Managerial Group Relationship, A managerial group relationship refers to the dynamics and interactions among individuals who hold managerial positions within an organization. These relationships play a crucial role in shaping the overall functioning and effectiveness of the management team. Here are some key aspects of managerial group relationships: Communication: Effective communication is vital for building and maintaining strong relationships within a managerial group. Managers need to communicate openly, honestly, and frequently to ensure that information flows smoothly and that everyone is on the same page. Trust and Respect: Trust and respect are the foundation of any healthy relationship, including managerial group relationships. Managers should trust and respect each other's expertise, decisions, and contributions. Trust enables collaboration, fosters teamwork, and promotes a positive work environment. Collaboration and Cooperation: Managers within a group should work together collaboratively, rather than in silos. They should share knowledge, resources, and ideas, and collaborate on projects and problem-solving. Cooperation among managers strengthens the overall effectiveness of the management team and enhances organizational performance. Support and Encouragement: Managers should support and encourage each other's professional growth and development. They should provide feedback, guidance, and mentoring when needed. A supportive managerial group fosters a culture of continuous learning and helps individual managers reach their full potential. Conflict Resolution: Conflicts are inevitable in any group, including managerial teams. However, effective managerial group relationships involve the ability to handle conflicts constructively. Managers should be skilled in resolving conflicts through open dialogue, active listening, and finding win-win solutions that address the underlying issues. Shared Goals and Vision: A strong managerial group relationship is built on shared goals and a common vision for the organization. Managers should align their objectives and strategies, ensuring that they work collectively towards the achievement of organizational objectives. Role Clarity and Coordination: It is important for managers to have clear roles and responsibilities within the group. Role clarity helps in avoiding overlaps and ensuring smooth coordination. Managers should have a clear understanding of each other's roles and actively coordinate their efforts to maximize efficiency and minimize duplication. Overall, a positive and effective managerial group relationship promotes a collaborative, supportive, and productive work environment. It enhances decision-making, problem-solving, and organizational performance, ultimately leading to success for the organization as a whole.

1. WELCOME GOOD MORNING
MANAGING
GROUP
RELATIONSHIP
Prepared By :
Sandesh Dc
-MBA Student,TU
Date: 6/27/2023

2. Agendas
Preparing to collaborate
Relating to others in Groups
Improving Group Climate
Enhancing Communication Skills in Group
Managing Conflict

3. Meaning of Group
A group is a collection of individuals
Groups can be formal or informal
Social interaction network
Collective goal pursuit
Shared identity formation
Collaborative problem-solving
Interpersonal influence dynamics

4. PREPARING TO COLLABORATE
CHAPTER OUTLINE
 How to develop a Discussion Plan,
 How to Formulate Discussion Questions,
 How to Use Logical and Reasoning Effectively,
 How to Evaluate Evidence in Group Discussions,
 How to Develop Critical-Analysis Skills,
“To solve a problem it is necessary to think. It is necessary to think even to decide what facts to collect.” —Robert Maynard Hutchins

5. Get acquainted with your group members
 Introduce yourself
 Share your contact information
 Discuss the experience you’ve had with the topic
How to develop a Discussion Plan

6. Clarify the goal of the group
 Explicitly write down the purposes and goals of the group Identify
 whether your key purpose is to
• (1) gather information,
• (2) make a choice or solve a problem,
• (3) put an idea into action, or
• (4) achieve two or more of these purposes
 Describe what it will look like when your group is finished with its task.
 Answer the question: How will you know when you are done?

7. Conti..
Develop a plan for gathering information and analyzing issues
 Identify and assess the information you already know
 Develop a written plan that indicates what you already know and
what you need to know
 Give members assignments or ask for volunteers for gathering

8. Follow a structured agenda to accomplish the task
 Identify the topics and issues you need to discuss at each meeting
 Consider using the traditional problem solving agenda to develop the overarching plan:
Identify and define the problem, analyze, generate several solutions, select the best solution,
test and implement the solution
 Develop a written agenda for each meeting using agenda
Share information with others
Determine how to present your information

9. How to Formulate Discussion Questions
Question Type Definition Example
Question of fact A question that asks whether
something is true or false
Did university officials violate the
freshman-admission policy last
year?
Question of
prediction
A question that asks whether
something is likely to occur
Will the building renovations be
completed by Christmas?
Question of value A question that considers something’s
worth or desirability
What are the virtues of a
democratic form of government?
Question of policy A question that considers whether a
change in procedure should be made
What should be done to curtail
gang violence in our community?

