Explaining Work Group Behavior (cont’d)
Describe the relationships between group cohesiveness and productivity.
Discuss how conflict management influences group behavior.
Tell the advantages and disadvantages of group decision making.
Creating Effective Teams
Compare groups and teams
Explain why teams have become so popular.
Describe the four most common types of teams.
List the characteristics of effective teams
Let us understand team dynamics to understand the journey from team building to team goal positioning. Emerging startups must look out for the attributes mentioned in the presentation because team is not about sitting in a room and discussing the strategy. Nowadays teams are created for long-term organizational benefits.
Let us understand team dynamics to understand the journey from team building to team goal positioning. Emerging startups must look out for the attributes mentioned in the presentation because team is not about sitting in a room and discussing the strategy. Nowadays teams are created for long-term organizational benefits.
This is a quick overview of team leadership. It does not go into alot of detail, it is mainly a "What is Team Leadership All About Anyway" type of presentation.
Role of teams in organization, Team VS group, necessity of teams in organization, advantages & disadvantages of team (Course Name: Organizational Behavior)
Organisational Development InterventionsGheethu Joy
This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Organisational Development Interventions
This is a quick overview of team leadership. It does not go into alot of detail, it is mainly a "What is Team Leadership All About Anyway" type of presentation.
Role of teams in organization, Team VS group, necessity of teams in organization, advantages & disadvantages of team (Course Name: Organizational Behavior)
Organisational Development InterventionsGheethu Joy
This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Organisational Development Interventions
"The Future of Organizational Learning" was prepared as a keynote presentation for the Saskatchewan Associated of Human Resource Professionals to be delivered on Sept 25, 2013.
Respond to 4 postings listed below, with at least in one or mormickietanger
Respond to
4 postings listed below
, with at least in one or more of the following ways:
• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read the postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from your own research
• Validate an idea with your own experience and additional research.
• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.
• Expand on postings by providing additional insights or contrasting perspectives based on readings and evidence.
Posts should be at least 200 words
and require
some information from the text, academically reviewed paper, some significant commentary that requires knowledge of the subject matter, a web link to an article or other source
.
POST 1:
Networking: A key to successful Teamwork
A. Consider the different teams presented in your reading assignment. How do these teams manage their team boundaries? What are the trade-offs between internal cohesion and external ties within each type of team? support your discussion with at least two external sources.
Teams are of different types such as Virtual teams, Problem-solving teams, cross-functional teams, self- managed teams but every team has to maintain their own boundaries to function up to the mark.
What are boundaries
Boundaries are the limitations, plans which meant for reducing distraction from outside sources and to increase the teams focus on their roles and responsibilities. They could be simple rules which are a part of the teams’ principles.
How to set boundaries
· Members need to work individually along with their team leader. Everyone of them need to understand as to what make them deviate from their works. Make a list of the important activities relating to their group project for which the team is formed and make a schedule by prioritizing their work according to their importance.
· This will help them to have an understanding of how to manage their work. Set short term and long-term goals so as to be responsible for completing the tasks.
· Remember that the boundaries can be breached. It is not possible that they will stay in place forever, sometimes the members may knowingly or unknowingly cross their boundaries.
· The team has to communicate with the other teams or members as to what extent they have set the boundaries. It will help them to have necessary support from others and they will be less disturbing to them (Guanfeng, & Zhiyang, 2011).
Internal cohesion and External ties
Internal cohesion has a positive relationship with the external ties. The level of internal cohesion defines the level of support and cooperation the members have with each other. If the cohesion is more it will not affect the members to outsource other expertise and necessary resources. B ...
iPhone 5s is the first 64‑bit smartphone in the world. And iOS 7 was designed with that in mind, built specifically for 64‑bit architecture. Which makes iOS 7 just as advanced as the iPhone it’s on.
It is an easy-to-use tool for developing an overview of a company’s strategic situation
It forms a basis for matching your company’s strategy to its situation
Define and understand communication and the communication process
List and overcome the filters/barriers in a communication process
Practice active listening
Tips to improve verbal and non verbal communication
What is Social Responsibility
Contrast the classical and socioeconomic views of social responsibility.
Discuss the role that stakeholders play in the four stages of social responsibility.
List and explain the arguments for and against social responsibility.
Differentiate between social obligation, social responsiveness, and social responsibility.
Social Responsibility and Economic Performance
Explain what research studies have shown about the relationship between an organization’s social involvement and its economic performance.
Techniques for Assessing the Environment
List three different approaches to environmental scanning.
Explain what competitor intelligence is and ways that managers can do it legally and ethically.
Describe how managers can improve the effectiveness of forecasting.
Techniques for Allocating Resources
List the four techniques for allocating resources.
Describe the different types of budgets.
Tell what a Gantt chart does.
Explain a load chart.
Organizational Structure: Formal system of task & reporting relationships showing how workers use resource.
The formal arrangement of jobs within an organization.
