...Advantages of group decision-making Firstly, group decision making from experts in different areas is beneficial to solve complicate problems. For instance, in a small company, boss often makes suggestions by himself; the result of his behavior relies on the ability of the boss. So there are cases when he can’t make things right, which may be serious fault to the operation of a company. However, people with different backgrounds consider the problems more carefully and comprehensively, as a result, running the company will be in less risk. Secondly, people making decisions in groups are eager to bear more risks individually. Decisions come with risks. People who make the wrong decision will take the responsibility. A contradiction rises up when they attempt to avoid being wrong and at the same time, solve problems correctly. As a result, people will somewhat not dare to make the final decision. Nevertheless, group decision makers can share the risks because each of them has responsibility for the suggestions to the problem. Moreover, individual risks are decreased when some others rectify the suggestion for him or her. 2.Disadvantages of group decision-making Firstly, low efficiency in decision-making, everyone has his own opinions and under certain circumstances such as brainstorming, it costs more time to decide what to do by group decision-making than by personal decision-making. If things go well, the results will come out quickly. But if each of them in a group can’t comprise...
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...Group-Decision Making Assignment BUS 117: Introduction to Organizational Dynamics June 17, 2013 Group-Decision Making What are groups? Groups are “two or more individuals, interacting and interdependent, who have come together to achieve particular objectives” (Robbins, S.P., & Judge, T.A., 2012). There are different type of groups such as formal groups and informal groups. A formal group is “one defined by the organization’s structure, with designated work assignments establishing tasks” (Robbins, S.P., & Judge, T.A., 2012). An informal group is “neither formally structured nor organizationally determined” (Robbins, S.P., & Judge, T.A., 2012). Groups can be used in about any aspect of a person’s life such as work and school. The use of groups for organizational decision-making is to generate more complete information and knowledge. The old saying, “two heads are better than one” goes along with why a lot of organizations prefer to use groups when it comes to decision making. Of course like anything, there are strengths and weaknesses when it comes to using groups. Some strength would be: • Generate more complete information and knowledge. • Brings more input as well heterogeneity into the decision process. • Increased diversity of views. • More opportunities to consider more approaches and alternatives. • Increased acceptance of a solution. Some weakness that comes with using groups is; • Time consuming. • Conformity pressures. • Dominated by one or a few...
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...GROUP DECISION MAKING INTRODUCTION No organisation can survive without effective decision making. Decision making is an essential part of every function of management. According to Peter. F. Drucker, “whatever a manager does, he does through decision making.” The most outstanding quality of a successful manager is his ability to make sound and effective decision. Decision making is a proper blend of thinking, deciding and action. DEFINITION Decision making is a process of selection from a set of alternative course of action which is thought to fulfil the objectives of the decision problem more satisfactorily than other. Managerial decision making process involves establishing of goals, defining tasks, searching for alternatives and developing plans in order to find the best answer to the decision problem. ESSENTIAL ELEMENTS The essential elements in a decision making process include the following; 1) The decision maker 2) The decision problem 3) The environment in which the decision to be made 4) The objectives of the decision maker 5) The alternative courses of action 6) The outcomes expected from various alternatives 7) The final choice of alternative STEPS IN DECISION MAKING The steps in decision making process are: 1) Diagnosing and defining the problem 2) Analysing the problem 3) Collecting the data 4) Developing the alternatives 5) Selecting the best alternative 6) Putting the decision into practise 7) Follow...
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...The Group and Organizational Dynamics class helps a person step back and look at themselves and others. It allows a person to look at different task functions, group versus individual decision-making, motivational patterns and conflict. It helps a person step back and observe the content of certain situations and then attempt to see how the process of the content unfolds. When working with a group, a person is going to have to deal with conflict and how to use task functions to process that conflict within that group. As a leader or individual, you will have to insert different aspects of motivation to lead and maintain a group. This reflects what type of a leader that individual wants to be or how that individual can adapt to the group. This includes adapting to new additions within the class and understanding our own personal work dynamics. Group vs. Individual Decision Making When trying to get a task completed there are positive and negatives when deciding to do a task as a group or as an individual. In a group, there is more than one person that works together to complete a task. A group will have different opinions and personalities that will form different decisions to complete the task. There are benefits to working as a group because everyone in the group and not just one individual makes the final decisions. A group must have a leader. If there is not a leader, there is no clear direction and the task will take longer to complete. As an individual, the individual...
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...I felt comfortable participating in group decisions, for instance, the staff decided on which days to have staff meetings and which applications should not be included in the Grant program and I was consulted on both of these topics before a decision was reached. The level of socialization and the manner in which individuals interact with each other has a significant impact on individual decisions also. I believe the social relationships between the staff members at the GLCF affects some of the work-related and non-work related decisions they make. For instance, at the Greater Lowell Community Foundation, there are two staff members that are especially close. I have noticed that these two staff members make non-work related decisions together - they decide when to break for lunch (and share lunch together), they decide what type of lunch to share and their weekend plans together. I believe this close personal relationship affects the work related decisions they make, such as which task to work on and solutions to issues that arise....
