.

Groupthink in the decision-making team Team member very familiar with each other Insulation from experts: leaving engineer experts outside of decision circle 25
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Multiple career ladders to ensure diversity
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Recruitment Entrepreneurship
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Job Planning and Design: What are employees asked to do and how do we allow them room to show initiative? Hackman and Oldman (1980): a framework for work motivation-task dimensions. Research shows that skill variety, task identify, autonomy and feedback is very important for employee creativity (Coelho and Augusto, 2010).
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Job Planning and Design Entrepreneurship General Area Practices Encouraging Entrepreneurship Overall Job Design Long-term orientation in planning and job design Jobs that are broad in scope Jobs with significant discretion Jobs that are less structured Integrative job design Results-oriented job design High employee involvement Effective and timely feedback HRM Policies Consistent with Entrepreneurial Behavior
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Performance Appraisals: How do we guide, reinforce, and help employees identify with entrepreneurial performance? An interesting video
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Performance appraisals Entrepreneurship Performance Appraisal High employee involvement Balanced individual-group orientation Emphasis on effectiveness over efficiency Result oriented (vs. Process) Based on subjective criteria Emphasis on long-term performance HRM Policies Consistent with Entrepreneurial Behavior (Cont.)
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Training and Development: How do we help employees recognize their entrepreneurial potential and develop the skills to best capitalize on that potential?
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Training and Development Entrepreneurship
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Compensation and Rewards: How do we incentivize employees to be entrepreneurial, take ownership,and stay with the company? Various types of rewards (monetary and non-monetary) that emphasize innovation and CE. For example Personalized “innovator” jackets, shirts, leather folders are given to employees who make entrepreneurial contributions; When a new idea is accepted by the firm, the CEO awards shares of stock to the employee; Employees are given $500 to spend on an innovative idea that relates to their job; Small cash awards are given to employees who try something new and fail---and the best failure of the quarter receives a larger award; Employees put a percentage of their salary at risk and then can either lose it, double it, or triple it based on team innovation performance
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Compensation and Rewards Entrepreneurship
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The future of work- how AI may change the future landscape of work and firm innovation Discussion
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Some background
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© Copyright National University of Singapore. All Rights Reserved. THANK YOU
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