Behavioural Science Presentation-Collaboration
•Download as PPT, PDF•
2 likes•493 views
This document discusses collaboration and how people collaborate in organizations. It defines collaboration as different groups coming together to achieve a specific task under certain conditions. Some benefits of collaboration include sharing work, building consensus, and problem solving. The document outlines three levels of collaboration capability - collected work involving uncoordinated individual efforts, coordinated work with coordinated individual efforts, and concerted work involving concerted team efforts. It also discusses some common behavioral difficulties in collaboration like domination, lack of focus, and premature decisions. The document emphasizes that though collaboration is difficult and expensive, it is still essential as no one has all the resources, experience, and knowledge to do the job alone.
Report
Share
Report
Share
Recommended
Virtual Teams Concept
This document discusses monitoring virtual teams and the various aspects involved. It covers virtual team concepts, modes of communication for virtual teams, levels of monitoring from scope to goals and targets, mechanisms for monitoring virtual teams including meetings and reports, and tools that can be used for virtual management. It also addresses stakeholders in virtual teams and explores processes for monitoring virtual work performance.
Best practices in managing communication for Virtual Teams
This document discusses challenges and best practices for virtual teams. Virtual teams face challenges like cultural differences, communication barriers, and social isolation due to their geographically distributed nature. Good communication management is key to virtual team success. Effective practices include holding face-to-face kickoff meetings, using team charters to establish norms, and developing communication plans. Setting clear expectations, roles, and decision-making processes also helps virtual teams function effectively.
Virtual Workforce
This document discusses virtual workforces and provides an overview of current trends, benefits, issues, and considerations for organizations adopting a virtual workforce model. It begins with an introduction to virtual workforces and outlines an agenda covering these topics. It then discusses benefits like accessing a global talent pool, reducing costs, and increasing productivity. Potential issues are also reviewed, such as communication gaps, technology barriers, and isolation. The document proposes assessing an organization's characteristics to determine compatibility with a virtual workforce model. It concludes by stating an organization's success with virtual teams depends on its policies, culture, leadership, and other attributes.
Virtual teams
This document provides guidance on leading a virtual team. It discusses establishing the basic framework for an effective virtual team including having complementary skills, agreed goals and rules, and shared accountabilities. It emphasizes the importance of clear communication methods and developing trust and community among virtual team members. Specific recommendations include developing a communication plan, using tools like video conferencing and messaging, addressing cultural differences, providing feedback, and finding opportunities for in-person meetings periodically.
Virtual team work
This document discusses teams and virtual teams. It defines a team as a group of people who come together to achieve a common purpose, whether short or long term. It then lists factors for building a productive team such as having clear goals and delegating authority. The document defines a virtual team as relying primarily on electronic communication. It discusses challenges of virtual teams including building cohesion and trust without in-person interaction. Overall, the document provides an overview of teams and virtual teams, their characteristics, tools used, and advantages and disadvantages.
Critical Success Factors for Virtual Teams
Presentation from 2001 about the success factors for virtual teams, based on interviews in 12 multinational organizations.
Leading A Virtual Team by Julian E. Dipp
A virtual team is a geographically dispersed group that works together using communication technology. Effective virtual team leadership requires mastering principles like clear communication, coordination using technology, and building trust from a distance. Selecting the right technology and training methods are important, as virtual meetings and shared workspaces replace face-to-face interactions. Leading virtual teams presents new challenges for coordinating people remotely.
Managing virtual teams
What is a virtual team?
What are the advantages?
What are the challenges?
How can we overcome them?
Recommended
Virtual Teams Concept
This document discusses monitoring virtual teams and the various aspects involved. It covers virtual team concepts, modes of communication for virtual teams, levels of monitoring from scope to goals and targets, mechanisms for monitoring virtual teams including meetings and reports, and tools that can be used for virtual management. It also addresses stakeholders in virtual teams and explores processes for monitoring virtual work performance.
Best practices in managing communication for Virtual Teams
This document discusses challenges and best practices for virtual teams. Virtual teams face challenges like cultural differences, communication barriers, and social isolation due to their geographically distributed nature. Good communication management is key to virtual team success. Effective practices include holding face-to-face kickoff meetings, using team charters to establish norms, and developing communication plans. Setting clear expectations, roles, and decision-making processes also helps virtual teams function effectively.
Virtual Workforce
This document discusses virtual workforces and provides an overview of current trends, benefits, issues, and considerations for organizations adopting a virtual workforce model. It begins with an introduction to virtual workforces and outlines an agenda covering these topics. It then discusses benefits like accessing a global talent pool, reducing costs, and increasing productivity. Potential issues are also reviewed, such as communication gaps, technology barriers, and isolation. The document proposes assessing an organization's characteristics to determine compatibility with a virtual workforce model. It concludes by stating an organization's success with virtual teams depends on its policies, culture, leadership, and other attributes.
Virtual teams
This document provides guidance on leading a virtual team. It discusses establishing the basic framework for an effective virtual team including having complementary skills, agreed goals and rules, and shared accountabilities. It emphasizes the importance of clear communication methods and developing trust and community among virtual team members. Specific recommendations include developing a communication plan, using tools like video conferencing and messaging, addressing cultural differences, providing feedback, and finding opportunities for in-person meetings periodically.
Virtual team work
This document discusses teams and virtual teams. It defines a team as a group of people who come together to achieve a common purpose, whether short or long term. It then lists factors for building a productive team such as having clear goals and delegating authority. The document defines a virtual team as relying primarily on electronic communication. It discusses challenges of virtual teams including building cohesion and trust without in-person interaction. Overall, the document provides an overview of teams and virtual teams, their characteristics, tools used, and advantages and disadvantages.
Critical Success Factors for Virtual Teams
Presentation from 2001 about the success factors for virtual teams, based on interviews in 12 multinational organizations.
Leading A Virtual Team by Julian E. Dipp
A virtual team is a geographically dispersed group that works together using communication technology. Effective virtual team leadership requires mastering principles like clear communication, coordination using technology, and building trust from a distance. Selecting the right technology and training methods are important, as virtual meetings and shared workspaces replace face-to-face interactions. Leading virtual teams presents new challenges for coordinating people remotely.
Managing virtual teams
What is a virtual team?
What are the advantages?
What are the challenges?
