...Theory at Work Paper University of Phoenix PSY 430 Team Dynamics for Managers Introduction There are two issues involved when working in groups. First are the task and the problems involved in getting the job done. Second is the process of the group work itself; the mechanisms by which the group acts as a unit and not as an out of control group. Working in groups applies to my work environment by combining talents and providing innovative solutions to possible strange problems, in cases where there is no well-established approach or procedure. Our group consists of skill knowledgeable people that have a distinct advantage over that of one individual. (Blair, G.M., 1997-2007) Our small group symbolizes the functional theory and has gone through the Tuckman’s Stages for development. Theories of a small group communication focus on the way group members go about coordinating their actions, and possibly work with the group to reflect on group member interaction. Each theory of small groups illuminates some features of communication while hiding others. There are many theories about the development of group dynamics, but fundamental to all of them is the concept of groups as social systems. As groups develop overtime, group dynamic processes evolve. Forming, storming, norming, and performing are all stages of Tuckman. All members of the group share team roles and responsibility. However, our group has a team lead. Group interactions are very vital to a team; the members are given...
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...& GROUP PROCESSES. ASSIGNMENT. * WHAT IS A GROUP? * DISCUSS THE NATURE OF GROUP DYNAMICS. QUESTION 1: WHAT IS A GROUP. INTRODUCTION. Groups are a necessary part of social life. They can be very small including just two people or very large. Being in groups is part of everyday life and many of us will belong to a wide range of groups, for example: family groups, social groups, sports groups, committees, etc. * A group is a collection of people with some common characteristics or purpose. * A collection of individuals who have regular contact and frequent interaction, mutual influence, common feeling of solidarity, and who work together to achieve a common set of goals. * A group is a collection of individuals who have relations to one another that make them interdependent to some significant degree. * A group refers to a class of social entities having in common the property of interdependence among their constituent members. In the past decades, the collectivities of different individuals have been identified and also studied scientifically. In the last decade of the nineteenth century, Émile Durkheim established just how wrapped up individual identity was with group membership, and Gustave Le Bon argued that people changed as they joined groupings such as crowds. Soon North American sociologists such as Charles Horton Cooley (1909) began to theorize groups more closely and this was followed by others looking at particular aspects or types of group. Characteristics...
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...Groups and Teams According to Schermerhorn, Hunt, and Osborn (2008), a group is defined as a collection of people who interact with one another regularly to attain common goals whereas a team is defined as a small group of people with complementary skills who work actively together to achieve a common purpose for which they hold themselves collectively accountable. For this reason a group can only be a team if it meets the definition as mentioned (Schermerhorn, Hunt, & Osborn, 2008, p. 192). Consequently there are three differences between a group and a team: 1. Complimentary skills 2. Accountability 3. Number of people. In order to create and maintain high-performance teams it is important to understand how workplace diversity in a organization relates to team dynamics in an workplace (Schermerhorn, Hunt, & Osborn, 2008). Therefore the following will detail the three differences between a group and team in addition to explaining how workplace diversity in a organization relates to team dynamics in an workplace. Differences between group and team As previously mentioned, there are three key differences between a group and a team. To begin teams have people with complimentary skills whereas this is not a requirement for groups. Secondly people in a team hold themselves collectively accountable whereas this is not a required distinction for a group. Finally teams are classified as a small number of people whereas a group is not specific on the number of individuals (Schermerhorn...
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...Group Dynamics in Corrections Kadijah Batiste MGT 415 Angela Gillette 09/20/2010 Abstract This paper will provide understanding of group dynamics in the correctional setting using personal examples and outside research. Group Dynamics in Corrections The field of corrections is sometimes considered the lowly or “bottom feeders” in society. Correctional officers get the least respect in the public eye, but we have the most dangerous job. In society eyes we are just babysitters for adults so it benefits us to form groups within the institution so that we can have others to relate to about the job that we do. The group dynamics in a correctional setting consist of different groups. There are your 12 hour groups and your 8 hour groups. In corrections there are many groups from the small groups such as administration, kitchen staff, and janitors to the larger groups such as C.E.R.T team, disciplinary board members for inmates, and shifts. Group dynamics is the study of groups, behavior in groups, group development, and the interrelations between groups and individuals, other groups, and larger entities (Johnson & Johnson, 2009, pg. 1). In the correctional business world group dynamics is important because it enhances the group members’ productivity and how officers interact with one another can set the tone for the whole work environment. If there is discord among group members then the safety and security of the institution is jeopardized. Our textbook say that...
