Nale Lehmann-Willenbrock – författare

This first volume to analyze the science of meetings offers a unique perspective on an integral part of contemporary work life. More than just a tool for improving individual and organizational effectiveness and well-being, meetings provide a window into the very essence of organizations and employees' experiences with the organization. The average employee attends at least three meetings per week and managers spend the majority of their time in meetings. Meetings can raise individuals, teams, and organizations to tremendous levels of achievement. However, they can also undermine effectiveness and well-being. The Cambridge Handbook of Meeting Science assembles leading authors in industrial and organizational psychology, management, marketing, organizational behavior, anthropology, sociology, and communication to explore the meeting itself, including pre-meeting activities and post-meeting activities. It provides a comprehensive overview of research in the field and will serve as an invaluable starting point for scholars who seek to understand and improve meetings.

This first volume to analyze the science of meetings offers a unique perspective on an integral part of contemporary work life. More than just a tool for improving individual and organizational effectiveness and well-being, meetings provide a window into the very essence of organizations and employees' experiences with the organization. The average employee attends at least three meetings per week and managers spend the majority of their time in meetings. Meetings can raise individuals, teams, and organizations to tremendous levels of achievement. However, they can also undermine effectiveness and well-being. The Cambridge Handbook of Meeting Science assembles leading authors in industrial and organizational psychology, management, marketing, organizational behavior, anthropology, sociology, and communication to explore the meeting itself, including pre-meeting activities and post-meeting activities. It provides a comprehensive overview of research in the field and will serve as an invaluable starting point for scholars who seek to understand and improve meetings.

This first volume to analyze the science of meetings offers a unique perspective on an integral part of contemporary work life. More than just a tool for improving individual and organizational effectiveness and well-being, meetings provide a window into the very essence of organizations and employees'' experiences with the organization. The average employee attends at least three meetings per week and managers spend the majority of their time in meetings. Meetings can raise individuals, teams, and organizations to tremendous levels of achievement. However, they can also undermine effectiveness and well-being. The Cambridge Handbook of Meeting Science assembles leading authors in industrial and organizational psychology, management, marketing, organizational behavior, anthropology, sociology, and communication to explore the meeting itself, including pre-meeting activities and post-meeting activities. It provides a comprehensive overview of research in the field and will serve as an invaluable starting point for scholars who seek to understand and improve meetings.

This first volume to analyze the science of meetings offers a unique perspective on an integral part of contemporary work life. More than just a tool for improving individual and organizational effectiveness and well-being, meetings provide a window into the very essence of organizations and employees'' experiences with the organization. The average employee attends at least three meetings per week and managers spend the majority of their time in meetings. Meetings can raise individuals, teams, and organizations to tremendous levels of achievement. However, they can also undermine effectiveness and well-being. The Cambridge Handbook of Meeting Science assembles leading authors in industrial and organizational psychology, management, marketing, organizational behavior, anthropology, sociology, and communication to explore the meeting itself, including pre-meeting activities and post-meeting activities. It provides a comprehensive overview of research in the field and will serve as an invaluable starting point for scholars who seek to understand and improve meetings.

Groups and teams are the backbone of modern organizations and the driving force behind innovation. Employees come together to pool their efforts, join forces, develop creative ideas, and make decisions in one key social context: the workplace meeting. This volume presents novel perspectives and state-of-the art research insights into the management of meetings in the workplace. Managing Meetings in Organizations sheds light on key trends with regards to the changing nature of work and highlights how these trends map on to new challenges for managing effective meetings. The twelve chapters that compose this volume cover four overarching topics: conceptual foundations, the intersection of individual and team processes, diversity and gender, and leadership and strategy in and through meetings. The international team of contributors includes authors from industrial and organizational psychology, management, organizational behaviour, and evolutionary psychology. By establishing that meetings form a core interactional context for groups and teams in organizations, this book shows that finding ways to run effective meetings is more important than ever. Managing Meetings in Organizations appeals to researchers and academic scholars in industrial and organizational psychology, management, and organizational behaviour, as well as practitioners looking for evidence-based recommendations for managing workplace meetings.

Groups and teams are the backbone of modern organizations and the driving force behind innovation. Employees come together to pool their efforts, join forces, develop creative ideas, and make decisions in one key social context: the workplace meeting. This volume presents novel perspectives and state-of-the art research insights into the management of meetings in the workplace. Managing Meetings in Organizations sheds light on key trends with regards to the changing nature of work and highlights how these trends map on to new challenges for managing effective meetings. The twelve chapters that compose this volume cover four overarching topics: conceptual foundations, the intersection of individual and team processes, diversity and gender, and leadership and strategy in and through meetings. The international team of contributors includes authors from industrial and organizational psychology, management, organizational behaviour, and evolutionary psychology. By establishing that meetings form a core interactional context for groups and teams in organizations, this book shows that finding ways to run effective meetings is more important than ever. Managing Meetings in Organizations appeals to researchers and academic scholars in industrial and organizational psychology, management, and organizational behaviour, as well as practitioners looking for evidence-based recommendations for managing workplace meetings.

Groups and teams are the backbone of modern organizations and the driving force behind innovation. Employees come together to pool their efforts, join forces, develop creative ideas, and make decisions in one key social context: the workplace meeting. This volume presents novel perspectives and state-of-the art research insights into the management of meetings in the workplace. Managing Meetings in Organizations sheds light on key trends with regards to the changing nature of work and highlights how these trends map on to new challenges for managing effective meetings. The twelve chapters that compose this volume cover four overarching topics: conceptual foundations, the intersection of individual and team processes, diversity and gender, and leadership and strategy in and through meetings. The international team of contributors includes authors from industrial and organizational psychology, management, organizational behaviour, and evolutionary psychology. By establishing that meetings form a core interactional context for groups and teams in organizations, this book shows that finding ways to run effective meetings is more important than ever. Managing Meetings in Organizations appeals to researchers and academic scholars in industrial and organizational psychology, management, and organizational behaviour, as well as practitioners looking for evidence-based recommendations for managing workplace meetings.

Work, organizational, and business psychology is an applied empirical science and occupational field. Written by 20 leading experts in this area, the chapters in this book provide a comprehensive overview of classic and contemporary theories, methods, and findings. Topics include individual differences and performance, vocational choices and career development, the work-nonwork interface, work stress and well-being, occupational safety, positive and counterproductive work behavior, work analysis and work design, personnel selection and development, work attitudes and motivation, negotiation, leadership, teams, entrepreneurship, and organizational development. The book provides a thorough introduction to work, organizational, and business psychology for students in Bachelor and Master programs at universities and universities of applied sciences. It also provides a useful resource for lecturers as well as practitioners in companies and other organizations