How can we overcome them?
virtual team
This document discusses 5 challenges faced by virtual teams and how a company called Sabre addressed them:
1. Building trust virtually rather than in-person through delivering on promises and ability-based trust.
2. Maximizing process gains and minimizing losses through extensive training on teamwork, roles, and norms.
3. Overcoming isolation through work options, team building, frequent manager communication, and face-to-face meetings.
4. Balancing technical and strong interpersonal skills through behavioral interviews and panel interviews.
5. Assessing virtual team performance objectively using a balanced scorecard of growth, profitability, process improvement and customer satisfaction metrics collected through surveys.
Virtual Teams
This document summarizes research on trust and leadership in virtual teams. It defines virtual teams as groups of employees from different locations who work interdependently using technology. It discusses benefits like access to specialized expertise but also challenges like potential for increased conflict due to lack of face-to-face interaction. It examines competing trust theories and identifies relationship building, identification, and team practices as ways to establish trust. It finds that effective leadership requires behaviors like support and responsiveness as well as activities like establishing trust and managing virtual meetings.
Virtual communication
The document discusses virtual communication and managing virtual teams. Virtual communication allows people to communicate when not face-to-face using technology. Effective communication is critical for virtual team success by establishing clear expectations, managing results over activity, scheduling regular communication, and creating standards that build culture. A survey found communication is the top challenge for virtual projects and team members prefer digital channels like video calls, messaging apps, and email for virtual communication.
Effective Communication With Virtual Teams
This document provides an overview of effective communication with virtual teams. It begins with an agenda and objectives for the session. It then defines virtual teams and describes their key characteristics, such as being geographically distributed and linked by electronic communication. It notes challenges virtual teams face, such as leadership, team development, and technology. Specific challenges are listed, like establishing goals and trust. Solutions are then presented, such as setting guidelines, using technology to foster collaboration, and providing training. Resources for additional information on virtual teams are also included.
Building Strong Virtual Teams
Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is–as always–clarity of purpose. But, virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions.
Global Virtual Teams Teigland
The document discusses strategies for improving the effectiveness of global virtual teams. It recommends developing collective competence through collaboration on joint tasks. Key challenges for virtual teams include reduced visibility and complexity due to geographical dispersion and cultural diversity. Strategies suggested include clearly defining team roles and processes, choosing communication technologies suited to task complexity, and facilitating trust and open communication.
Virtual management tools
How software can be used during virtual projects in order to make communication easier, and how to choose the right tool ?
Collaboration on Collaboration
An introduction to collaboration concepts used at University of Chicago Booth School of Business Chicago alumni event at launch of effort to engage with collaboration
Outline
The document outlines a work plan for a group project comparing traditional and virtual teams. It provides a disclaimer that any member not following due dates will be dropped from the group. The plan includes researching the advantages and disadvantages of face-to-face and virtual teams, developing a hypothesis that virtual teams can be effective if properly structured, and dividing tasks like completing a rough draft and final revisions among a deadline schedule. Team members are asked to sign agreeing to the plans and deadlines.
The Virtual Team Challenge
This document discusses research on virtual teams and identifies challenges they face as well as strategies for success. Some key findings include: virtual teams need strong communication, especially early on to establish trust and shared goals; cultural and time-zone differences can challenge coordination and understanding; face-to-face meetings are important for building trust and resolving conflicts or ambiguity; developing shared mental models, learning, and networking can boost performance; and empowering team members and avoiding micromanagement improves outcomes. The author proposes a simulation called the Virtual Team Challenge to provide trainees experience managing these dynamics.
Team Virtual Technology Presentation
Presentation for Leading Effective Global Teams MBA 6011.
What technology is available which allows Global Virtual teams to improve their productivity?
10 tips-manage-virtual-team
Managing virtual teams requires planning, communication, and addressing cultural differences. Key steps include: adopting structured project management methods; using tools like video conferencing and shared databases; building team spirit through virtual kickoff meetings and biographies; establishing goals, roles, and reporting structures; making project elements visible online; facilitating training and feedback; recognizing how cultural attitudes can differ; accommodating various communication styles; planning virtual communication through security guidelines, in/out trays, and meeting scheduling; and using appropriate synchronous and asynchronous tools.
Commuicate With Impact Pmp 3 24 10 Rev 2
Importance of communication skills for Project Managers presented to PMI organization in May, 2010 focused on soft skills and DiSC style.
Virtual & Local Teams: Communication Success and Failure
This document discusses communication challenges for virtual teams compared to local teams. It outlines some key differences between virtual and local teams, such as geographic dispersion, use of technology, and less face time for virtual teams. The document then discusses some common challenges for virtual teams, such as barriers to team bonding, cultural differences, and time zone conflicts. It emphasizes that communication is key for virtual teams to overcome these challenges and succeed. It provides strategies for virtual teams related to communication, cultural awareness, and use of technology and media.
Managing conflict in cross functional and virtual teams. power point
This document discusses managing conflict in cross-functional and virtual teams. It defines cross-functional teams as groups with complementary skills working toward a common goal, and virtual teams as geographically dispersed groups that use technology to accomplish tasks. Managing conflict is important for team performance. Sources of conflict include differences in space, time, culture and organization between virtual team members. Providing a shared understanding, structured coaching and feedback can help virtual teams succeed. Temporal coordination mechanisms can weaken the negative effects of avoidance behavior on team performance.
Managing Virtual Teams
The document summarizes a workshop on managing virtual teams presented by Shelli Nelson of Voyageur One and Kyra Cavanaugh of Life Meets Work. The workshop covered common concerns about virtual teams, the value of virtual teams, case studies of successful virtual teams, and tips for managing, communicating with, and setting goals for virtual teams.
Scaling connections LAST 2018
Slides from case study / workshop on using personal mapping to scale connections, trust, safety and agility.
Preparing for a Remote Workforce
This document provides an overview and summary of a webinar on preparing for and leading a remote workforce. The webinar covers topics such as the benefits of remote work, challenges of transitioning to remote work quickly, best practices for organizational leaders, HR professionals, and remote team members and leaders. It also discusses types of virtual teams, challenges of leading virtual teams, strategies for effective virtual meetings and communications, and a leadership model for planning, preparing, producing results and reviewing performance in remote teams.