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...HEMOPHILIA ORGANIZATION DEVELOPMENT MAY 2009 • NO 4 GROUP DYNAMICS AND TEAM BUILDING Second Edition Ann-Marie Nazzaro National Hemophilia Foundation (USA) Joyce Strazzabosco Consultant and Trainer (USA) Published by the World Federation of Hemophilia (WFH), 2003; revised 2009 © World Federation of Hemophilia, 2009 The WFH encourages redistribution of its publications for educational purposes by not-for-profit hemophilia organizations. In order to obtain permission to reprint, redistribute, or translate this publication, please contact the Communications Department at the address below. This publication is accessible from the World Federation of Hemophilia’s web site at www.wfh.org, Additional copies are also available from the WFH at: World Federation of Hemophilia 1425 René Lévesque Boulevard West, Suite 1010 Montréal, Québec H3G 1T7 CANADA Tel. : (514) 875-7944 Fax : (514) 875-8916 E-mail: wfh@wfh.org Internet: www.wfh.org The Hemophilia Organization Development series aims to help hemophilia society leaders, staff, and volunteers develop the skills necessary to effectively represent the interests of people with hemophilia. The World Federation of Hemophilia does not engage in the practice of medicine and under no circumstances recommends particular treatment for specific individuals. Statements and opinions expressed here do not necessarily represent the opinions, policies, or recommendations of the World Federation of Hemophilia, its...
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...Reflection on Team Experience Today in many industries and organizations group/team work is a tool for effective achievement of organizational goals. Understanding the way groups develop and how they impact organizational success is important to the effective use of groups in organizations. One of the most common models to describe how groups develop was described by Tuckman. Tuckman studied group development as it was seen in group therapy. This was then extrapolated to involve the development of all groups and teams that exist in areas such as those seen in organizations. In 1966, Tucker proposed that group development progressed through four identifiable stages which were named forming, storming, norming and performing. The Tuckman model for the stages of group development is one of the most cited models in the business world. Over the years there were other studies that also agreed that groups go through stages and they had identified that there appeared to be an “ending” stage as well. In 1977 Tuckman with Jensen reviewed who the stages of group development had evolved over the years since his first proposal of the stages of group development and in response to other studies they added a final stage of group development which the called adjourning (Tuckman & Jensen, 1977). The adjourning stage will not be reviewed in this paper since there was no real adjourning stage with this group. Another model for group development is the punctuated equilibrium (PE) model which was proposed...
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...According to Meriam-webster a group is defined as two or more figures forming a complete unit in a composition or a number of individuals assembled together or having some unifying relationship. Group and organizational dynamics are in all areas of our lives. From the corporate jobs, small business owners to family and friends, each area of our lives consist of different groups. Working in groups can be challenging at times. Knowing your strengths as individuals as well as knowing your role in group settings can make the challenges easier. I will discuss group and organizational dynamics from six different areas: group vs. individual decision making; motivational patterns in group dynamics; conflict; competition; task functions; and maintenance function. Group vs. Individual Decision Making It has been said that two heads is better than one. When it comes to making a decision rather it’s in your personal or professional life many seek the opinions of others before making a final decision. When I worked in 911 call centers there were times when you had to work with a group of dispatchers on task throughout the city and then there were times when I needed to make a quick decision to make sure that officers in the field were safe on my own. I found myself at ease when making the group decisions because I knew that the bulk of what happened wouldn’t be on my shoulders. There was someone else to share responsibilities with me. When working with a group of people communication with...
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...look into what makes the Orpheus Orchestra and the leadership methods are so unique. This group of musicians are unique in the fact that they do not have a conductor to lead them. They lead themselves. With this method being so unique a lot of top companies have hired them to go into their organization and how they accomplish what they do with no one leader. This group came about by a few professional musicians that were looking for something different then the standard conductor lead symphony The founder of Orpheus that the musicians needed to be able to express themselves where in traditional settings they are only doing as they were told. So he selected a few people in the beginning to try his idea out. The biggest key to being successful is having members that know how to give and take with ideas and criticism. The dynamics of making this group work took a lot of work. In fact it took twice as many rehearsals to work out all the particulars that a conductor would normal dictate. The one risk the group had using a method of anyone giving ideas how to play the piece was that they would never land on a clear set direction for playing the piece. So the founder came up with the idea of coming up with small groups, which the members changed often. This group’s members would change often, but they would practice together to work out the particulars then present them to the group at the big rehearsals. The next layer of the organization of the group is selecting...
