This document discusses philosophy of management as an independent journal that focuses on central philosophical issues in management theory and practice. It seeks to define and develop the field of philosophy of management. Topics covered include core management concepts, presuppositions, representations of management in media/myths, methodologies like decision making and control, and applying philosophy to practical and ethical issues. The journal publishes three issues per year on different focused topics and features contributors from various fields.
Classical Theory of management is a branch of management theory evolved around the 19th century. It was developed during the industrial revolution when problems related to factory systems began, to recognize the role that management plays in an organization particularly focusing on the efficiency of the work process
Administrative management theory and comparison of administrative vs scienti...ErTARUNKASHNI
BRIEF TO ADMINISTRATIVE MANAGEMENT THEORY
HISTORY OF ADMINISTRATIVE MANAGEMENT THEORY
INTRODUCTION TO ADMINISTRATIVE MANAGEMENT THEORY
DEFINISTION OF ADMINISTRATIVE MANAGEMENT THEORY
WORKS OF HENRY FAYOL
PRINICIPLES OF ADMINISTRATIVE MANAGEMENT THEORY
COMPARISON OF ADMINISTRATIVE VS SCIENTIFIC MANAGEMENT THEORY
Classical Theory of management is a branch of management theory evolved around the 19th century. It was developed during the industrial revolution when problems related to factory systems began, to recognize the role that management plays in an organization particularly focusing on the efficiency of the work process
Administrative management theory and comparison of administrative vs scienti...ErTARUNKASHNI
BRIEF TO ADMINISTRATIVE MANAGEMENT THEORY
HISTORY OF ADMINISTRATIVE MANAGEMENT THEORY
INTRODUCTION TO ADMINISTRATIVE MANAGEMENT THEORY
DEFINISTION OF ADMINISTRATIVE MANAGEMENT THEORY
WORKS OF HENRY FAYOL
PRINICIPLES OF ADMINISTRATIVE MANAGEMENT THEORY
COMPARISON OF ADMINISTRATIVE VS SCIENTIFIC MANAGEMENT THEORY
This presentation is on value conflict and its resolution prepared a sa part of blended pedagogy which I use for my B.Ed. Students to assist them after the class also. It is equally available for all others.
Managerial ethics (types of managerial ethics)cidroypaes
Managerial ethics is a set of principles and rules dictated by upper management that define what is right and what is wrong in an organization. It is the guideline that helps direct a lower manager's decisions in the scope of his or her job when a conflict of values is presented. i.e different types of managerial ethics ,company ethics,manager ethics,ethics
This presentation is on value conflict and its resolution prepared a sa part of blended pedagogy which I use for my B.Ed. Students to assist them after the class also. It is equally available for all others.
Managerial ethics (types of managerial ethics)cidroypaes
Managerial ethics is a set of principles and rules dictated by upper management that define what is right and what is wrong in an organization. It is the guideline that helps direct a lower manager's decisions in the scope of his or her job when a conflict of values is presented. i.e different types of managerial ethics ,company ethics,manager ethics,ethics
An Ethnographic Investigation of Indigenous Management Thoughts and Practices...AJSSMTJournal
The application of Western management theories and philosophies in African societies have
been called to question by scholars, thus igniting calls for management principles and practices that reflect the
contextual nuances and environmental challenges of Africa. This paper examined the indigenous traditional
practices of Ido people of Kalabari, an Ijaw tribe in Rivers State, Nigeria, with a view to identifying the precolonial management thoughts and practices embedded in them. This is an ethnographic study which adopted
interviews, group discussion and observation as sources of data collection. Adopting the judgemental
sampling technique, 15 critical stakeholders of Ido Community – six males and nine females participated in the
interview and focused group sessions while the researchers lived as participant observers in the community to
identify the prevailing management practices and their underlying philosophy. The results of the study indicate
that the Ido people were already utilising indigenous management principles and practices before the advent
of colonialism. It was concluded that there is urgent need for more investigations into the traditional practices
of Africa and other developing economies to discover indigenous management theories and practices of these
geographies that will take cognizance of their contextual nuances and environmental peculiarities in order to
proffer solutions to their peculiar challenges
Implicit Leadership Perception at Context of; Intergovernmental and Nongovern...inventionjournals
Main focus of this study is exploring the Intergovernmental and Nongovernmental Organizations’ employees leadership perceptions based on differences of their cultural, national, educational, experience. The reason of studying in this sector; contains variety of cultural background and international experienced staff .Research has been done Gaziantep in Turkey because many UN agencies and NGO’s are operating in Gaziantep based on current situation in Syria armed conflict. Also this kind of organizations are specialized for emergency situations, development strategies and humanitarian aid at worldwide so we have to take in to account how hard it is managing these issues globally. We found some evidence that affecting leadership perceptions which are related participant experience, foreign language and education level and details are provided on discussion section. The question of research is expectations of leadership by multinational organizations employees. We haven’t seen any direct study related for both Intergovernmental and Nongovernmental organizations employees’ perceptions of implicit leadership, for this reason our study may provide contribution to literature.