Successful Global Virtual Teamwork
The document discusses strategies for effective global virtual team collaboration. It covers 5 key areas: 1) achieving collaboration, 2) generating team spirit through cooperation and convergence, 3) being inclusive through cultural intelligence, 4) synchronizing work through coordination and communication, and 5) leveraging expertise. Each area emphasizes mindsets that team members should develop, such as paying attention to each other and sharing knowledge. The document provides guidance on responsibilities for virtual team members to work effectively across distances and cultures.
The Virtual Team Challenge3
The document discusses virtual teams and factors that impact their effectiveness. It describes virtual teams as groups of employees located in different locations who must collaborate remotely. Key virtual team factors include growth, communication, diversity, distance/time, and trust. Common pitfalls for virtual teams are subgroups, conflict avoidance, misinterpretations, lack of management communication, and lack of quality meetings. Suggested solutions are initial orientation meetings, culture training, clear communication norms, meeting notes, social networks, managing differences, conflict resolution, and strong team leadership. The need for virtual team training is confirmed by an HP project where a simulation was designed and initial trials showed statistically significant changes in participant perspectives.
MC0079 SMU 2013 Falll Session
This document contains an assignment submission for a course on computer based optimization methods. It includes the student's name, registration number, learning center details, course and subject information, date of submission, and spaces for marks awarded and evaluator signatures.
The document also contains the student's answers to 4 questions. The questions are about applications of operations research, Erlang distributions, solving a linear programming problem graphically, and using finite queuing tables. The student provides detailed responses to each question discussing the relevant concepts.
Transportation and assignment_problem
The document discusses transportation problems and assignment problems in operations research. It provides:
1) An overview of transportation problems, including the mathematical formulation to minimize transportation costs while meeting supply and demand constraints.
2) Methods for obtaining initial basic feasible solutions to transportation problems, such as the North-West Corner Rule and Vogel's Approximation Method.
3) Techniques for moving towards an optimal solution, including determining net evaluations and selecting entering variables.
4) The formulation and algorithm for solving assignment problems to minimize assignment costs while ensuring each job is assigned to exactly one machine.
More Related Content
What's hot
virtual team
This document discusses 5 challenges faced by virtual teams and how a company called Sabre addressed them:
1. Building trust virtually rather than in-person through delivering on promises and ability-based trust.
2. Maximizing process gains and minimizing losses through extensive training on teamwork, roles, and norms.
3. Overcoming isolation through work options, team building, frequent manager communication, and face-to-face meetings.
4. Balancing technical and strong interpersonal skills through behavioral interviews and panel interviews.
5. Assessing virtual team performance objectively using a balanced scorecard of growth, profitability, process improvement and customer satisfaction metrics collected through surveys.
Virtual Teams
This document summarizes research on trust and leadership in virtual teams. It defines virtual teams as groups of employees from different locations who work interdependently using technology. It discusses benefits like access to specialized expertise but also challenges like potential for increased conflict due to lack of face-to-face interaction. It examines competing trust theories and identifies relationship building, identification, and team practices as ways to establish trust. It finds that effective leadership requires behaviors like support and responsiveness as well as activities like establishing trust and managing virtual meetings.
Virtual communication
The document discusses virtual communication and managing virtual teams. Virtual communication allows people to communicate when not face-to-face using technology. Effective communication is critical for virtual team success by establishing clear expectations, managing results over activity, scheduling regular communication, and creating standards that build culture. A survey found communication is the top challenge for virtual projects and team members prefer digital channels like video calls, messaging apps, and email for virtual communication.
Effective Communication With Virtual Teams
This document provides an overview of effective communication with virtual teams. It begins with an agenda and objectives for the session. It then defines virtual teams and describes their key characteristics, such as being geographically distributed and linked by electronic communication. It notes challenges virtual teams face, such as leadership, team development, and technology. Specific challenges are listed, like establishing goals and trust. Solutions are then presented, such as setting guidelines, using technology to foster collaboration, and providing training. Resources for additional information on virtual teams are also included.
Building Strong Virtual Teams
Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is–as always–clarity of purpose. But, virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions.
Global Virtual Teams Teigland
The document discusses strategies for improving the effectiveness of global virtual teams. It recommends developing collective competence through collaboration on joint tasks. Key challenges for virtual teams include reduced visibility and complexity due to geographical dispersion and cultural diversity. Strategies suggested include clearly defining team roles and processes, choosing communication technologies suited to task complexity, and facilitating trust and open communication.
Virtual management tools
How software can be used during virtual projects in order to make communication easier, and how to choose the right tool ?
Collaboration on Collaboration
An introduction to collaboration concepts used at University of Chicago Booth School of Business Chicago alumni event at launch of effort to engage with collaboration
Outline
The document outlines a work plan for a group project comparing traditional and virtual teams. It provides a disclaimer that any member not following due dates will be dropped from the group. The plan includes researching the advantages and disadvantages of face-to-face and virtual teams, developing a hypothesis that virtual teams can be effective if properly structured, and dividing tasks like completing a rough draft and final revisions among a deadline schedule. Team members are asked to sign agreeing to the plans and deadlines.
The Virtual Team Challenge
This document discusses research on virtual teams and identifies challenges they face as well as strategies for success. Some key findings include: virtual teams need strong communication, especially early on to establish trust and shared goals; cultural and time-zone differences can challenge coordination and understanding; face-to-face meetings are important for building trust and resolving conflicts or ambiguity; developing shared mental models, learning, and networking can boost performance; and empowering team members and avoiding micromanagement improves outcomes. The author proposes a simulation called the Virtual Team Challenge to provide trainees experience managing these dynamics.
Team Virtual Technology Presentation
Presentation for Leading Effective Global Teams MBA 6011.
What technology is available which allows Global Virtual teams to improve their productivity?
10 tips-manage-virtual-team
Managing virtual teams requires planning, communication, and addressing cultural differences. Key steps include: adopting structured project management methods; using tools like video conferencing and shared databases; building team spirit through virtual kickoff meetings and biographies; establishing goals, roles, and reporting structures; making project elements visible online; facilitating training and feedback; recognizing how cultural attitudes can differ; accommodating various communication styles; planning virtual communication through security guidelines, in/out trays, and meeting scheduling; and using appropriate synchronous and asynchronous tools.
Commuicate With Impact Pmp 3 24 10 Rev 2
Importance of communication skills for Project Managers presented to PMI organization in May, 2010 focused on soft skills and DiSC style.