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...General Dynamics John M. Harris Embry-Riddle Aeronautical University MGMT 210 Tara Saracina July 17, 2014 General Dynamics General Dynamics is a multifaceted company that does business in four major areas: aerospace, combat systems, marines systems, and technology and information systems. General Dynamics started in 1952 and “grew organically and through acquisitions until the early 1990s, when (it) sold nearly all of (it’s) divisions” (Generaldynamics.com, 2014) General Dynamics has since started acquiring new companies which to date is comprised of “more than 65 business” to include Gulfstream and C4 systems (Generaldynamics.com, 2014). Since the company is comprised of many smaller companies they use a balanced business model to allow each of its companies the freedom to “achieve their goals”. Even though General Dynamics is comprised of many smaller companies all of their financial transactions are reported on one Annual Report under the General Dynamics company. Through the use of General Dynamics most current Annual Report I will be looking at the company’s financial health in several areas and determine whether what is happening is good or bad. Some of the things I will be looking at are: net income, ratio of net income to net revenue, Assets, Current Ratio, Debt to Asset ratio, Dividends, financing and investing activities, net cash flow from operating activities, and the Independent Auditors Report. Net Income Using General Dynamics “Consolidated...
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...COMM 400 Week 3 Learning Team Pulling the Weight at Work – Group Training Presentation To Buy This material Click below link http://www.uoptutors.com/COMM-400/COMM-400-Week-3-Learning-Team-Pulling-the-Weight-at-Work-Group-Training-Presentation Watch the video clip “Pulling the Weight at Work.” · Go to www.mhhe.com/pearson4e. · Click on Student Edition, located under Online Learning Center. · Click on Video Series on the left-hand side. Write, individually, a 1-page reaction to the small-group dynamics demonstrated in the video. From a communication perspective, what went wrong? How could the members have handled the situation differently? Post your reaction in your Learning Team forum. Review and comment on the reactions of each team member. Identify common observations. Analyze, as a team, the small-group dynamics demonstrated in the video by considering the following: · The scope and functions of the small group within the organization, such as idea generation, event planning, process or creation, evaluation, and quality control · The effectiveness of each member’s communication styles. What are the opportunities for improvement? · The type of leadership within the small group, such as fixed, rotational, or ad hoc · How the group leader and members communicate during group meetings · Communication obstacles, such as groupthink tendencies, credibility issues, and insufficient listening ...
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...GROUP INTERACTION JOURNAL ARTICLES Compiled by Lawrence R. Frey University of Colorado at Boulder Aamodt, M. G., & Kimbrough, W. W. (1982). Effects of group heterogeneity on quality of task solutions. Psychological Review, 50, 171-174. Abbey, D. S. (1982). Conflict in unstructured groups: An explanation from control-theory. Psychological Reports, 51, 177-178. Abele, A. E. (2003). The dynamics of masculine-agentic and feminine-communal traits: Findings from a prospective study. Journal of Personality and Social Psychology, 85, 768-776. Abele, A., Gendolla, G. H. E., & Petzold, P. (1998). Positive mood and in-group—out-group differentiation in a minimal group setting. Personality and Social Psychology Bulletin, 24, 1343-1357. Aberson, C. L., Healy, M., & Romero, V. (2000). Ingroup bias and self-esteem: A meta-analysis. Personality and Social Psychology Review, 4, 157-173. Abougendia, M., Joyce, A. S., Piper, W. E., & Ogrodniczuk, J. S. (2004). Alliance as a mediator of expectancy effects in short-term group psychotherapy. Group Dynamics: Theory, Research, and Practice, 8, 3-12. Abraham, A. (1973a). Group tensions as measured by configurations of different self and transself aspects. Group Process, 5, 71-89. Abraham, A. (1973b). A model for exploring intra and interindividual processes in groups. International Journal of Group Psychotherapy, 23, 3-22. Abraham, A. (1974-1975). Processes in groups. Bulletin de Psychogie, 28, 746-758. Abraham, A., Geffroy, Y., & Ancelin-Schutzenberger...
