working in groups decision-making processes. why work in a group? working in groups is a vital part...
TRANSCRIPT
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Working in Groups
Decision-making processes
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Why work in a group?
• Working in groups is a vital part of every job
• Groups are more productive than individuals
• Effective groups are more accurate
• Groups develop more enthusiasm
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Group vs. Individual Performance
Group superior to individuals
• Task requires brad range of talents and knowledge
• Complicated task (requires division & coordination)
• Time available for deliberation
• Members are motivated to succeed
• High standards of performance
Individuals superior to group
• Task requires limited knowledge
• Simple task (can be done by one person)
• Little time available
• Members don’t care too much about job
• Performance of groups is low
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Characteristics of groups
• Size?– Two people are not a group– More than 20 people defeats the purpose– 10-person teams produce better results than
groups of hundred– Optimal group size 5-7
• Interaction– Collection of people doesn’t equal group– Without interaction, no group work
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Characteristics of groups
• Shared purpose– Interaction alone doesn’t equal working group– A collective goal is needed to accomplish
anything collaboratively
• Interdependence– Group members don’t just interact; they
depend on one another
Telemarketers vs. Restaurant workers
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Characteristics of groups
• Regular interaction– A group that interacts over a
period of time develops appropriate behavior patterns:
• shared standards• Punctuality• Expectations of quality of work
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What makes a group a team?
• Team spirit
• Cooperation
• Hard work
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8 shared characteristics of a successful team
• Clear & inspiring shared goals– Successful teams know why the team exists and
believe the purpose is important and worthwhile.
• Result-driven structure– Successful teams organize themselves in a manner
that ensures effective accomplishment of goals
• Competent team members– Successful teams have necessary skills to get the job
done
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8 shared characteristics of a successful team
• Unified commitment– Successful team members are committed to each
other.– Groups’ goals are above their personal interests.
• Collaborative climate– Successful teams trust and support each other.
• Standards of excellence– Doing outstanding work is the norm in successful
teams.– Each member is expected to do his/her best
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8 shared characteristics of a successful team
• External support & recognition– Successful teams need an audience that
shows appreciation for their dedication
• Principled leadership– Successful teams usually have leaders who
can create a vision– Leaders can identify talents of members
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Functional roles of group members
• Task function– Information giver– Information seeker– Opinion giver– Opinion seeker– Starter (initiates tasks)– Direction giver– Summarizer– Diagnoser
• Relational Functions– Participation encourager– Harmonizer– Tension reliever– Praise giver– Emphatic listener
• Dysfunctional Roles– Blocker– Attacker– Joker– Recognition seeker
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Systematic problem solving within a group
• Define the problem– Not understanding the problem leads to no solution
• Analyze the problem– Try to discover the causes
• Establish criteria for a solution– Identify characteristics of a good solution
• Consider possible solutions to the problem– Creative thinking needed to brainstorm possibilities
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Systematic problem solving within a group
• Decide on a solution– Once all possibilities are
brainstormed, the best has to be chosen
• Implement the solution– Inventing a solution is not
enough– Tasks that need to be
completed must be identified– Resources must be identified
• Follow up on the solution– Check up on effectiveness
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Decision-making methods
• Consensus– Collective group decision that all members support– Sometimes time costly
• Majority vote– Support of most members needed– Time efficient but can lead to resentment
• Minority decision– A few members make decisions affecting the whole group– Requires confidence of the larger group
• Expert opinion– Single person with specialized knowledge makes the decisions
• Authority rule– Designated leader makes all final decisions
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Approaches to working in groups
• Leadership– Difference between an effective and
ineffective leader can be dramatic
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Leadership
• Do you think great leaders are born with leadership “genes” or can you train anybody to become a great leader?
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Theories of Leadership
• Trait theories:• Is there a set of characteristics
that determine a good leader?– Personality?– Dominance and personal presence?– Charisma?– Self confidence?– Achievement?– Ability to formulate a clear vision?
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Theories of Leadership
• Trait theories:– Are such characteristics
inherently gender biased?– Do such characteristics
produce good leaders?– Is leadership more than
just bringing about change?– Does this imply that leaders are born not
made?
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Theories of Leadership
• Behavioural:
• Imply that leaders can be trained – focus on the way of doing things
– Structure based behavioural theories – focus on the leader instituting structures – task orientated
– Relationship based behavioural theories – focus on the development and maintenance of relationships – process orientated
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Theories of Leadership
• Contingency Theories:• Leadership as being more flexible –
different leadership styles used at different times depending on the circumstance.
• Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts
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Theories of Leadership
• May depend on:– Type of staff– History of the business– Culture of the business– Quality of the relationships– Nature of the changes needed– Accepted norms within the institution
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Leadership styles• Authoritarian
– provide clear expectations for what needs to be done, when it should be done, and how it should be done.
– clear division between the leader and the followers.
– Authoritarian leaders make decisions independently with little or no input from rest of the group.
– best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group.
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Leadership styles
• Democratic – leaders offer guidance to group members, but
they also participate in the group and allow input from other group members
– encourage group members to participate, but retain the final say over decision-making process
– Group members feel engaged in the process and are more motivated and creative.
– generally the most effective leadership style
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Leadership styles
• Laissez-faire– leaders offer little or no guidance to
group members and leave decision-making up to group members
– Can be very useful in businesses where creative ideas are important
– Can be highly motivational, as people have control over their working life
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Change Leadership
• The most challenging aspect of business is leading and managing change
• The business environment is subject to fast-paced economic and social change
• Modern business must adapt and be flexible to survive
• Problems in leading change stem mainly from human resource management
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Change Leadership
Self-esteem
Time
1. Immobilisation – as rumours of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing.
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2. Minimisation: As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them.
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3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation.
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4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting to accept the inevitable. Fear of the future is a feature of this stage.
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5. Testing out: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change.
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6. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise.
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7. Internalisation: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem.
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Transformational Leadership
“A Leadership approach that involves motivating followers to do more than expected, to continuously develop and grow, to increase self-confidence, and to place the interests of the unit or organization before their own.” (Hitt, Miller, Colella, 2009)
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Questions
• Do you prefer working alone or in a group? Why?
• What is more important for you: working with people you socialize with, or people who have the necessary skills?
• Does your term project group have a leader or are decisions made with consensus of all group members?
• Which leadership style is best? Authoritarian, democratic, or laissez-faire?