Virtual & Local Teams: Communication Success and Failure
This document discusses communication challenges for virtual teams compared to local teams. It outlines some key differences between virtual and local teams, such as geographic dispersion, use of technology, and less face time for virtual teams. The document then discusses some common challenges for virtual teams, such as barriers to team bonding, cultural differences, and time zone conflicts. It emphasizes that communication is key for virtual teams to overcome these challenges and succeed. It provides strategies for virtual teams related to communication, cultural awareness, and use of technology and media.
Managing conflict in cross functional and virtual teams. power point
This document discusses managing conflict in cross-functional and virtual teams. It defines cross-functional teams as groups with complementary skills working toward a common goal, and virtual teams as geographically dispersed groups that use technology to accomplish tasks. Managing conflict is important for team performance. Sources of conflict include differences in space, time, culture and organization between virtual team members. Providing a shared understanding, structured coaching and feedback can help virtual teams succeed. Temporal coordination mechanisms can weaken the negative effects of avoidance behavior on team performance.
Managing Virtual Teams
The document summarizes a workshop on managing virtual teams presented by Shelli Nelson of Voyageur One and Kyra Cavanaugh of Life Meets Work. The workshop covered common concerns about virtual teams, the value of virtual teams, case studies of successful virtual teams, and tips for managing, communicating with, and setting goals for virtual teams.
Scaling connections LAST 2018
Slides from case study / workshop on using personal mapping to scale connections, trust, safety and agility.
Preparing for a Remote Workforce
This document provides an overview and summary of a webinar on preparing for and leading a remote workforce. The webinar covers topics such as the benefits of remote work, challenges of transitioning to remote work quickly, best practices for organizational leaders, HR professionals, and remote team members and leaders. It also discusses types of virtual teams, challenges of leading virtual teams, strategies for effective virtual meetings and communications, and a leadership model for planning, preparing, producing results and reviewing performance in remote teams.
Successful Global Virtual Teamwork
The document discusses strategies for effective global virtual team collaboration. It covers 5 key areas: 1) achieving collaboration, 2) generating team spirit through cooperation and convergence, 3) being inclusive through cultural intelligence, 4) synchronizing work through coordination and communication, and 5) leveraging expertise. Each area emphasizes mindsets that team members should develop, such as paying attention to each other and sharing knowledge. The document provides guidance on responsibilities for virtual team members to work effectively across distances and cultures.
The Virtual Team Challenge3
The document discusses virtual teams and factors that impact their effectiveness. It describes virtual teams as groups of employees located in different locations who must collaborate remotely. Key virtual team factors include growth, communication, diversity, distance/time, and trust. Common pitfalls for virtual teams are subgroups, conflict avoidance, misinterpretations, lack of management communication, and lack of quality meetings. Suggested solutions are initial orientation meetings, culture training, clear communication norms, meeting notes, social networks, managing differences, conflict resolution, and strong team leadership. The need for virtual team training is confirmed by an HP project where a simulation was designed and initial trials showed statistically significant changes in participant perspectives.
What's hot (20)
Virtual & Local Teams: Communication Success and Failure
Virtual & Local Teams: Communication Success and Failure
Managing conflict in cross functional and virtual teams. power point
Managing conflict in cross functional and virtual teams. power point
Viewers also liked
MC0079 SMU 2013 Falll Session
This document contains an assignment submission for a course on computer based optimization methods. It includes the student's name, registration number, learning center details, course and subject information, date of submission, and spaces for marks awarded and evaluator signatures.
The document also contains the student's answers to 4 questions. The questions are about applications of operations research, Erlang distributions, solving a linear programming problem graphically, and using finite queuing tables. The student provides detailed responses to each question discussing the relevant concepts.
Transportation and assignment_problem
The document discusses transportation problems and assignment problems in operations research. It provides:
1) An overview of transportation problems, including the mathematical formulation to minimize transportation costs while meeting supply and demand constraints.
2) Methods for obtaining initial basic feasible solutions to transportation problems, such as the North-West Corner Rule and Vogel's Approximation Method.
3) Techniques for moving towards an optimal solution, including determining net evaluations and selecting entering variables.
4) The formulation and algorithm for solving assignment problems to minimize assignment costs while ensuring each job is assigned to exactly one machine.
teamwork n group..
The document discusses the key differences between groups and teams. It defines groups as two or more individuals interacting and interdependent to achieve objectives, while defining teams as small numbers of people committed to a common purpose and goals who hold each other accountable. The document also discusses models of group development, factors that affect group effectiveness, different types of teams, and measures to improve team effectiveness. It provides an overview of process-based and team-based organizational design.
Ob chp01
- Organizational behavior is a field of study that investigates how individuals, groups, and structure impact behavior in organizations. Its goal is to apply this knowledge to improve organizational effectiveness.
- OB draws from multiple disciplines including psychology, sociology, social psychology, and anthropology. It focuses on individuals, groups, and organizational structure as primary determinants of behavior.
- There are few simple or universal principles that explain all organizational behavior. Contextual factors must be considered to predict human behavior accurately.
Business Process Re-engineering (BPR): Role of IT
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
Chapter 11 management (10 th edition) by robbins and coulter
This document provides an overview of managing teams and groups. It discusses types of groups, stages of group development, factors that influence group performance and satisfaction, turning groups into effective teams, and challenges of managing teams. Some key points include defining formal and informal groups, outlining the forming, storming, norming, performing, and adjourning stages of group development, and comparing advantages of using teams versus individuals. The document also examines how group structure, processes, tasks, and external conditions impact a group's effectiveness.
Scheduling and sequencing
This document discusses various concepts related to operations scheduling. It defines operations scheduling and describes how it involves assigning jobs to work centers and machines, determining start and completion times, allocating resources, and establishing time sequences. It outlines objectives like meeting delivery dates and minimizing costs/inventory. Performance measures used in scheduling like job flow time, makespan, past due jobs and utilization are also defined. Finally, it discusses sequencing jobs at single and multiple workstations using different priority rules.
110 mcqs of HR Management Solved
This document contains 80 multiple choice questions that have been solved by Maha Shah for a final term. The questions cover a range of human resources and management topics including personality traits associated with violent behavior, dealing with stress, reducing unsafe working conditions, motivation theories, compensation and benefits, communication patterns, and stressors. Maha Shah provided the answers and solutions to all 80 questions.