Running head WHAT MANAGERS OFTEN WANT WHAT MANAGERS OFTEN WAN.docxagnesdcarey33086
Running head: WHAT MANAGERS OFTEN WANT
WHAT MANAGERS OFTEN WANT
What Managers Often Want
Name
Organisational Theory
26 August 2014
INTRODUCTION
For the past number of decades, most academics and practitioners studying organizations suggest the concept of culture is the climate and practices that organizations develop around their handling of people (Schein, 2004). Organizational culture is the basic pattern of shared assumptions, values, and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organization. According to Wilson (2014), it is a rationale for people’s behavior, a guideline for action, a cause for condemnation or praise, a quality that makes a company what it is. In relation to the preceding definition, Arnold (2005) indicates that organizational culture is the distinctive norms, beliefs, principles and ways of behaving that combine to give each organization its distinct character.
A clear understanding of organizational culture is virtually imperative in the organisation, as it will help management to understand what the real issues as pertains to the organisation’s operations are, which areas need attention and what can be done to address the identified gaps. There is a need for management to understand the concept of organization culture to better synergy and performance. Social scientists have explored the notion of organizational culture as a perspective in organizational theory over the past decades. According to Zheng (2014) current interests in organizational culture stems from at least four different sources: climate research, national cultures, human resource management and from conviction approaches which emphasize the rational and structural nature of the organization to be unable to offer a full explanation of organizational behaviour.
The origin of organizational culture from a national culture point of view is based, among others, on the work of Deal and Kennedy (1982). According to this view organizational culture is seen as being central to organizational success rather than factors such as structure, strategy or politics. As a result the attention shifted away from national cultures and focused more on organizational culture. Interests in organizational culture from the human resource management and performance point of views stems from the fact that organisational culture was perceived to be offering a non-mechanistic, flexible and imaginative approach to understanding how organizations work (Zhang, 2014). Consequently, organisational culture is considered to be the great “cure-all” for most organisational problems (Wilson, 1992). Other theoretical development of the concept organisational culture includes studies conducted within the field of organisational theory. These studies focused on the description and understanding of the concept organization culture by using typologies or classifications, which include the following:
i. Deal and.
In this thesis, leadership is tested by looking at the influence from cultural dimensions. This cultural influence is on the preference of leadership and the managing of conflicts.
Gadjah Mada International Journal of Business - September-DecDustiBuckner14
Gadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
250
Gadjah Mada International Journal of Business
Vol. 22, No. 3 (September-December 2020): 250-275
*Corresponding author’s e-mail: [email protected]
ISSN: PRINT 1411-1128 | ONLINE 2338-7238
http://journal.ugm.ac.id/gamaijb
Leadership Styles and Organizational
Knowledge Management Activities:
A Systematic Review
Nabeel Al Amiri*a, Rabiah Eladwiah Abdul Rahima, Gouher Ahmedb
aUniversity Tenaga Nasional, Malaysia
bSkyline University College, United Arab Emirates
Abstract: Leaders play a critical role in the success or failure of their organizations. Leaders can
be effective in implementing changes, building their organization’s capabilities, and improving its
performance, or the opposite, they could be ineffective. In this systematic review, the authors aim
to summarize the findings of previous quantitative research, published between the period from
2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge
management (KM) capabilities and activities. The authors reviewed 50 articles found in well-
known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar,
and others, concerning the impact of leadership when implementing KM in business organiza-
tions. The review revealed that transformational, transactional, knowledge-oriented leadership,
top executives, and strategic leadership have evidence of their constant and positive effect on the
KM process. The authors encourage organizations to use a combination of those styles to max-
imize the effect of leadership on KM. The authors also recommend conducting further studies
on the effect of the remaining leadership styles, such as the ethical and servant leadership styles
on KM and the other specific KM activities.