10. HOW TO USE LOGIC AND REASONING EFFECTIVELY
There are three major ways of structuring an argument to reach a logical conclusion:
 inductive reasoning,
 deductive reasoning, and
 causal reasoning

11. INDUCTIVE REASONING
 It is a method of arriving at a general, or “bottom-line” conclusion through the use of
specific examples, facts, statistics, and opinions.
 For example, suppose you recently bought a used personal computer that didn’t work the
way it was supposed to when you got it home
 When you reason inductively (from specific examples to a general conclusion), keep the
following questions in mind:
 Are there enough specific examples to support the conclusion?
 Are the specific instances typical?
 Are the instances recent?

12. Deductive Reasoning
Deductive reasoning is the process of … drawing a specific conclusion from
a general statement or principle
It is the reverse of inductive reasoning.
Deductive reasoning can be presented in the form of a syllogism—a way of
organizing or structuring an argument in three parts:
 a major premise,
 a minor premise, and
 a conclusion.

13. Causal Reasoning
 the process of relating two or more events and concluding that one event caused the
other
 For example, you might reason that in 2012, climate change was the cause of
Hurricane Sandy.
 We can structure a causal argument in two ways
 First, you can reason from cause to effect, moving from a known fact (cause) to
predict a result (effect).
 The second way to structure a causal argument is to reason backward, from a
known effect to an unknown cause.

14. RELATING TO OTHERS IN GROUPS
Chapter Outline
 Roles
 Norms
 Status
 Power
 Trust
 The development of group Relationships over time

15. Who are you?
Clarifying roles and responsibilities
Resolving identity conflicts
Building inclusive culture
Fostering deeper connections
Encouraging mutual understanding
Improving communication channels
Establishing group cohesion.

16. Self-Concept Development
Gender and Sexual Orientation
Culture and Role
Identify your strengths and weaknesses.
Recognize your values and beliefs.
Acknowledge your experiences and
memories.
Consider how others perceive you.

17. Conti..
Set realistic goals for personal growth.
Accept and embrace your flaws.
Practice self-reflection and introspection.
Seek feedback and constructive criticism.
Explore new activities and interests.
Surround yourself with positive influences.

18. Diversity of roles in small group
Facilitator
Recorder
Timekeeper
Gatekeeper
Mediator

19. Conti..
Initiator
Information provider
Devil's advocate
Encourager
Harmonizer

20. Group Task Roles
Initiator-contributor
Information seeker
Opinion seeker
Information giver
Opinion giver
Elaborator
Coordinator

21. Conti..
Compromiser
Gatekeeper and expeditor
Standard Setter
Group observer
Follower

22. Conti..
Orienteer (Summarizer)
Energizer
Procedural technician
Recorder
Harmonizer

23. Group-Building and Maintenance Roles
Encourager
Dominator
Compromiser
Observer
Diplomat

24. Individual roles
Aggressor
Blocker
Recognition seeker
Self-confessor
Joker
Dominator
Special-interest pleader

25. Norms
Unwritten rules of behavior.
Shared expectations in groups.
Implicit guidelines for conduct.
Vary by culture and context.
Enforced by social sanctions.

26. Conti..
Positive and negative feedback.
Promote cooperation and coordination.
Establish group identity.
Provide framework for decision-making.
Resolve conflicts in groups.

27. How Do Norms Develop?
 Observation and modeling
 Socialization
 Trail and error
 Group discussion and negotiation
 Reinforcement
 Contextual factors

28. Identifying Group Norms
 Liston to group discussions
 Observe nonverbal Behavior
 Look for patterns
 Ask group members
 Compare to external norms
 Consider the group’s purpose

29. How do group members dress?
 What are group members’ attitudes toward time?
 What type of language is used by most group members
Do group members use humor to relieve tension?
 Do group members address the group leader formally?
 Is it proper to address group members by their first names?
consider the following questions:

30. Conforming to Group Norms
The individual characteristics of the group members
Clarity of the norm and the certainty
People already conformed to the norm
Interpersonal relation depended in the group
Sense of group identification

31. Stablishing Groups Norms
Identify the group’s purpose
Discuss expectations
Brainstorm potential norms
Prioritize norms
Reach consensus
Make norms explicit
Reinforce norms

32. Norm and Culture
 Cultural context
 Cross-culture differences
 Culture transmission
 Cultural change
 Cultural conflict
 Cultural diversity

33. Establishing Ground Rules
Question to consider:
 How long should our meeting last?
 Should have standerd meeting place and time?
 What should a member do attand a meeting?
 How we will manage confilit?
 What kind of environment for meeting?
 What others kinds of guidelines?