Multiple choice questions with answers
This document contains a list of 44 multiple choice questions related to organizational behaviour. The questions cover topics such as organizational structure, job enrichment, strategic planning, leadership styles, communication, motivation theories, and frameworks for understanding human behavior like cognitive, behaviorist, and social learning approaches. Sample answers are provided for some of the questions.
Viewers also liked (9)
Chapter 11 management (10 th edition) by robbins and coulter
Chapter 11 management (10 th edition) by robbins and coulter
Similar to Behavioural Science Presentation-Collaboration
Diversity And Virtual Team
This document discusses diverse and virtual teams and the challenges managers face in leading them. It notes that globalization and multiculturalism have led to more diverse and geographically dispersed workforces. Managing such teams presents risks but also benefits if managers adapt their styles. Communication challenges are common in diverse teams, so managers must ensure clear communication. They should also provide feedback, act as role models, and mentor team members. Virtual teams allow organizations to work across locations but present isolation issues and difficulties building trust and synergy without in-person interaction. IT departments supporting virtual teams face challenges including building trust, gaining process benefits, addressing feelings of isolation, and overcoming technological barriers.
24 PART 1 Business CommuniCATion FoundATions 2 Mastering Team Skills And In...
Team communication and interpersonal skills are essential for business success. Effective teams have clear goals, shared purpose, and engage all members. They communicate openly and build consensus. Guidelines for collaborative writing include agreeing on goals, clarifying roles, and establishing processes. Technologies like content management systems, wikis, and shared workspaces facilitate collaboration. Providing constructive feedback focuses on improvement rather than criticism of individuals.
How to get the most from your collaborations
Provides guidelines to get the most from online and offline (and mixed) collaborations. Material presented at Booth Alumni Club of Chicago event April 21 2010
Seven pitfalls to avoid in online collaboration
The document discusses seven pitfalls to avoid when starting online collaboration. It notes that while the basics of clear purpose, organization, roles, etc. usually get addressed, there are seven key issues often overlooked that are critical for success. These include: providing context, involving additional stakeholders, asking team members what they want, setting up a multi-mode communication plan, starting simply and keeping initial focus narrow, making explicit team agreements, and assigning responsibilities for specific work areas. The document argues that addressing these seven issues is important to set online collaborations up for effective work when members are dispersed.
Team mngt
This document discusses effective team management. It defines a team and explains that teams are effective because they can achieve higher quality outcomes, higher efficiency, faster speed, and more thoughtful ideas than individuals working alone. Characteristics of effective teams include clear expectations, commitment, competence, collaboration, and communication. The document also discusses fostering team creativity, dealing with conflicts, and conducting team building exercises.
Best Practices Of Managing Virtual Software Development Teams
Virtual teams have several advantages over traditional colocated teams, including reduced costs from eliminating travel expenses, a larger pool of talent to draw from regardless of location, and the ability to operate across time zones to facilitate around-the-clock work. However, virtual teams also face significant challenges like difficulties building trust and communication breakdowns when members are geographically dispersed and rely primarily on technology to collaborate. Effective practices for managing virtual teams include establishing clear expectations, facilitating informal social interactions to build relationships, and providing training to develop skills for virtual collaboration.
How to lead virtual teams: stage 1
The document provides an overview of the stages of virtual team development and recommendations for leading teams at the early dependence and inclusion stage. It discusses how to build relationships, trust, and establish rules and roles to set the team up for success. Specifically, it recommends that leaders at this stage focus on communication, relationship building through informal discussions, agreeing on goals and responsibilities together, and choosing technologies that support interaction among diverse members. Establishing these foundational elements early on helps virtual teams overcome challenges and work effectively.
TOO4TO_ virtual guide theories stage1 .pdf
Theories for the How to lead virtual teams-guide https://www.thinglink.com/scenariocard/1521767923624968193
Team work
Teamwork involves groups of people working together towards a common goal. There are several types of teams including problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Teamwork provides benefits such as improved problem-solving abilities, healthy competition, relationship building, leveraging unique skills, and increased safety. Key factors that contribute to effective teams include the environmental context, team design, processes like development and roles, and achieving goals.
BBA 3551, Information Systems Management 1 Course Lea.docx
BBA 3551, Information Systems Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
4. Explain how information systems can be used to gain and sustain competitive advantage.
4.1 Discuss how collaboration IS can provide competitive advantages for a specific organization.
4.2 Explain why collaboration IS are important from the organization’s perspective.
7. Summarize the requirements for successful collaboration in information systems management.
7.1 Discuss how collaboration tools can improve team communication.
7.2 Identify the tools that will help create a successful collaboration IS.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
4.2
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
7.1
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
7.2
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
Reading Assignment
Chapter 2: Collaboration Information Systems
Chapter 3: Strategy and Information Systems, Q3-1 – Q3-8
Unit Lesson
Chapter 2 investigates ways that information systems (IS) can support collaboration. It defines collaboration
and discusses collaborative activities and criteria for successful collaboration. It also discusses the kind of
work that collaborative teams do, requirements for collaborative IS, and important collaborative tools for
improving communicating content. The chapter ends with a discussion of collaboration in 2024.
Collaboration and Cooperation
Cooperation occurs when people work together toward a common goal. For example, in teamwork, each
team member is given a task to complete such as a project component. Collaboration occurs when people,
together or remotely, work together toward a common goal (Kroenke & Boyle, 2017). For example, a team
member in California and a team member in Texas might meet using Skype to discuss ideas for a project.
Figure 1 below illustrates collaboration in a team environment. In this illustration, the project manager is
responsible for collaborating with team members who are in different departments. For example, the project
manager may assign a project administrator who will document the various stages of project development,
UNIT II STUDY GUIDE
Collaboration Information Systems and
Strategy and Information Systems
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
assign a person from software development to develop the software application, and assign a person from
operations to set up a testing environment. Each of these team members would work with the project
manager and with each other throughout the project; however, the project manager would be the main point
of contact.
Feedback and iteration are involved so that the
results of the collaborative effort are greater
than could be produced by any of the
individuals .
