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• W105003567 abstract "Problem-Solving Orientations and Decision-Making Styles Among Rehabilitation Professionals Since the turn of the century, rehabilitation, health care, and education have expanded well beyond the imagination of earlier generations. Because of such proliferation in the public sector, there is an even greater need for improved management (Drucker, 1974). Whereas a generation or two ago, the performance of public sector organizations was subject only to cursory review, today, increased demands for rehabilitation services are coupled with competition for diminished resources. Thus, rehabilitation organizations must operate as efficiently and effectively as possible. Consequently, providers of rehabilitation services have no alternative but to manage their organizations for improved performance (Drucker, 1964). A prerequisite to improving performance may be to study organizations in order to understand human behavior (Cummings & Schwab, 1973; Fayol, 1960). Upon further consideration, however, this approach appears too broad and cumbersome, especially for those unfamiliar with studies of organizational behavior. A more manageable option for understanding human behavior in organizations may be found in problem-solving styles and decision-making in groups (Barker, 1979; Crutchfield, 1955; Leavitt 1951; Lewin, 1951; Luft, 1984). One important historical landmark in the study of small groups was the research of Mayo and his associates at Harvard Business School in the 1920s and 1930s (Davis, 1977; Hersey & Blanchard, 1982; Scott & Mitchell, 1976). Until the 1920s, management research reflected scholarly interest with the rational, scientific aspects of work (Mooney & Reiley, 1947; Taylor, 1895, 1911). Mayo's contribution marked a shift in organization theory and began the human relations movement. Mayo (1933) along with Roethlisberger and Dickson (1939) believed the rational economic assumptions about human motivation were not sufficient to explain work behavior within organizations. Their historic study at the Hawthorne plant of Western Electric in 1927 showed that human motivation was complex; that the best designed organizations may be confounded by small group activities (Koontz & O'Donnell, 1972; Newman, Summer, & Warren, 1967). Considerable information is available relating to the positive consequences of group participation. Management researchers have confirmed that democratic leader behavior encourages friendly, confiding conversations and group-minded proposals (Leavitt, 1965; Likert, 1967; McGregor, 1960; White & Lippitt, 1968). In addition, this leadership style tends to be more effective, resulting in stronger motivation and greater creativity among group members (Barker, 1979). In addition to leadership characteristics, certain elements of group structure facilitate participation. These elements include group communication patterns (Bavelas, 1951), small group size (Patterson & Schaeffer, 1977; Wicker, 1969), and proximity of eye contact with the leader (Caproni, Levine, O'Neal, McDonald, & Garlwood, 1977). Conversely, participation decreases when one is evaluated unfavorably (Potter, 1977), when group size is large (Freedman, Carlsmith, & Sears, 1970; Wicker, 1969), or when a group member exerts unilateral control (Argyris, 1976). Although organizations vary widely in their size, each is composed of small groups (Kirkpatrick, 1979; Smith, 1975). The emphasis on groups in organizations has resulted primarily from the division of labor. Large tasks are subdivided into smaller ones and groups form according to their function (Dunsing, 1978; Mills, 1970). Within such structures, small groups are used for every conceivable purpose. In rehabilitation, the evaluation staff conference is a well-established and essential model of group behavior and decision-making (Couch & Brabham, 1970; Nadolsky & Brewer, 1977). …" @default.
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• W105003567 title "Problem-Solving Orientations and Decision-Making Styles among Rehabilitation Professionals" @default.
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