Keywords: leadership, leadership styles, knowledge, knowledge management, organization
JEL Classification: M000, M100, M150
Al Amiri et al
251
Introduction
According to the literature, KM has
a significant impact on organizational per-
formance and innovation. Researchers have
found a strong link between KM and differ-
ent aspects of management innovation that
provide an organization with a competitive
advantage. KM’s implementation in business
organizations could be affected by sever-
al factors, such as the organization culture,
budget, infrastructure, technology, and lead-
ership.
The impact of leadership on business
and organizational management has been
recognized as a significant factor that could
make a difference in organizational perfor-
mance. The academic gurus proposed sev-
eral theories, such as the great man theory,
various behavioral theories, Lewin’s theory,
the contingency theory, the situational lead-
ership theory, the transformational theory,
the transactional theory (or managerial lead-
ership), and many others.
Based on the existing literature, the out ...
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Sustainability: Balancing the Environment, Equity & Economy
Philosophy of management
1. Philosophy of Management
Philosophical Thinking About Management Theory and Practice
Mark Dibben, R. Edward Freeman, Paul Griseri, and Frits Schipper, Executive Editors
Philosophy of Management is an independent, refereed forum that focuses on central philosophical issues of
management in theory and practice. It seeks to define and develop the field of philosophy of management and is
directed to those working in all traditions. Topics covered include:
Core concepts in management
Presuppositions of management
Representations of management in different media and managerial myths
Management methodologies, for instance decision-making, control, organisation design
The use of philosophical techniques and skills in management practice
The application of philosophical disciplines to practical and ethical issues facing managers
Philosophy of Management publishes three issues per year and each issue focuses on a different topic. Published
contributors include René ten Bos, GhislainDeslandes, Juan Fontrodona, Michelle Greenwood, Jeremy Moon, Geoff
Moore, Duncan Pritchard, and Duane Windsor.
International Journal of Business and Social Science Vol. 3 No. 21; November 2012
72
Application of Management Theories and Philosophies in Nigeria and Their
Associated Problems
Prof. B.E.A. Oghojafor
Faculty of Business Administration
University of Lagos
Lagos, Nigeria
Mr. AdemolaIdowu
Department of Business Administration
University of Lagos
Lagos, Nigeria
Dr. O.J. George
Department of Business Administration
University of Lagos
Lagos, Nigeria
Abstract
This paper uses culture as a major driver of the application of management theories in Nigeria, and
examines the
associated problems with a view to recommending appropriate solutions. It defines culture along
divergence,
universalism, convergence and situational lines of demarcation; and notes, from the point of view of
African
3. separation between informal, indigenous institutions rooted in Africa’s history and culture and formal
institutions
mostly transplanted from outside.
The contribution of culture as a main driver of application of management theories in Nigeria can be
found in the
study by Akporherhe (2002) which suggests that culture is the acquired knowledge that people use to
interpret
experience and to generate social behaviour. Culture is learned through education, socialisation and
experience
and passed from one generation to another; therefore it can be said to be enduring. Oghojafor, George
and
Owoyemi (2012) also define culture as the way of life of a set of people.
Hofstede (1980) defines culture as the pattern, ways of thinking, feeling and reacting, acquired and
communicated
mainly by symbols, amounting to the distinctive achievements of human groups, including their
embodiments in
artifacts; the essential core of culture consists of traditional (i.e. historically derived and selected) ideas
and
especially their attached values.
As a concluding remark on culture in this paper, Oghojafor, et al. (2012) state that it is not to ignore the
fact that
cultures do undergo constant changes as people are more or else forced to adjust to new environments
and new
ways of doing things; and they see culture as consisting of such figurative rather than literal vehicles of
meaning,
including beliefs, ritual practices, art form and ceremonies, as well as informal cultural practices such as
language,
gossip, stories and rituals of daily life.
1.1 Aim and Objective
The objective of this paper is to discuss management theories and philosophy in Nigeria and the
problems which
are associated with their application. It is also to discuss possible solutions to these problems.
2. Methodology
This paper is a conceptual research work based on literature review. It is also based on a mono-method
qualitative
approach using secondary sources of data collection. Secondary data are data collected and recorded by
a third
party researcher for purposes other than contemporary needs of the researcher (Harris, 2001). The
paper is a
product of structured survey of articles, majority of which were published in the last twenty years. This
major
database covers about forty business and social science publications. Using key words Culture,
Applicability,
Management theory, Nigerian Management model along with Developing Counties enabled me to
generate a list
of more than fifty articles and texts.