Benefit thru-communication-improvement
Communication is omnipresent in every business. While a lot is said and done about Communication Skills improvement, the area of improving Communication Process or the Communication Systems within an organization remains vastly ignored. There are sustainable benefits that can be achieved by improving the business communication system. Some organizations have already realized impressive benefits such as 100%+ improvement in operational efficiency and 50%+ improvement in sales. We cover the latest happenings, how a company can achieve these benefits and the common mistakes that need to be avoided.
5 Steps To Effective Jad Sessions
The document discusses the five steps of an effective Joint Application Development (JAD) session for gathering requirements: 1) Planning ahead with the project team and executive sponsor, 2) Assembling the right team with defined roles, 3) Ensuring all team members are committed, 4) Staying on course during sessions, and 5) Following through by producing deliverables and evaluating the process. JAD sessions bring together key stakeholders to jointly discuss needs, develop solutions, and gain consensus in a structured workshop format.
What is team alignment and its value to my organization
Team alignment is important for ensuring employees across departments communicate and collaborate to achieve organizational goals. With remote work, alignment is even more critical to prevent issues from being hidden. Key benefits of alignment include shared responsibility, reduced waste, transparency, better ideation, and trust-building. Best practices for alignment include clarity on products, processes, customers, setting individual targets, investing in alignment technologies, and discouraging excessive post-alignment queries.
Team vs groups
The document discusses the differences between work groups, pseudo-teams, potential teams, real teams, and high-performance teams. It provides criteria to evaluate what type of group you have and how to transition from one type to a higher performing type through developing complementary skills among members, establishing a clear purpose, goals, and working approach, and creating a sense of mutual accountability. The document emphasizes that high performing teams require members who are committed to each other's personal growth and success to significantly outperform expectations.
Agile/SCRUM - Effective Meetings with Geographically Dispersed Teams
This document discusses strategies for running effective meetings with geographically dispersed teams. It notes that many agile teams are not co-located, facing challenges like communication barriers, cultural differences due to remote work, and incompatible time zones. Suggested strategies include over-communicating via video conferencing, building rapport between team members, and establishing core hours for daily stand-up meetings. While co-location enables easier collaboration, dispersed teams can still coordinate effectively using technology and following agile frameworks like Scrum that incorporate regular communication through meetings and status updates.
Agile/SCRUM - Effective Meetings with Geographically Dispersed Teams
This document discusses strategies for running effective meetings with geographically dispersed teams. It notes that many agile teams are not co-located, facing challenges like communication barriers, cultural differences due to remote work, and incompatible time zones. Suggested strategies include over-communicating via video conferencing, building rapport between team members, and establishing core hours for daily stand-up meetings. While co-location enables easier collaboration, dispersed teams can still coordinate effectively using technology and following agile practices like daily scrums and sprints.
JuliaThere is an art to projecting management. Knowing how to m.docx
Julia:
There is an art to projecting management. Knowing how to move a group of people who all has a common goal but all have a different point of views takes some skills this person will also need systematization. But along with a person to help everyone stay focus and moving the technology that is used for communication is also very important. Making sure everyone can communicate and send files that everyone can case and edit can help keep the project moving forward. Picking the right software from the beginning will make the sharing of information easy. Now for Brook’s Law, I believe if the right people are added and understand the objective this may not slow down the project. Adding a programmer or someone else to help write the simple code like for a table whiles the other people who have been on the project creates the more complex code is a great use of adding people. Everything about project management is about placement and communication.
Mantilla, Gloria E. Vela. "Community Systematization And Learning: Project Management For Change." Community Development Journal 45.3 (2010): 367-379. Political Science Complete. Web. 8 Dec. 2016
Charlene:
Hi Class,
“Project Management is the application of knowledge, skills, tools, and techniques applied to project activities in order to meet the project requirements. Project management is a process that includes planning, putting the project plan into action, and measuring progress and performance.” I think a good project manager makes sure the project is completed within the time scheduled, within budget and good quality. While it is rare that a project goes without any mishaps, a good project manager would be able to catch those issues early if he/she is communicating and writing things down as the project progresses.
I think Fredric Brooks book The Mythical Man-Monthdoes have some truth to it still to this day especially regarding communication. While technology has advanced and there are smarter people, if the communication is not clear on how a project should go, workers' interpretations of what they thought was stated, could lead to a disaster. Knowledgeable, skilled workers who are not afraid to ask questions is the key.
http://cnx.org/content/m31508/latest/
Charlene
S U M M E R 2 0 0 9 V O L . 5 0 N O . 4
R E P R I N T N U M B E R 5 0 4 1 2
Frank Siebdrat, Martin Hoegl and Holger Ernst
How to Manage
Virtual Teams
SMR322
This document is authorized for use only in Leadership and Teams by Dev Team from July 2012 to January 2015.
SUMMER 2009 MIT SLOAN MANAGEMENT REVIEW 63COURTESY OF SAP
TEAMS ARE THE typical building blocks of an organization: They provide companies with
the means to combine the various skills, talents and perspectives of a group of individuals to achieve
corporate goals. In the past, managers used to colocate team members because of the high levels of
interdependencies that are inherent in group work. Recently, though, more and more ...
J Gabelmann U10a2 Pp Presentation Final
This PP presentation was presented to a professional audience in my organization to demonstrate my own development of change management intervention. This presentation reports on my findings as a novice change management facilitator of the Reticent Media, Inc. group. I report on how change management intervention was applied, and analyze the applications of change management principles. I also provide the organization\'s team group with recommendations for team development and resources that will assist the team with learning more about the change management process.
Lamb Hair McDaniel Your Product or Service Offering Mark.docx
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 4 Marketing Plan Worksheet: Distribution Decisions 1
Part 4 Distribution Decisions Worksheet
METHOD
Preferred distribution method
Direct Intermediaries
If applicable, number of channels
Dual channels Multiple channels Channel alliances Nontraditional
channels
COSTS
Variable distribution costs will affect price of end product to consumer?
Yes No
Describe the role cost will play in your distribution method:
INTENSITY
Choose a level of intensity for your distribution efforts
Intensive Selective Exclusive
Rationale for choice:
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 4 Marketing Plan Worksheet: Distribution Decisions 2
DISTRIBUTION FACILITIES
Global distribution facilities needed? Yes No
Warehouses needed? Yes No
If yes, number of warehouses:
List warehouse locations:
•
•
•
•
•
Fulfillment services Yes No
Packing companies Yes No
Transportation firms Yes No
Billing services Yes No
List other channel facilitators you anticipate needing:
•
•
•
•
•
Will you distribute your product through a retail location? Yes No
If yes, what type of retail location will you use (select all that apply)?