34. Conti..
Typical Team Ground Rules
Everyone will attend the meetings.
Meeting will start on time.
Teams members will following the individual assignment
Every team member will be prepared for every meeting.
Decisions will make by majority vote
 work together and manage conflict

35. STATUS
Differences in small-group communication
“My dad can run faster than your dad.”
“Oh, yeah? Well, my dad is smarter than your dad.”
“No, he’s not!”
“Oh, yes he is!”
“Says who?”
“Says me. Wanna make something of it?”

36. Conti..
 Privileges Accorded to High-Status Group Members
 Effects of Status Differences
 Status Differences Online Group
 Objective status Difference to predict group Dynamics

37. Effects of Status Differences in Groups
Such group members with high Status:
Talk more
Communication more often with other members
Have more influence
Generally abide by group norms
Are less likely to be Ignored
Talk to the entire group
Are likely to serve in leadership roles

38. POWER
 Control over information
 Control over resources
 Social status or expertise
 Communication Skills

39. Power Bases
Five power bases affect relationships in small groups:
Legitimate power
Referent power
Expert power
Reward power
Coercive power

40. Effects of Power on Group Process
 Communication
 Decision-making
 Group cohesion
 Group effectiveness

41. Power and Gender
 Participation
 Decision making
 Social dynamic
 Leadership

42. Status and Power
 Status influences power.
 Power exists independently.
 Imbalances hinder participation.
 Leaders should promote equity.
 Challenge hierarchies and biases.

43. TRUST
Trust is essential.
Builds strong relationships.
Promotes open communication.
Fosters collaboration and teamwork.
Increases group effectiveness.

44. Developing Trusting Relationships
 Show genuine interest.
 Be reliable and dependable.
 Practice active listening.
 Be open and honest.
 Maintain confidentiality.

45. Conti..
Respect differences.
Offer support and encouragement.
Foster a positive group climate.
Work towards common goals.
Celebrate successes.

46. Trust in face-to-face and virtual teams
 Trust essentially for both teams.
 Face-to-face teams benefit from nonverbal cues.
 Virtual teams need clear communication.
 Consistent follow-through builds trust.
 Technology tools aid trust-building.

47. Gender and Communication
Culture
Conservational style
Time
THE DEVELOPMENT OF GROUP
RELATIONSHIPS OVER TIME

48. IMPROVING GROUP CLIMATE
CHAPTER OUTLINE
Defensive and Supportive Climates
Interpersonal Confirmation and Disconfirmation
Group Cohesiveness
Communication Networks
Group Size Group
Climate and Productivity

49. Defensive and Supportive Climates
Defensive Climate Supportive Climate
Evaluation: Use of “you” language calls into question the
worth of another person.
Control: Efforts to get others to do what you want them to
do.
Strategy: Planned communication—for example, saying
something nice before criticizing someone.
Neutrality: Emotional indifference—the unspoken attitude
that “you’ll get over it.”
Superiority: Attitude that you’re better than the other
person.
Description: “I” language describes your own feelings and
ideas.
Problem orientation: Communication aimed at solving
problems: “Let’s find a solution that works for both of us.”
Spontaneity: Here-and-now orientation; being honest
rather than planning how to manipulate.
Empathy: Emotional involvement; nonverbal behavior is
important.
Equality: Communication based on mutual respect; “I’m
okay, you’re okay.”

