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Despite the importance of groups in the workplace and the demand from workers for a fun work environment, there is no model that explains how successful organizational humor can impact work groups. The purpose of this article is to present a model, based on Hackman's framework of group effectiveness, that can be used to understand the relationship between successful organizational humor and group effectiveness. We explore the ability of successful organizational humor to influence groups through its positive impact on group productivity, viability and learning. Based on the literature from several disciplines, we propose that successful organizational humor can have a positive impact on a variety of group processes (e.g. effective communication, development of group goals, management of emotion, etc.) and outcomes (e.g. group productivity, group viability, and development of group members), which contribute to overall group effectiveness. The model has the potential to both advance theory on organizational humor and to offer value to practicing managers by providing an understanding of how two seemingly unrelated factors (humor and group effectiveness) are in fact related in a meaningful fashion.

Stakeholders in management education are increasingly demanding external validation of learning and quality assurance. In this essay, I contend that, given the rapid increase in the number of universities offering business programs around the world, AACSB accreditation is more important than ever. The goal of this essay is, therefore, to provide accurate information about accreditation issues that impact business faculty and help faculty understand the value of AACSB accreditation to management education. Another goal is to facilitate an open discussion about how AACSB accreditation impacts business schools and perhaps motivate faculty to reconsider their perceptions about it. AACSB FACILITATES PROGRESSIVE BUSINESS SCHOOL STRATEGIESJulian and Ofori-Dankwa (2006) claim that accreditation standards have a negative effect on strategy. In particular, they suggest that accreditation I would like to thank

The relationship between individual humor styles and several organizational variables was investigated: stress, satisfaction with coworkers, team cooperation, and organizational commitment. Four humor styles from the Humor Styles Questionnaire were measured. Survey results of 349 participants indicated different humor styles (affiliative, self-enhancing, aggressive, and self-defeating) can have either a positive or negative effect on organizational outcomes. Results suggested that both researchers and practitioners can benefit from having a better understanding of how different humor styles affect people and outcomes in organizations.