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...What is a group? Understanding Groups and Teams What is a group? Formal Groups Formal Groups Informal Groups Informal Groups Formally Established Occur Naturally Occur Naturally Work Assignments Friendships Friendships Specific Tasks Common Interests Common Interests Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia 2 Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia Understanding groups Types of formal groups Group Types of formal groups Types of formal groups Two or more interacting and interdependent individuals who come together to achieve particular goals. Formal groups Work groups defined by the organisation’s structure that have designated work assignments and tasks. – Appropriate behaviours are defined by and directed toward organisational goals. CrossCrossCommand Command functional functional SelfSelfTask force managed Task force managed Informal groups Groups that are independently formed to meet the social needs of their members. Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia 3 Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia Figure 14.1 4 1 Stages of group development Stages in Group Development Forming: Members join and begin the process of defining the group’s purpose, structure, and leadership Storming: Intragroup...
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...Problem-Solving Groups, or teams, by definition are “people working together to achieve a shared goal” (Engleberg & Wynn, 2010, p. 2). Even though it remains unexpected for individuals to be well-rounded, groups ought to be (Covert, n.d.). This essay will examine a personal reflection in the area of individual strengths and problem-solving skills. These strengths and skills will be under assessment amidst the scenario of a specified group process. Group Scenario The Patient Satisfaction Committee is in place to assemble individuals from differing experience and expertise with the common goal of maintaining or improving customer service standards and expectations throughout the health care facility. Members meet once a month to use brainstorming and starbursting techniques in an effort to improve employee satisfaction as well as implemented strategies for fundraisers to benefit local charities. Individual Strengths and Skills Within the past five years serving on this superb committee, many skills and strengths have been personally brought out to benefit the actions and results ensued. “The members of successful groups know how to identify appropriate roles for themselves and how to work with the roles that other group members adopt” (Engleberg & Wynn, 2010, p. 58). It remains important, within the professional growth process, to learn to represent the necessary skills in obligatory scenarios in an effort to promote leadership and cohesion. Individual group members,...
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...the right track to conduct the study. Finally, we would be happy if the findings of this study could make any contribution in the field of business efficiency. Department of Finance Page 2 Table of Content 7 Abstract Chapter 01: Context and Rationale Preludes: the General Scenario Rationale of the Study Objectives Methodology: Primary & Secondary Sources Limitation Chapter 02: Framework of Case Study Chapter: Foundations of Group Behavior Case Incident 1 Case Incident 2 Chapter: Understanding Work Teams Case Incident 1 Case Incident 2 Chapter 03: Conclusion & Recommendations Conclusion Findings References Department of Finance 8 8 9 9-10 10 11-14 15-17 17-19 20-21 22-24 25-28 29 30 30 Page 3 Abstract Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. From the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide this paper...
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...Student Guide In Week Three, you start to learn about the foundations of group behavior, the stages of group development, the various types of work teams, the difference between groups and teams, and how to create effective teams. You also learn about more about conflict in organizations through the different conflict-handling intentions and the negotiation process, and you learn more about the conflict process as a whole. Groups and Teams OBJECTIVE: Determine strategies to develop effective groups and teams. Resources: Ch. 9–10 of Organizational Behavior Content • Ch. 9: Foundations of Group Behavior o Defining and Classifying Groups – we define a group as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Informal group, command group, task group, interest group, friendship groups • Why do People Form Groups? Gives a sense of social identity o Stages of Group Development – groups generally pass through a predictable sequence in their evolution • The Five-Stage Model – Forming, storming, norming, performing, and adjourning. • An Alternative Model for Temporary Groups with Deadlines – 1) their first meeting sets the group’s direction. 2) this first phase of group activity is one of inertia; 3) a transition takes place at the end of this phase, which occurs exactly when the group has used up half its allotted time; 4) a transition intitiates major changes;...
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...Re-organization and Layoff: Issue and Problem Identification PHL/320 Re-organization and Layoff: Issue and Problem Identification In Week Two, Team D discussed the article Mismanaged layoffs can go ‘horribly wrong’ (Bouw, 2013.) The initially chosen focus of the group discussion was the potential ramifications of poorly handling the conversation terminating the employee. Reflecting on the article through further group discussion, and realizing the scope of the team’s initial impression is limiting the problem to a small component of the larger issue, Team D asserts the broader issue is that employers often turn to downsizing as the go-to method of cutting costs. Experts in the Bouw article provide evidence that knee-jerk layoffs to appease shareholder are often a mistake and cite why. Through the collaborative process of discussion, the team benefits from gaining confidence in the decision to change the focus of issue exploration from miscommunicating when firing to the drawbacks of layoffs. By clearly defining the problem that was not immediately apparent, Team D can now concentrate on discussing practical solutions for the broader underlying issue of unnecessary downsizing. Problem Identification The first step to successfully tackling any problem is identifying it. According to Dr. Henry Hornstein, downsizing within a company should be the last resort if cost cutting is necessary (Bouw, 2013.) He hypothesizes that it is approximately a 50 percent chance...