Organizational structure involves arrangements of activities &assignment of personnel these activities in order to achieve the organizational goals in an efficient manner
The Manager: Omnipotent or Symbolic
Define the omnipotent and symbolic views of management.
Contrast the action of manager according to the omnipotent and symbolic views.
Explain the parameters of managerial discretion.
The Organization’s Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
Organizing- The process by which managers establish working relationships among employees to achieve goals.
According To Chester Barnard Organization Is Defined As
“A system of consciously co-ordinated activities or efforts of two or more persons”.
An Organization Defined
A deliberate arrangement of people to accomplish some specific purpose
Defining Organizational Structure
Discuss the traditional and contemporary view of work specialization.
Describe each of the five forms of departmentalization.
Explain cross-functional teams.
Differentiate chain of command, authority, responsibility, and unity of command.
Discuss the traditional and contemporary views of chain of command.
Discuss the traditional and contemporary views of span of control.
What Is Operations Management and Why Is It Important?
Explain what operations management is.
Contrast manufacturing and services organizations.
Describe managers’ role in improving productivity.
Discuss the strategic role of operations management,
Value Chain Management
Define value chain and value chain management.
Describe the goal of value chain management.
Discuss the requirements for successful value chain management.
What Is Motivation?
Define motivation.
Explain motivation as a need-satisfying process.
Early Theories of Motivation
Describe the five levels in Maslow’s hierarchy and how Maslow’s hierarchy can be used in motivational efforts.
Discuss how Theory X and Theory Y managers approach motivation.
Describe Herzberg’s motivation-hygiene theory.
Explain Herzberg’s views of satisfaction and dissatisfaction.
Historical Background of Management
Explain why studying management history is important.
Describe some early evidences of management practice.
Discuss why division of labor and the Industrial Revolution are important to the study of management.
List six management approaches.
Scientific Management
Define scientific management.
Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
Explain how today’s managers use scientific management.
What Your Global Perspective?
Define parochialism and explain why it can lead to problems.
Contrast ethnocentric, polycentric, and geocentric attitudes towards global business.
Describe the advantage and drawbacks of the three attitudes towards global business
Understanding the Global Environment
Describe the benefits from free trade.
Tell why the European Union began
Describe the current status of the European Union
Discuss the North American Free Trade Agreement.
What Is Change?
Define organizational change.
Explain how managers are affected by change.
Forces for Change
Discuss the external and internal forces for change.
Contrast internal and external change agents.
Two Views of the Change Process
Contrast the calm waters and white-water rapids metaphors of change.
Explain Lewin’s three-step model of the change process.
Discuss the environment that managers face today
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
Managers versus Leaders
Contrast leaders and managers.
Explain why leadership is an important behavioral topic.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership theories.
Explain the dual nature of a leader’s behavior.
Contingency Theories of Leadership
Explain how Fiedler’s theory of leadership is a contingency model.
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
Groups and teams
1. 8th
edition
Steven P. Robbins
Mary Coulter
PowerPoint Presentation by Aashray for everyonePowerPoint Presentation by Aashray for everyone
2. Understanding Groups And Team
PowerPoint Presentation by Aashray for everyone
Follow this Learning Outline as you read and study this
chapter.
Management
3. L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
PowerPoint Presentation by Aashray for everyone
Understanding Groups
• Define the different types of groups.
• Describe the five stage of group development.
Explaining Work Group Behavior
• Explain the major components that determine group
performance and satisfaction.
• Discuss how roles, norms, conformity, status systems, group size,
and group cohesiveness influence group behavior.
• Tell how group norms can both help and hurt an organization.
• Define group think and social loafing.
4. L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
PowerPoint Presentation by Aashray for everyone
Explaining Work Group Behavior (cont’d)
• Describe the relationships between group cohesiveness and
productivity.
• Discuss how conflict management influences group behavior.
• Tell the advantages and disadvantages of group decision making.
Creating Effective Teams
• Compare groups and teams
• Explain why teams have become so popular.
• Describe the four most common types of teams.
• List the characteristics of effective teams.
5. Understanding Groups
PowerPoint Presentation by Aashray for everyone
Group
Two or more interacting and interdependent individuals who
come together to achieve particular goals.
Formal groups
Work groups defined by the organization’s structure that have designated
work assignments and tasks.
Appropriate behaviors are defined by and directed toward
organizational goals.
Informal groups
Groups that are independently formed to meet the social needs of their
members.
6. Stages in Group Development
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Forming
Members join and begin the
process of defining the group’s
purpose, structure, and
leadership.
Storming
Intragroup conflict occurs as
individuals resist control by
the group and disagree over
leadership.
Norming
Close relationships develop as
the group becomes cohesive
and establishes its norms for
acceptable behavior.
Performing
A fully functional group
structure allows the group to
focus on performing the task
at hand.
Adjourning
The group prepares to disband
and is no longer concerned
with high levels of
performance.