3. Applicability of management theories to developing countries
4. Applicability of management theories and practices has historically been a major interest of scholars
dealing with
developing countries’ situations. Researchers have been discussing this issue from divergence,
universality,
convergence, and situational perspectives. According to the divergence perspective, mostly comparative
management literature, western management theories stop at the cultural boundary of each nation. It is
the
position of this view that culture is indeed the main source of management differences between
developed and
developing countries (Hoskisson, Eden, Ming and Wright, 2000).
Cross-cultural researchers are said to believe that there is no such thing as a universal theory of
management. In
contrast, those with universal view were noted to have argued that culture does not limit the
applicability of
management theories and believe that there are similar management practices within organisations all
around the
world. Those with convergence perspective consider the degree of industrialisation as the main
determinant for
applicability of management theories (Hofstede,1993). International Journal of Business and Social
Science Vol. 3 No. 21; November 2012
74
The convergence view on the other hand believes that the western management theories may not be
applicable in
developing countries as a result of the technical and economic difficulties in these countries rather than
cultural
constraints. Like Hafsi and Farashahi (2005:2) state, ‘situational or contingency theorists, as opposed to
universalists, consider different situational factors such as manager’s personality, firms’ ownership and
sector (i.e.
private or public), and their hierarchy as the main determinants for the applicability of management
theories’.
Keeping these views in mind, this paper will focus on the interplay of divergence perspective and
universalism
which shows that cultural differences are the major source of variations in cross – managerial behaviour
in
developing countries (Barrett and Bass, 1976). This position will apply to the discussion of African
contributions
to the development of management thought and indeed management theories and philosophies in
Nigeria.
4. African contributions to development of management thought
As a result of the fact that Africa had no documentation of her past before the coming of the Europeans,
her
contribution to development of management thought has not been given even a passing mention in
writing on
management particularly by Western writers. It is also noted that the fact that African historians and
archeologists had shown that there were ancient kingdoms and empires in Africa is an indisputable
proof that
Africans gave serious thought to effective management for achieving organisational and state
goals(Ifechukwu,
5. 1994).
According to George (1968), it is noteworthy that a few of the western textbooks that discuss
management history
acknowledge the great pyramids in Egypt as illustrating early outstanding management activities in
Africa. By
extension, it is on record that the practice of management can be traced back thousands of years. This is
because
the Egyptians applied the management functions of planning, organising and controlling when they
constructed
the pyramids. These great pyramids, which were built in 2900 B.C. are a classical example of
management and
co-ordination. It is interesting to note that one pyramid required 100,000 men, working for 20 years,
covering 13
acres, using 2.3 million blocks, each weighing an average of 2.5 tons.
It is also noted that in ancient Ghana, there was the Empire of Ghana. The empire could not have
survived without
effectiveorganisation and management. It should be noted, of course, that the modern state of Ghana is
located
far away from Ancient Ghana. In the East and North of Africa, there were great African civilisations. All
the
above evidence suggests that the recognition of the need for effective management for achievement of
organisational goals is a universal phenomenon. In the case of Africa, (with the exception of Egypt)
African
thoughts about management were never committed to writing. This, perhaps, has led to slow process of
studying
Africa’s own original conceptions of management (Ifechukwu, 1994).
It is clear from the above illustration that management ideas are universal but their level of
development differs
from one civilization to another. Who knows what would have happened in Africa if Western civilisation
brought
throughcolonialisation in Africa did not happen and Africa had the opportunity to develop her own
peculiar ways
of management? The position in Africa today could have been better or worse, who knows? The coming
of the
Europeans resulted in a permanent dislocation in the march to African civilisation (Ifechukwu, 1994).
5. The management theories and philosophies in Nigeria - A Typical Nigerian Model
It is a universally accepted principle that man behaves according to his value systems .It is also a reality
of life
that the core values serve as a code of conduct which in turn serves as directions of how people are
expected to
behave (Porter,1962).
The Nigerian management philosophy reflects the core values of African culture.
And according to Ifechukwu (2010:9), ‘the core values include extended family, human relations
orientation, coprosperity or social mutual concern, respect for elders and tradition, consensus,
competition and hero-worship’.