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...taught to work in groups and how to work in groups because throughout life you will always have to do some type of group work. Rather if it is in the classroom with the leaders of your class at school, in the office with the leaders and upper-level positions of your job, or if it is on an athletic team with all of your teammates you will eventually have to work in groups. This is where the term ‘groupthink’ comes into play. Group think is thinking as a group trying not to force your own individual opinions, biases, and creativity for sakes of the group. A mentality that says the group is more important than my individual self. The research conducted over this topic will give us a better understanding of groupthink and group decision making. This research will also argue and support if groupthink is said to be positive or negative according to many scholars. According to Richard West and Lynn H. Turner in their book called ‘Introducing Communication Theory Analysis and Application’ the definition of groupthink can be defined as: “… a way of deliberating that group members use when their desire for unanimity overrides their motivation to assess all available plans of action” (West & Turner, 2014, pp. 252). Irving Janis the man who coined the term groupthink and has done extensive research over the subject gives a bit of different but similar definition, which is defined as: “a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members’...
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...best to have a face to face team but there are a lot of things that can get done with virtual teams. 3. Why do people in teams often tolerate social loafers? Why do students tolerate a student in a group who does nothing? I think it’s because they don’t want to cause problems in the group and they know that the work will get done with or without that person. 14.2 1. What happens if a team can't get past the storming stage? 2. What can a manager do to build positive performance norms on a work team? A manager can build positive performance norms on a work team by rewarding the team with praise to let them know that their hard work is greatly appreciated. 3. Why would a manager ever want to reduce the cohesion of a work group? A manager may want to reduce the cohesion of a work group when they have to add a new member or remove one or if the group is no longer needed. 14.3 1. How does consensus differ from unanimity in group decision making? The difference between the two are that with consensus group decision making all parties believe that they have been heard but with unanimity group decision making they all came up the a decision but that doesn’t mean they have all been heard. 2. Is groupthink found only in highly cohesive groups or could it exist in pre-cohesive groups? I think that groupthink is found in pre-cohesive groupd. 3. When is it better to avoid conflict than to directly engage in it? When the other person is...
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...map for Chp 2 on white board and do short review -Tutorial Activity: * Answer past year exams question on Ch2(Quiz 10 minutes) * If planning is important, why do some managers choose not do it? Submit a short presentation about planning barriers and the benefit of the planning.-Blended Learning:Students are request to share their planning that they have prepare to study in UiTM | 14/12/14-20/12/14 | Week 3 | Chapter 3 (The Nature Of Decision Making)-Students need to draw mind map for Chp 3on white board and do short review -Tutorial Activity: * Answer past year exams question on Ch3 (Quiz 10 minutes) * Form a group of 4 persons. Students need to discuss their expereince in making decisons . * Eg: To choose study at UiTM or other colleges, choose to purchase mobile phone or computers. * Analyze whether the decison made is according to desicion making process or not. * Identify whether the decison that they have made is good or bad?-Blended Learning:Students are request to share their group decision making that thay have...
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...CONTROL What is controlling? It’s the process of monitoring, comparing, and correcting work performance. All managers should control even if their units are performing as planned because they can’t really know that unless they’ve evaluated what activities have been done and compared actual performance against the desired standard.3 Effective controls ensure that activities are completed in ways that lead to the attainment of goals. Whether controls are effective, then, is determined by how well they help employees and managers achieve their goals. Control is important because it’s the only way that managers know whether organizational goals are being met and if not, the reasons why. The value of the control function can be seen in three specific areas: planning, empowering employees, and protecting the workplace. 1. Check whether their goals and plans were being achieved and what future actions to take. 2. Effective control system can provide information and feedback on employee performance and minimize the chance of potential problems 3. Protect the organization and its assets The control process is a three-step process – Step 1. Measuring Actual Performance To determine what actual performance is, a manager must first get information about it. Thus, the first step in control is measuring. Most work activities can be expressed in quantifiable terms. However, managers should use subjective easures when they can’t. Although such measures may have limitations...
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...establish the relationship between groupthink and unethical behaviour among group members. The first part of this essay will define unethical behaviour and the phenomenon of “groupthink”. It will describe how groupthink arises from extreme elevated negative group cohesion. It will outline the behaviour of groupthink dynamics (such as self-importance, over commitment, and excessive devotion to the group) and how groupthink dynamics contributes to unethical behaviour. Next, the essay will identify how groupthink has contributed to the unethical behaviour in the highest levels of decision making. The second part of this essay will identify the role and definition of the devil’s advocate, and how the devil advocate promotes positive communication. Finally, the essay will discuss the importance and the effectiveness of utilizing the devil’s advocate within group decisions for changing unethical behaviour within groupthink. Belonging to a group can promote negative cohesion as it promotes the probabilities of low quality decision making resulting in unethical behaviour among group members. The Oxford University Press (2015) defines unethical behaviour as “lacking moral principles; unwilling to adhere to proper rules of conduct”. Decision making in groups can be hindered by elevated cohesiveness and conformity resulting in the phenomenon called “Groupthink” it can transpire in the highest levels of decision making to the basic levels of social association (McCauley, 1989). Groupthink...
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