50. Control versus Problem Orientation

51. Group Cohesiveness
 Group cohesiveness is the degree of attraction members feel toward one another and toward
the group.
 It is a feeling of deep loyalty, of “groupness” (often called by the French term esprit de
corps), and the degree to which each individual has made the group’s goal his or her own.
 It is a sense of belonging and a feeling of high morale.
Composition and Cohesiveness: Building a Team
Individual Benefits and Cohesiveness
Task Effectiveness and Cohesiveness

52. Communication and Cohesiveness
Cohesiveness in Virtual Teams

53. Communication Networks

54. GROUP SIZE GROUP

55. Climate and Productivity

56. Enhancing Communication Skills in Group
CHAPTER OUTLINE
• Verbal Dynamics in Small Groups
• Listening
• The Importance of Nonverbal Communication in Groups Applications of Nonverbal Communication
Research to Groups and Teams
• Functions of Nonverbal Cues in Groups
• Interpreting Nonverbal Communication

57. VERBAL DYNAMICS IN SMALL GROUPS
 Misinterpretation
 Ambiguity
 Jargon and technical language
 Language barriers
 Emotional connotations
 Ineffective use of language
 Non-verbal cues and context

58. WORD BARRIERS AND HOW TO AVOID THEM
Barrier Description Approach
Bypassing
Allness statements
Occurs when the same word is used
to mean different things
Simple but untrue generalizations
Use specific language; be aware of multiple
interpretations of what you say; clarify
Don’t overgeneralize; remember that all
individuals are unique.
Fact-inference confusion Mistaking a conclusion you have drawn
for an observation
Clarify and analyze; learn to recognize the
difference between fact and inference, and
communicate the difference clearl

60. Listening
Listening Styles
People-Oriented Listeners
Action-Oriented Listeners
Content-Oriented Listeners
Time-Oriented Listeners
Obstacles to Effective Listening
Prejudging the Communicator or the Communication
Rehearsing a Response

61. A Guide to Active Listening
Stop
Look
Listen
Ask appropriate
Paraphrase content
Emily:I think this job is too much for me; I’m not qualified to do it.
Howard: You think you lack the necessary skills
Paraphrase feelings:

62. The Importance of Nonverbal Communication in Groups
• More Time Is Spent Communicating Nonverbally Than Verbally
• Emotions and Feelings Are Typically Expressed Nonverbally Rather Than Verbally
• Nonverbal Messages Are Usually More Believable Than Verbal Messages

63. Interpreting Nonverbal Communication
 Interpret Nonverbal Communication in Context
 Look for Clusters of Cues
 Recognize That People Respond Differently to Different Stimuli

64. DIMENSIONS OF NONVERBAL MEANING
Dimension Definition Nonverbal Cues
Immediacy Behaviors that signal liking, attraction, and
interest
Touching, forward leaning, close
personal space, eye contact
Power
Responsiveness
Behaviors that communicate power, status,
and influence
Behaviors that communicate active
interactions and attentio
Protected space, increased
distance, relaxed posture
Eye contact, varied vocal cues,
animated facial expression

65. MANAGING CONFLICT
CHAPTER OUTLINE
 What Is Conflict?
 Types of Conflict
 Conflict and Diversity in Small Groups
 Conflict-Management Styles
 Collaborative Conflict Management: Principles and Skills
 When People Are Not Cooperative: Dealing with Difficult Group Members Groupthink:
Conflict Avoidance Consensus: Reaching Agreement Through Communication

66. What Is Conflict?
Conflict happens when there is disagreement. Communication experts William Wilmot and Joyce
Hocker define conflict as:
(1) an expressed struggle
(2) between at least two interdependent people
(3) who perceive incompatible goals, scarce resources, and interference from others
(4) to achieve specific goals.

67. Causes of Conflict
What causes conflict in groups and teams? Conflict results from differences between group
members—differences in
 perception,
 personality,
 knowledge,
 culture,
 power, and
 procedural expectations.

68. Misconceptions about Conflict
Misconception 1: Conflict Should Be Avoided at All Costs
Misconception 2: All Conflict Occurs Because People Do Not Understand One Another
Misconception 3: All Conflict Can Be Resolved

69. Types of Conflict
Pseudo-Conflict: When People Misunderstand One Another
Simple Conflict: When People Disagree about Issues
Ego Conflict: When Personalities Clash

70. Conflict and Diversity in Small Groups
Conflict in Individualistic and Collectivistic Cultures
Conflict in High-Context and Low-Context Cultures
Approaches to Conflict When There Are Gender Differences

71. Conflict-Management Styles
Avoidance
Accommodation
Competition
Compromis
Collaboration

72. Collaborative Conflict Management: Principles and Skills
Separate the People from the Problem
Focus on Shared Interests
Generate Many Options to Solve Problems
Base Decisions on Objective Criteria

73. Groupthink: Conflict Avoidance

74. THANK
YOU
SO
MUCH.
Please, any query???