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Individual responsibility comes together with an organizational culture that is based on values such as reliability, transparency and autonomy. These values imply open mindedness and open communication with employees, trusting them that they will successfully manage and finalize their projects without the need for constant monitoring and control from the management’s side.
The presentation “Relationship between Trust, Distributed Leadership and Job Performance in Health Care Context: Exploring the mediating role of Job Satisfaction” was offered, on the third day of the PMA 2014 Conference, by Ajay K. Jain, from the Department of Human Behavior and Organization Development, of the Management Development Institute Gurgaon, India and along with Franziska Guenzel-Jensen, of the Aarhus University.
All three concepts are nowadays generally known and used within organizations. In this context the question that arises most often refers to which one of them is the most effective. A relevant aspect to take into consideration is that there currently is no best choice between these processes. Each one can be the most suitable choice for an employee, depending on the organizational strategy, departmental goals and individual targets.
The presentation “Developing a neuropsychological measurement to capture workplace learning” was held, on the third day of the PMA 2014 Conference, by Yvonne Lagrosen, Associate Professor at University West, Sweden, and Fred Travis, from Maharishi University of Management, USA.
The series of parallel sessions from the third day of the PMA 2014 Conference was titled “Variations in the Circumplex Model of Affect Across Contexts” and was delivered by Professors Dan Mønster, Dorthe Døjbak Håkonsson, Jacob Eskildsen and Børge Obel, from the Aarhus University, along with Richard M. Burton, from Duke University, and Linda Argote, from the Carnegie Mellon University.
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