Options an overview (1)
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The document discusses the meaning and components of the acronym OPTIONS. It describes three types of groups - one with an even thought process, one that focuses on routing issues, and one that focuses on micro-level issues and deliberations. It then breaks down OPTIONS alphabetically to represent different steps like observe, perceive, think, and initiate. Next, it defines the areas of concern and concentration that groups should consider when developing strategies. Finally, it provides breakdowns of the meaning of the word "strategy" and presents a figurative approach to the three types of groups.
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OPTIONS
The document discusses the meaning and components of the acronym OPTIONS. It describes three types of groups - one with an even thought process, one that focuses on routing issues, and one that focuses on micro-level issues and deliberations. It then breaks down OPTIONS into its constituent parts and what each letter represents in terms of behaviors and processes. Finally, it does the same for the word STRATEGY, describing what each letter means for developing strategies within groups.
Options An Overview I
The document discusses the meaning and components of the acronym OPTIONS. It describes three types of groups - one with an even thought process, one that focuses on routing issues, and one that focuses on micro-level issues and deliberations. It then breaks down OPTIONS into its constituent parts and what each letter represents in terms of cognitive processes. Finally, it does the same for the word STRATEGY, relating it to simplifying matters, studying trends, routing through benchmarks, and periodically evaluating groups.
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Options an overview (1)
The document discusses the meaning and components of the acronym OPTIONS. It describes three types of groups - one with an even thought process, one that focuses on routing issues, and one that focuses on micro-level issues and deliberations. It then breaks down OPTIONS alphabetically to represent different steps like observe, perceive, think, and initiate. Next, it defines the areas of concern and concentration that groups should consider when developing strategies. Finally, it provides breakdowns of the meaning of the word "strategy" and presents a figurative approach to the three types of groups.
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Jennifer Aguirrie was born in the Bay Area of California and grew up in Tracy, CA. She has lived in several California cities for school and jobs including Sacramento, Irvine, Fremont, and is currently back in Irvine. She has also traveled to several states. Her family history includes parents from Mexico and various parts of Europe. She has one brother and six sisters. She obtained an AA from Delta Junior College and a BA from CSU East Bay, studying kinesiology and psychology. She currently does part-time paperwork for her husband's company and enjoys spending time with family, her faith, learning, and Dana Point.
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OPTIONS
The document discusses the meaning and components of the acronym OPTIONS. It describes three types of groups - one with an even thought process, one that focuses on routing issues, and one that focuses on micro-level issues and deliberations. It then breaks down OPTIONS into its constituent parts and what each letter represents in terms of behaviors and processes. Finally, it does the same for the word STRATEGY, describing what each letter means for developing strategies within groups.
Options An Overview I
The document discusses the meaning and components of the acronym OPTIONS. It describes three types of groups - one with an even thought process, one that focuses on routing issues, and one that focuses on micro-level issues and deliberations. It then breaks down OPTIONS into its constituent parts and what each letter represents in terms of cognitive processes. Finally, it does the same for the word STRATEGY, relating it to simplifying matters, studying trends, routing through benchmarks, and periodically evaluating groups.
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Options an overview (1)
The document discusses the meaning and components of the acronym OPTIONS. It describes three types of groups - one with an even thought process, one that focuses on routing issues, and one that focuses on micro-level issues and deliberations. It then breaks down OPTIONS alphabetically to represent different steps like observe, perceive, think, and initiate. Next, it defines the areas of concern and concentration that groups should consider when developing strategies. Finally, it provides breakdowns of the meaning of the word "strategy" and presents a figurative approach to the three types of groups.
Personal history
Jennifer Aguirrie was born in the Bay Area of California and grew up in Tracy, CA. She has lived in several California cities for school and jobs including Sacramento, Irvine, Fremont, and is currently back in Irvine. She has also traveled to several states. Her family history includes parents from Mexico and various parts of Europe. She has one brother and six sisters. She obtained an AA from Delta Junior College and a BA from CSU East Bay, studying kinesiology and psychology. She currently does part-time paperwork for her husband's company and enjoys spending time with family, her faith, learning, and Dana Point.