7. Work Group Behavior
PowerPoint Presentation by Aashray for everyone
Internal Variables Affecting Group Behavior
The individual abilities of the group’s members
The size of the group
The level of conflict
The internal pressures on members to conform o the group’s
norms
8. Conditions Affecting Group Behavior
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External (Organizational)
Conditions
Overall strategy
Authority structures
Formal regulations
Available organizational
resources
Employee selection criteria
Performance management
(appraisal) system
Organizational culture
General physical layout
Internal Group
Variables
Individual competencies and
traits of members
Group structure
Size of the group
Cohesiveness and the level of
intragroup conflict
Internal pressures on members
to conform o the group’s norms
9. Group Structure
PowerPoint Presentation by Aashray for everyone
Role
The set of expected behavior patterns attributed to someone who
occupies a given position in a social unit that assist the group in task
accomplishment or maintaining group member satisfaction.
Role conflict: experiencing differing role expectations
Role ambiguity: uncertainty about role expectations
10. Group Structure (cont’d)
PowerPoint Presentation by Aashray for everyone
Norms
Acceptable standards or expectations that are shared by the
group’s members.
Common types of norms
Effort and performance
Output levels, absenteeism, promptness, socializing
Dress
Loyalty
11. Group Structure (cont’d)
PowerPoint Presentation by Aashray for everyone
Conformity
Individuals conform in order to be accepted by groups.
Group pressures can have an effect on an individual member’s
judgment and attitudes.
The effect of conformity is not as strong as it once was, although
still a powerful force.
Groupthink
The extensive pressure of others in a strongly cohesive or threatened group
that causes individual members to change their opinions to conform to that of
the group.
12. Group Structure (cont’d)
PowerPoint Presentation by Aashray for everyone
Status System
The formal or informal prestige grading, position, or ranking
system for members of a group that serves as recognition for
individual contributions to the group and as a behavioral motivator.
Formal status systems are effective when the perceived ranking of an
individual and the status symbols accorded that individual are congruent.
13. Group Structure: Group Size
PowerPoint Presentation by Aashray for everyone
Small groups
Complete tasks faster than
larger groups.
Make more effective use of
facts.
Large groups
Solve problems better than
small groups.
Are good for getting
diverse input
Are more effective in fact-
finding.
Social Loafing
The tendency for
individuals to expend less
effort when working
collectively than when
work individually
14. Group Structure (cont’d)
PowerPoint Presentation by Aashray for everyone
Group Cohesiveness
The degree to which members are attracted to a group and
share the group’s goals.
Highly cohesive groups are more effective and productive than less
cohesive groups when their goals aligned with organizational goals.
15. Group Processes:
Group Decision Making
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Advantages
Generates more complete
information and knowledge.
Generates more diverse
alternatives
Increases acceptance of a
solution
Increases legitimacy of
decision
Disadvantages
Time consuming
Minority domination
Pressures to conform
Ambiguous responsibility
16. Group Processes: Conflict
Management
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Conflict
The perceived incompatible differences in a group resulting in
some form of interference with or opposition to its assigned
tasks.
Traditional view: conflict must it avoided.
Human relations view: conflict is a natural and inevitable outcome in
any group.
Interactionist view: conflict can be a positive force and is absolutely
necessary for effective group performance.
17. Group Processes: Conflict Management
(cont’d)
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Categories of Conflict
Functional conflicts are constructive.
Dysfunction conflicts are destructive.
Types of Conflict
Task conflict: content and goals of the work
Relationship conflict: interpersonal relationships
Process conflict: how the work gets done
18. Group Processes: Conflict Management
(cont’d)
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Techniques to Reduce Conflict:
Avoidance
Accommodation
Forcing
Compromise
Collaboration
19. Group Tasks
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Highly complex and interdependent tasks require:
Effective communications: discussion among group members.
Controlled conflict: More interaction among group members.
20. Advantages of Using Teams
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Teams outperform individuals.
Teams provide a way to better use employee talents.
Teams are more flexible and responsive.
Teams can be quickly assembled, deployed, refocused, and
disbanded.
21. What Is a Team?
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Work Team
A group whose members work intensely on a specific common
goal using their positive synergy, individual and mutual
accountability, and complementary skills.
Types of Teams
Problem-solving teams
Self-managed work teams
Cross-functional teams
Virtual teams
22. Types of Teams
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Problem-solving Teams
Employees from the same department and functional area who
are involved in efforts to improve work activities or to solve
specific problems
Self-managed Work Teams
A formal group of employees who operate without a manager
and responsible for a complete work process or segment.
23. Types of Teams
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Cross-functional Teams
A hybrid grouping of individuals who are experts in various
specialties and who work together on various tasks.
Virtual Teams
Teams that use computer technology to link physically
dispersed members in order to achieve a common goal.
24. Characteristics of Effective Teams
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Have a clear understanding of
their goals.
Have competent members
with relevant technical and
interpersonal skills.
Exhibit high mutual trust in
the character and integrity of
their members.
Are unified in their commitment
to team goals.
Have good communication
systems.
Possess effective negotiating skills
Have appropriate leadership
Have both internally and
externally supportive
environments