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...University GROUP DYNAMICS AND TEAMWORK Stamatia Peristeri, Athanasios Manavis speristeri@hotmail.com, manavis.athanasios@gmail.com Professor: Vitalina E. Kurylyak ternopil2000@yahoo.com November 2014, Kozani - Greece Contents Introduction Group Dynamics Group Dynamics Types of Groups Formal Group Informal Group Primary Group Secondary Group Group problems solving Group decision making styles The role of the group leader Teamwork Team Building Team Development Forming Storming Norming Performing Transforming Keys to Success Bibliography Figures Fig. 1 – Group definition Fig. 2 - Group Cohesiveness definition Fig. 3 - Actions to increase Cohesiveness Fig. 4 - Role and norms definitions Fig. 5 - (a) Relationship between Group Cohesiveness, Performance Norms and Productivity and (b) Causes of Team Cohesiveness Fig. 6 - Types of groups Fig. 7 - Six Stages of Group development Fig. 8 - Group decision making styles Fig. 9 - Attributes Fig. 10 - The leadership dynamics Fig. 11 - A group leader's roles Fig. 12 -Team's decision making tools Fig. 13 - Team development graph Fig. 14 - Trust building Introduction The term “group dynamics” refers to the interactions between people who are talking together in a group setting. Teams and groups are living organisms with certain predictable stages of development. Many organizations different groups are formed at different levels, formal groups, informal groups, primary groups and secondary...
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...A Review of Tuckman’s Small Group Development Model Introduction Over the past two decades, it seems that teamwork has become increasingly important and more companies have formed different teams and groups for various purposes (Samson & Daft, 2012). Teamwork often means more innovative ideas and greater diversity of experience, perspectives, and knowledge on the coming problems at work (Gummer, 1996). Another significant benefit of teamwork is that teams are often capable to manage significant cross-disciplinary concerns (Gummer, 1996). Although it is proved that good teams can be highly productive, not every team is successful (Samson & Daft, 2012). Forming a team can be time consuming and there are many problems related to teamwork, for...
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...Entrepreneurial Leadership Wade D. Anderson Professor Dr. Gary Shelton BUS 508 July 16, 2011 Discuss the common elements described in the theories/ philosophies of Case, Kouzes, and Drucker including how their principles/ strategies relate to the new definition of entrepreneur leadership presented in Understanding Entrepreneurial Leadership. The common elements described in the theories/philosophies of Case, Kouzes, and Drucker are vision, adaptability, and creativity. The new definition of Entrepreneurial Leadership is one of an enterprising, transformational leader who operates in a dynamic market that offers lucrative opportunities (Tarabishy, Fernald, Solomon, 2010). Case, Kouzes, and Drucker theories share some commonality with the new definition of entrepreneurial leadership. The common elements shared Case, Kouzes, and Drucker and the new definition of entrepreneurial leadership is that entrepreneurial leaders must have a clear vision of a need to meet, create opportunities, and adapt to the ever changing environment. The vision for a entrepreneur is an a ideal of how to make their business a success. Usually something that will make the lives or people easier or meet a need of people that has not been met. Once the entrepreneur has this ideal they must then pursue it passionately to no end. For example “the two young engineers who started the Apple computer-in the proverbial garage and without financial backers or previous business experience-aimed from the...
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...the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial Leadership in today’s Dynamic Markets, and will describe what type of organization a transactional, transformational, and authentic leader would thrive in the most, as well as which type of leader would thrive the least, as well as, evaluating the resources and tools available through the Small Business Administration and SCORE, and determine which single resource or tool is most useful to the greatest number of businesses; a rationale will be explained. This paper will evaluate the resources and tools available through the Small Business Administration and SCORE, and determine which single resource or tool is most useful to the greatest number of businesses and a rationale will be explained; and this paper will create a list of leadership best practices that would apply to the greatest number of businesses both small and large, and a rationale will be explained. CONTINUAL PARADIGM SHIFTS IN ENTREPRENEURIAL LEADERSHIP Pg. 3 OUTLINE Abstract…………………………………………………. …………………………………….Pg 2 Create a hybrid theory/philosophy which combines the common elements found in the thinking of Case, Kouzes, and Drucker. In your philosophy, be sure to include the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial Leadership in today’s Dynamic...
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