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Definition of group
Formal vs informal groups
Tuckman’s stages of group development
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Advantages and disadvantages of groups
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Solution
.1. A collection of individuals who have regular contact and frequent interaction, mutual
influence, common feeling fcamaraderie, and who work together to achieve a common set of
goals.
2. Formal Groups- Formal groups are created and maintained to fulfill needs or tasks which arc
related to the total organisation mission. Thus these are consciously and deliberately created.
Such groups may be either permanent in the form of top management team such as board of
directors or management committees, work units in the various departments of the organisation,
staff groups providing specialised services to the organisation, and so on; or the formal groups
may be constituted on temporary basis for fulfilling certain specified objectives. When such
objectives are fulfilled they disappear. These may be in the form of temporary committee, task
force, etc. The working of formal groups is regulated by organisational rules and regulations.
Informals Group- Informal groups, on the other hand, are created in the organisation becausc of
operation of social and psychological forces operating at the work-place. Members create such
groups for their own satisfaction and their working is not regulated by the general framework of
organisational rules and regulations. Thus formal and informal organisations differ from each
other in the following respects:
1. Origin—As discussed above, reasons and circumstances of origin of both formal and informal
organisations are quite different. The formal groups are created deliberately and consciously in
the organisation by the framers of the organisation. On the other hand, informal groups arc
created because
of the operation of socio-psychological forces at the workplace, that is, people while working
together develop certain liking and disliking for others for the type of interactions not provided
officially.
2. Purpose—Since formal groups are deliberate creation, they are created for achieving the
legitimate objectives of the organisation. In fact, formal groups are basic product of formal
ogranisation structure. The informal groups are created by organisational members for their
social and psychological satisfaction. Thus they serve the purpose of organisational members
wh.
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Here are a list of Public Issues:
Homosexuality and Same-Sex Marriage
Women in Combat Three Strikes and You're Out Policy
Sex Education in Public Schools Stop and Frisk
Race and Ethnic Relations Stem Cell Research
Gender Relations Felon Disenfranchisement
Affirmative Action Anti-smoking laws
Immigration School desegregation
Freedom of Expression
Abortion
Gun Ownership Flying While Arab (profiling)
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Affordable Health Act
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EXAMPLE
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3. Organizing and Planning - Ability to determine what needs to be done in a logical, systematic way and coordinates one's time to accomplish tasks. (Examples of behaviors: Positive - Did the person complete the activity steps in the required time frame? Was planning and logic demonstrated in solving the problem?
4. Oral Communication Skills - Ability to communicate through speech with statements that are concise and clear to the receiver. Includes presenting ideas to individuals and/or groups in a logical manner. (Examples of behaviors: Positive - Did the person speak clearly and with confidence? Negative - Did the person appear to want to get any input over as soon as possible and sit down or stop talking as quickly as possible?
5. Energy - Ability to maintain a high level of activity over a period of time without unnecessary signs of fatigue? (Examples of behaviors: Positive - Did the person stay actively engaged and interested? Negative - Did the person drift off or wane in participation during the activity? Did they appear disinterested or suddenly go silent?
...
Team intervention
This document discusses team building interventions and techniques. It begins by distinguishing between work groups and teams, noting that teams have a higher degree of commitment to common goals and interdependence. It then covers various types of teams and characteristics of effective teams. The document outlines diagnostic meetings, team building activities, and process consultation interventions that focus on tasks, relationships, and processes. It also describes techniques like role analysis, interdependency exercises, and visioning that can be used in team building.
Ranking the evidence video games with audio
This document outlines an instructional activity to teach students how to analyze texts for strong evidence. It involves sorting ideas from a text into "big ideas" and "details", then having students work in groups to rank pieces of evidence from the text in order of how well they support certain big ideas. The goals are for students to practice finding strong evidence from a text and to use evidence effectively to support points in essays, such as on the upcoming FSA Writing Assessment. Instructional strategies used include collaborative grouping, gradual release of responsibility, idea sorting with manipulatives, ranking evidence, and Cornell notes. The activity aligns to Common Core State Standards for reading informational texts and speaking and listening.
Organisational behaviour
This document discusses organizational behavior and related concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It then summarizes several key elements of organizational behavior, including elements that make up organizations, common models of organizational behavior, the role of social systems and culture, and the impact of individuals on organizations. The document also briefly discusses organization development, quality of work life, job enrichment, and action learning as relevant topics within organizational behavior.
