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|Title:||CASE STUDY : THE IMPLEMENTATION PROCESS OF SMALL GROUP ACTIVITY||Authors:||TADAHIRO YAMAMOTO||Issue Date:||1985||Citation:||TADAHIRO YAMAMOTO (1985). CASE STUDY : THE IMPLEMENTATION PROCESS OF SMALL GROUP ACTIVITY. ScholarBank@NUS Repository.||Abstract:||The small group activity emerged in Japan. It was a combination of statistical and other rational techniques introduced from the West and Japanese personnel and industrial relations policies. Recently, especially after the 1973 oil crisis small group activities were implemented by Japanese subsidiaries outside Japan and by non-Japanese companies. This study focuses on the implementation process of small group activities in five companies operating in Singapore - three Japanese owned and two American-owned. Top management and middle management staff were interviewed, and the leaders and members of small groups responded to the questionnaire survey. Inconsistency in the measurement of the effectiveness of small group activities among the companies is discussed. Also, several determinant factors of the implementation process of small group activities are identified and discussed.||URI:||https://scholarbank.nus.edu.sg/handle/10635/153226|
|Appears in Collections:||Master's Theses (Restricted)|
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