He (2010) also affirms that the Nigerian management model indicates a managerial style that shows a
high
6. concern for both people and production and a system where decision-making is by consensus. The
model offers
an explicit concept for structuring the character of participation within each phase in management
decisionmaking.
ledoux.laurent@gmail.com 1
Philosophy: The Managers’ Best Friend?
Laurent Ledoux
Draft – 12/02/12
As a manager of a business unit in a large commercial bank, I can confidently answer this
question with a resounding “yes”. And I would like to swiftly add, “More so than ever”.
Indeed, for the last 20 years, reading philosophy and engaging in dialogue with philosophers
has gradually, but profoundly, not only changed my private life, but also my professional one: it
has shaped the vision I have of my role as a manager, and the relationship I have with
colleagues; when faced with tough choices and ethical dilemmas it has helped me to make the
right decisions; it has strengthened my ability to find the precise word when needed, and to cocreate
and communicate with my teams the shared meaning of our work. I’ll leave it to others to
judge whether I have been successful so far. What matters most to me is this: rightly or wrongly,
I feel liberated, and my management style, heavily influenced by philosophy, also helps
colleagues around me to feel freer and to grow, not only as professionals but as individuals too.
The purpose of this paper, structured in three chapters, is mainly an attempt to rationalize, why
and how, philosophy has had such a positive impact on my managerial career, and on the
careers of so many other managers, who have engaged themselves in profound and enduring
dialogue with philosophers.
In this first chapter, I will also try to show how the contribution of philosophy to management
might differ from other disciplines, such as Critical Management Studies, Organisational Studies
or management consulting.
In the second chapter, I will argue why such a dialogue between philosophers and managers is
so crucial today, not only for the two parties concerned, but also for organisations and society
at large.
In the third and final chapter, I will sketch out how such a dialogue can be facilitated and briefly
present, in a managerial style, some of the methods and conditions used to ensure the success
of the practice of philosophy in organisations.
The arguments presented in this paper are not just a generalization of my own brief experiences
in this field, but also draw from the rich vein of experience of the Belgian association
“Philosophie& Management”, which I now lead, together with Roland Vaxelaire. For over 10
yearsPhilosophie and Management has organised philosophical seminars, principally for
managers. Rodolphe de Borchgrave (2006), one of the founders of our association, wrote a
book in 2006 compliling his thoughts on the relationship between philosophers and managers,
and which has been an important source of inspiration for this paper.
7. Updated 2009A ROLE-ORIENTED APPROACH TO PROBLEM-SOLVINGCHARLES H.
BURNETTEOriginally published in Olsen S.A. 1982: Group Planning and Problem Solving
Methods inEngineering Management, John Wiley and Sons, Inc. New York as Chapter 10.The
Role-Oriented Approach to Problem-Solving is a technique for organizing and managing both
problem-solving activity and the information involved. The technique may be applied
byindividuals or groups, formally through institutionalized systems or informally as a reference
for thought and communication. It provides a framework to facilitate problem
solving,communication, and behavior. Open-ended techniques of idea generation such as brain
storming,free association, and analogous thinking are given an operational context through
which toassimilate the information they produce.As problems become more complex and
difficult to solve, problem solving requires knowledgeand ideas from various disciplines and
people of diverse backgrounds. A way to structurecollaboration to promote creative solutions
to “wicked” problems is of increasing importance.Such a process should marshal a
comprehensive range of perspectives, information, and potentialactions relative to a problem,
encourage the free flow of ideas, and structure the efforts of several people into a cohesive,
cooperative, and efficient team. To cope with the amount and diversity of information from
many sources, a problem-solving method should have the capacity to facilitate both natural and
computer aided communication. Unfortunately, most efforts to assist group problem solving
have focused on the facilitation of the psychological component of theexperience without
adequately dealing with the information and communication problemsinvolved.The method to be
presented addresses these needs by assuring that a balanced set of viewpointsis represented, that
a comprehensive range of information is brought into play, and that there is acommon
framework to structure information handling and communication within the group.Each role in
the method, whether assumed by an individual or the group acting together,represents a
specialization of information and expertise. The roles and the relationships betweenthem provide
the basis for organizing information, communication, and behavior. The use of specialized roles
as a commonly understood reference framework by the group is augmented byvarious techniques
of idea generation to assist creative thinking and by principles drawn from thestudy of group
dynamics to facilitate productive behavior. The result is a very effectivetechnique for managing
problem-solvingactivity, for structuring and communicating informationduring problem solving,
and for analyzing the process of problem solving and its results.