Chain store Specialty store Franchise
Department store Discount store Supermarket
Convenience store Drugstore Warehouse club
Restaurant Factory outlet
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 4 Marketing Plan Worksheet: Distribution Decisions 3
Will you distribute your product through nonstore channels? Yes No
If yes, what type of retail location will you use (select all that apply)?
Vending machine Direct retailing Direct mail
Catalogs and mail order Telemarketing Internet
Shop-at-home
Will you be a part of a franchise system as a franchisee? Yes No
Business format franchise? Yes No
Product and trade-name franchise? Yes No
Will you franchise your offering? Yes No
Business format franchise? Yes No
Product and trade-name franchise? Yes No
Describe your retailing mix, if applicable:
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 4 Marketing Plan Worksheet: Distribution Decisions 4
If you will have your own distribution outlets, describe your plan for each element
of the store atmosphere:
Employee type and
density
Merchandise type
and density
Fixture type and
density
Sound
Visual factors
Odors
WEB SITE CONCERNS
If you have a retail outlet, describe how will you convey atmosphere of brick-and-
mortar store on-line:
Lamb Hair McDaniel Your Product or Service Offeri ...
What is team alignment and its value to my organization
Team alignment is the process of ensuring employees across departments communicate and collaborate to achieve organizational goals. With remote work, alignment is even more important to prevent issues from being hidden. Key benefits of alignment include shared responsibility, reduced waste, transparency, better ideation, and trust-building. Best practices for alignment include clarity on products/customers, individual targets, showing target interconnection, alignment technologies, and post-alignment query handling.
Similar to Behavioural Science Presentation-Collaboration (20)
24 PART 1 Business CommuniCATion FoundATions 2 Mastering Team Skills And In...
24 PART 1 Business CommuniCATion FoundATions 2 Mastering Team Skills And In...
Best Practices Of Managing Virtual Software Development Teams
Best Practices Of Managing Virtual Software Development Teams
BBA 3551, Information Systems Management 1 Course Lea.docx
BBA 3551, Information Systems Management 1 Course Lea.docx
What is team alignment and its value to my organization
What is team alignment and its value to my organization
Agile/SCRUM - Effective Meetings with Geographically Dispersed Teams
Agile/SCRUM - Effective Meetings with Geographically Dispersed Teams
Agile/SCRUM - Effective Meetings with Geographically Dispersed Teams
Agile/SCRUM - Effective Meetings with Geographically Dispersed Teams
JuliaThere is an art to projecting management. Knowing how to m.docx
JuliaThere is an art to projecting management. Knowing how to m.docx
Lamb Hair McDaniel Your Product or Service Offering Mark.docx
Lamb Hair McDaniel Your Product or Service Offering Mark.docx
What is team alignment and its value to my organization
What is team alignment and its value to my organization
Recently uploaded
Presentatie 8. Joost van der Linde & Daniel Anderton - Eliq 28 mei 2024
Dutch Power Event
“AI – Navigeren naar de toekomst?”
Op 28 mei 2024 bij Info Support.
XP 2024 presentation: A New Look to Leadership
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...
• For a full set of 760+ questions. Go to
https://skillcertpro.com/product/databricks-certified-data-engineer-associate-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
• SkillCertPro updates exam questions every 2 weeks.
• You will get life time access and life time free updates
• SkillCertPro assures 100% pass guarantee in first attempt.
2024-05-30_meetup_devops_aix-marseille.pdf
Slides de notre meetup DevOps AixMarseille du 30 mai 2024 chez SmarTribune
Sujets: platform engineering / terragrunt / test containers
Presentatie 4. Jochen Cremer - TU Delft 28 mei 2024
Dutch Power Event
“AI – Navigeren naar de toekomst?”
Op 28 mei 2024 bij Info Support.
Artificial Intelligence, Data and Competition – OECD – June 2024 OECD discussion
Artificial Intelligence, Data and Competition – OECD – June 2024 OECD discussionOECD Directorate for Financial and Enterprise Affairs
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Competition and Regulation in Professions and Occupations – ROBSON – June 202...
Competition and Regulation in Professions and Occupations – ROBSON – June 202...OECD Directorate for Financial and Enterprise Affairs
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.Competition and Regulation in Professions and Occupations – OECD – June 2024 ...
Competition and Regulation in Professions and Occupations – OECD – June 2024 ...OECD Directorate for Financial and Enterprise Affairs
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Artificial Intelligence, Data and Competition – ČORBA – June 2024 OECD discus...
Artificial Intelligence, Data and Competition – ČORBA – June 2024 OECD discus...OECD Directorate for Financial and Enterprise Affairs
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Pro-competitive Industrial Policy – OECD – June 2024 OECD discussion
Pro-competitive Industrial Policy – OECD – June 2024 OECD discussionOECD Directorate for Financial and Enterprise Affairs
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Pro-competitive Industrial Policy – LANE – June 2024 OECD discussion
Pro-competitive Industrial Policy – LANE – June 2024 OECD discussionOECD Directorate for Financial and Enterprise Affairs
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Carrer goals.pptx and their importance in real life
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
Updated diagnosis. Cause and treatment of hypothyroidism
Types, classification, causes, diagnosis and treatment of hypothyroidism
原版制作贝德福特大学毕业证（bedfordhire毕业证）硕士文凭原版一模一样
原版一模一样【微信：741003700 】【贝德福特大学毕业证（bedfordhire毕业证）硕士文凭】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Tom tresser burning issue.pptx My Burning issue
Addressing the status of black home ownership in America. and what actions are taken to impact these trends.
ASONAM2023_presection_slide_track-recommendation.pdf
Presented at the 2023 IEEE/ACM International Conference on
Advances in Social Networks Analysis and Mining.
Artificial Intelligence, Data and Competition – LIM – June 2024 OECD discussion
Artificial Intelligence, Data and Competition – LIM – June 2024 OECD discussionOECD Directorate for Financial and Enterprise Affairs
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Artificial Intelligence, Data and Competition – SCHREPEL – June 2024 OECD dis...