Group dynamics
Group can be defined as two or more individuals who interact and share a common identity. A group has a formal social structure and interdependence among its members. Group dynamics is the study of how groups interact and function. It considers both formally structured and informal groups. Understanding group dynamics is important as it improves communication, develops leadership skills, and allows members to accomplish shared goals through cooperation. There are various roles that group members take on, including task roles like initiating ideas or seeking information, and maintenance roles like encouraging others or resolving disagreements. Group dynamics applies to workgroups, therapy, and virtual communities.
Functional theory of communication
The document summarizes the Functional Theory of Communication, which examines how communication relates to the quality of group decisions. The theory was developed by Dennis Gouran and Randy Hirokowa, building on the work of John Dewey on reflective thinking, Robert Bales on interaction process analysis, and Irving Janis on vigilant decision making. The theory assumes that decision making effectiveness depends on how group members fulfill five functional prerequisites: understanding the question, determining criteria for acceptable answers, generating alternatives, critically examining alternatives, and selecting the best alternative. Fulfilling these prerequisites leads to more effective group decisions according to the theory.
Organizational Beahavior Ch1.pptx
This chapter introduces organizational behavior (OB) and defines it as the study of how individuals and groups act within organizations and how their behaviors affect organizational performance. It discusses the importance of interpersonal skills for managers and describes managers' roles and functions. The chapter also identifies the major behavioral science disciplines that contribute to OB, such as psychology, sociology, and anthropology. Finally, it outlines challenges and opportunities for applying OB concepts, like managing diversity and stimulating innovation, and compares the three levels of analysis in the book's OB model: inputs, processes, and outcomes.
Organizational Beahavior Ch1.pptx
This chapter introduces organizational behavior (OB) and defines it as the study of how individuals and groups act within organizations and how their behaviors affect organizational performance. It discusses the importance of interpersonal skills for managers and describes managers' roles and functions. The chapter also identifies the major behavioral science disciplines that contribute to OB, such as psychology, sociology, and anthropology. Finally, it outlines challenges and opportunities for applying OB concepts, like managing diversity and stimulating innovation, and compares the three levels of analysis in the book's OB model: inputs, processes, and outcomes.
Leading Teams 2009
The document discusses the Immunity to Change (ITC) process, which is used to help individuals and teams overcome barriers to change by mapping out their "big assumptions" and testing the validity of those assumptions. The summary is:
1. The ITC process involves mapping out one's "big assumptions" that prevent change, the behaviors those assumptions produce, and the anxieties those behaviors aim to reduce.
2. Participants design and run "tests" of their big assumptions to determine validity, collecting data on thoughts, feelings, and responses from others.
3. Interpreting the test data can help identify situations where the assumptions are still valid versus invalid, and new tests may be designed to learn more.
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Facilitator resource info pack innovation audit 2.0.1
Facilitator resource info pack innovation audit 2.0.1
Innovation audit 2.0 for agile groups and teams pages
Innovation audit 2.0 for agile groups and teams pages
Laboratories in human_relations_training-ntl_nea-iabs-edited_by_c_mill-l_port...
Laboratories in human_relations_training-ntl_nea-iabs-edited_by_c_mill-l_port...
The following topics should be included in your key understandings a.pdf
The following topics should be included in your key understandings a.pdf
Sociology 1010httpwww.youtube.comwatchv=nBvGBdIHs7sht.docx
Sociology 1010httpwww.youtube.comwatchv=nBvGBdIHs7sht.docx
Explanation This is the part of the Assessment Center where you .docx
Explanation This is the part of the Assessment Center where you .docx
Options an overview (1)
- 1. O. MEANING OF O.P.T.I.O.N.S Created by: Ujjal Ghosh on 03-02-2010
- 7. O.P.T.I.O.N.S Figurative Approach Group A (Even in Approach, random thought Cycle) Group Size: 5-7 People Area of Discontent: LOW Group C (Clear & Focussed) Area of Discontent :LOW Group Size: 5-7 People Group B Straight Thoughts Rudimentary Thinking Patterns Area of Discontent: HIGH Group Size ; 5-7 People