This software development proposal addresses the im portant managerial problem of effective and efficient use of groups. Empirically based tool modules are to be selected contingent upon situational variables. A rule-based expert sys tem is recommended for choosing tool modules and linking them into a coherent system.
Get full access to this article
View all access options for this article.
References
1.
R.F. Bales, Interaction Process Analysis (Addison-Wesley, Reading, MA, 1951).
2.
K.D. Benne and P. Sheats, Functional roles of group members, Journal of Social Issues4 ( 1948) 41-49.
3.
A. Delbecq, A. Van de Ven and D. Gustafson, Group Techniques for Program Planning (Scott, Foresman & Co, Glenview, IL, 1975).
4.
G. DeSanctis and B. Gallupe, Group decision support systems: A new frontier, Data Base4 (1985) 3-10.
5.
M. Doyle, and D. Strauss, How to Make Meetings Work (Playboy Press, Chicago, IL, 1976).
6.
J.K. Galbraith , The New Industrial State (3rd ed.) ( Houghton-Mifflin, Boston. MA, 1978).
7.
G. Huber, Issues in the design of group decision support systems, MIS Quarterly8 (3) (1984) 195-204.
8.
I.L. Janis, Victims of Groupthink: A Psychological Study of Foreign-Policy Decisions and Fiascos (Houghton-Mifflin, Boston, MA. 1972).
9.
C. Jones, Design Methods: Seeds of Human Futures (Wiley Interscience . London. 1970).
10.
S. Kerr and J. Jermier, Substitutes for leadership: their meaning and measurement, Organizational Behavior and Human Performance22 (1978) 375-403.
11.
L.F. Lewis , A decision support system for face-to-face groups, Journal of Information Science13 (4) (1987) 211-219.
F. Miner , A comparative analysis of three diverse group decision making approaches, Academy of Management Journal22 (1) (1979) 81-93.
14.
H. Mintzberg , Managerial work: analysis for observation, Management Science17 (1971) B97-B110.
15.
T. Mitchell, People in Organizations: An Introduction to Organizational Behavior (2nd ed.) (McGraw-Hill, New York, 1982).
16.
P. Nutt, An experimental companson of the effectiveness of three planning methods , Management Scrence1 (1977) 499-511
17.
P. Nutt, Hybrid planning methods, Academy of Management Journal7 (3) ( 1982) 442-454.
18.
A.F. Osborn, Applied Imagination: Principles and Procedures of Creative Thinking (Scribner, New York, 1963).
19.
R.S. Spich and K. Keleman, Explicit norm structuring process: a strategy for increasing task group effectiveness, Group and Organizational Studies10 ( 1985) 37-59.
20.
R. Sprague and E. Carlson, Burlding Effective Decision Support Systems (Prentice-Hall , Englewood Cliffs, NJ, 1982).
21.
B.M. Staw , The escalation of commitment to a course of action, Academy of Management Review6 (1981) 577-587.
22.
A. Toffler, Future Shock (Random House, New York, 1970).
23.
A. Van de Ven , An Applied Experimental Test of Alternative Decision Making Processes (Kent State University, Kent, OH, 1973).
24.
V. Vroom and P. Yetton, Leadership and Decisionmaking (University of Pittsburgh Press, Pittsburgh, PA, 1973).
25.
D. Waterman, A Guide to Expert Systems (Addison-Wesley, Reading, MA, 1986).
26.
W. Wedley and R. Field, Experiences with a Vroom/ Yetton expert system. Paper presented at the meeting of the Academy of Management, Western Region, Reno, Nevada (1986).