Artificial Intelligence, Data and Competition – SCHREPEL – June 2024 OECD dis...OECD Directorate for Financial and Enterprise Affairs
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Recently uploaded (20)
Presentatie 8. Joost van der Linde & Daniel Anderton - Eliq 28 mei 2024
Presentatie 8. Joost van der Linde & Daniel Anderton - Eliq 28 mei 2024
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...
Presentatie 4. Jochen Cremer - TU Delft 28 mei 2024
Presentatie 4. Jochen Cremer - TU Delft 28 mei 2024
Artificial Intelligence, Data and Competition – OECD – June 2024 OECD discussion
Artificial Intelligence, Data and Competition – OECD – June 2024 OECD discussion
Competition and Regulation in Professions and Occupations – ROBSON – June 202...
Competition and Regulation in Professions and Occupations – ROBSON – June 202...
Competition and Regulation in Professions and Occupations – OECD – June 2024 ...
Competition and Regulation in Professions and Occupations – OECD – June 2024 ...
Artificial Intelligence, Data and Competition – ČORBA – June 2024 OECD discus...
Artificial Intelligence, Data and Competition – ČORBA – June 2024 OECD discus...
Pro-competitive Industrial Policy – OECD – June 2024 OECD discussion
Pro-competitive Industrial Policy – OECD – June 2024 OECD discussion
Pro-competitive Industrial Policy – LANE – June 2024 OECD discussion
Pro-competitive Industrial Policy – LANE – June 2024 OECD discussion
Carrer goals.pptx and their importance in real life
Carrer goals.pptx and their importance in real life
Updated diagnosis. Cause and treatment of hypothyroidism
Updated diagnosis. Cause and treatment of hypothyroidism
ASONAM2023_presection_slide_track-recommendation.pdf
ASONAM2023_presection_slide_track-recommendation.pdf
Artificial Intelligence, Data and Competition – LIM – June 2024 OECD discussion
Artificial Intelligence, Data and Competition – LIM – June 2024 OECD discussion
Artificial Intelligence, Data and Competition – SCHREPEL – June 2024 OECD dis...
Artificial Intelligence, Data and Competition – SCHREPEL – June 2024 OECD dis...
Behavioural Science Presentation-Collaboration
- 1. 1 What is Collaboration? PRESENTED BY- ANURAG BHATTACHARJEE B.TECH(CHEMICAL),5th SEM PRESENTED TO-PRESENTED TO- Dr. KAILASH C. BARMOLADr. KAILASH C. BARMOLA
- 2. 1.Defination 2.Why Collaborate? 3.Different Collaboration modes 4.Collaboration Behavioral Difficulties 5.Still Essential? 6.How do people in organizations collaborate? 7.M.C.Q 8.References
- 3. 3 “Collaboration” is coming together of different groups with certain “specified conditions” in order to achieve a “specific task”.
- 4. 4 Why Collaborate? Surface Perspectives Review Share Work Share the Vision Socialize Build Consensus Solve Problems Avoid Decisions Make Decisions Synergy Share Information Build Trust
- 5. 5 Systems to Support different Collaboration Modes Same Different Same Different Time Place Audio/Video Group Support Sessions Group Support Team Rooms Project Rooms Team Database Virtual Sessions
- 6. 6 Waiting to speak Domination Fear of Speaking Misunderstanding Inattention Lack of Focus Inadequate Criteria Premature Decisions Missing Information Distractions Digressions Wrong People Groupthink Poor Grasp of Problem Ignored Alternatives Lack of Consensus Poor Planning Hidden Agendas Conflict Inadequate Resources Poorly Defined Goals Ineffective Collaboration Collaboration Behavioral Difficulties
- 7. 7 Thus, Collaboration is Essential Though No one has all the * Resources * Experience * Knowledge To do the job alone
- 8. 8 Collaboration is: • Difficult • Expensive • Essential
- 9. 9 How do people in organizations Collaborate?
- 10. 10 Level 1 Collected Work : Uncoordinated Individual Efforts Level 2 Coordinated Work: Coordinated Individual Efforts Level Concerted Work: Concerted Team Effort Sprinters Relay 3 Levels of Collaboration Capability Crew High Low Degree of Collaborative Effort
- 11. 11 *Level 1 Collected Work *Individual, uncoordinated effort toward team goal *Team productivity is simple sum of individual performances *Individualized Processes - Start to Finish *Office Applications *MSWord Group Editing *Multiple Spreadsheet Sections *Powerpoint Presentation Passing Sprinters
- 12. 12 *Level 2 Coordinated Work *Coordinated Efforts and Processes *Coordination, sharing, and hand-offs *Coordination Applications *Workflow Applications *Adding structure to NOTES *Coordinator Relay
- 13. 13 *Level 3 Concerted Work *All team members work a process simultaneously to achieve the team goal *Repeatable Customized Process *Attention Dynamics *Collaborative Applications e.g- *GroupSystems Online *Facilitate.COM *Meetingworks Crew
- 14. 14 InteractivityofCommunication Process Structure and Task Structure Hierarchy of Collaboration Sprinters Individual Work RelayRelay Coordinated Work CrewCrew Concerted Work Collected Work
- 15. 15 1.The internet has allowed employees to collaborate on work from any location, across different time zones and national borders. What is regarded as the defining feature of a dispersed collaboration apart from the use of communication technology? A]Each work group has its own task to complete B]Dispersed collaborations lack the social cues that profile traditional working relationships C]Each colleague does not work face-to-face D]Colleagues are spread across different locations 2.As would be common with many business strategies, which is regarded as the crucial stage in designing dispersed collaborations? A]Have a clear identification of the mission and how it will be achieved B]Establish the size of the collaborative team required and then consider which tasks can be successfully completed C]Conduct a skills analysis of potential members to validate their membership D]None of the above
- 16. 16 4.The teacher’s feedback to groups on how well they collaborated is called A] Structuring the task B] Teaching the collaborative process C] Monitoring the group performance D] Debriefing
- 17. 17
- 18. 18 Websites- 1.http://wps.pearsoned.co.uk/ema_uk_he_arnold_workpsych_5/183/47 091/12055484.cw/content/index.html 2.http://wps.prenhall.com/chet_borich_effective_6/48/12539/3209992 .cw/-/3210039/index.html 3. www.teambasedlearning.org/page- 1032471 4. searchunifiedcommunications.techtarget.com/.../10-questions-to- ask-you.
- 19. 19