This is the post excerpt.
- Formal groups:
- -Command groups
- – Task groups
- Informal Groups:
- -have stronger influence on each other
- Stages of group development: – forming, storming, norming, performing, adjourning
- This is a very important aspect that can determine a group’s success.
- The Y structure
- The wheel structure
- The circle and all channel structure.
- The Chain
Why people conform to group membership
- people automatically place themselves into different norms based on their norms.
- enhances self esteem.
Social exchange theory: the basic assumption of subjective cost benefit analysis as a basis for an individual to determine whether or not a group os worth belonging.
Cohesiveness: Highly cohesive groups are usually successful. Cohesiveness bring a certain comfort in a group and enhances the group’s performance.
Social Process that affect performance
- Social loafing
Conflict and conflict management:
- Conflict is inevitable
- without conflict ideas will not be challenged in a group
- the difference between conflict and competition.
- leadership: process of creating a vision for other and having the power to translate this vision into a reality and to sustain it.
- Trait theory: developed from early age, intelligence,dominance, self-confidence, high level of energy and task-related knowledge
- Behaviour theory: Autocratic vs Democratic leader behaviour style autocratic decreases an individuals motivation to follow, where as democratic involves people more
- Leadership grid: x axis concern for result, y axis concern for people. divided into four sectors.
- Situational contingency theory:
- Fiedler: style cannot change, only situations. Situational contingency: (group atmosphere, task structure, position of power.)
- Vroom’ decision-making: Best decision making style to make in a current situation. Situational contingency: (Autocratic, information seeking , consulting, negotiating, group.)
- Leader and follower relationship: Both parties influence each other. Action-Centered Leadership. Transformational Leaders (given power from below) and Transactional managers (given power from above).
When talking to my manager I would suggest that the conflict within the workplace is due to conflicting personalities, and thus I would suggest that individuals find common ground and find a situation in which both parties can win, rather then it disrupt the workplace due to the decrease in productivity and care going into work. Moreover, it is important that the behaviour which is causing conflict be underlined and addressed so that there is no more aggravation being done unintentionally. Lastly I would crack some jokes on the matter after talking about the conflict to lighten the mood and stress levels after talking about something stressful.
This article focused on the significance of good Leadership and Managerial qualities, and how having both work harmoniously within a company is the ideal construct. This Article started with determining the different roles of each of these individuals and moved into the specifics of several different situations. Furthermore, managers were described more as those whom take car of the technical things such as quality, profitability of a product as well as how this individual should be in charge of delegating roles, planning course of action and setting goals. On the other hand the Leaders of a company are seen as the individuals in charge of dealing with the volatile market conditions and the motivational sector of its workers. Moreover, the article moved on to certain situations which underline the need for both types of individuals within a workplace. Firstly, Setting a direction vs planning and budgeting, the Leaders role in this is the person who sets clear direction and provides a vision which a manager can devise a realistic competitive strategy into pursuing this vision. Secondly, aligning versus organizing and staffing. Aligning is the Leaders job and it comes down to communication and the ability to comprehend the vision for the employees of a company in order for all individuals to be working for the same goal. Organizing and staffing is the managers bit of choosing the right people for specific jobs and making sure enough individuals are there for the job etc. Thirdly, Motivating versus controlling and problem solving, the manager is in charge of finding ways to solve issues as well as setting up structures for work, where as the Leader has the more emotional intelligent dependent role by motivating the workers of a company. Lastly, the article hinted at the importance of creating a corporate culture for leadership as it is a great way of inducing an incentive for a leadership development, one way of doing this was said through bonuses for developing leaders. All in all, I was able to understand the importance of both roles within a company, and if I ever get the chance to work within/own/operate a business I will make sure to implement a managerial and leadership role within, as well as an incentive for leadership development, as it has been seen as an important part of company development. This article also made me feel an individual more inclined to fall under the leader role other than a managerial role, as I think I am a person better equipped towards working with people then I am in developing strategies of action and controlling and planning.
The article “Nuts and Bolt Negotiation” by the Harvard Business Review contains a foundation of important negotiation techniques, this consists of three major concepts: Investigative Negotiation, Six habits of merely effective negotiators and Getting past Yes: Negotiation as if implementation mattered. These 3 concepts are different perspectives and needed ideas when conducting business. Firstly, Investigative negotiation relies on decreasing the importance of getting the deal done and increasing the importance of finding out more about the other individual within the deal, as the more variables that are uncovered the more angles there are to succeed through. Secondly, 6 Habits of Merely Effective Negotiators advises the mistakes negotiators can easily make when focusing too much on the task at hand, and not on how the other individual might envision the deal. Thirdly, Getting Past Yes: Negotiation as if implementation mattered discusses how theory and practice may not line up especially if both parties have different agendas, and so instead of trying to best fit the theoretical criteria of the business deal it is better to talk out the issues that may arise, and find a balance of what works for both sides. Overall, I agree and will try to implement these three concepts as there is never only one person dictating the course of a deal, moreover, this article taught me to be more cautious when negotiating, and emphasises the importance of finding a mutual agreement rather then trying to get a dictated outcome. This is a perspective I will make sure to bring with me to future bargains/deals as I tend to get fixated on getting an outcome then working out a solution.
“The Culture Builder” is an Article in which talks about the different variables which effect a school’s success. In this case success is linked towards the development of lifelong learners rather than short term good performers, this sets the tone for the type of purpose the writer believes education is beneficial. Moreover, an important concept continually engaged in was the importance of culture within a school, and the need for a schools culture to lean more towards a supporting side than a degrading side e.g students help each other with work rather than judge each other for doing work. Adding on to this, the article believes that unhealthy cultures can be redesigned and restructured through communication and change within all sectors (teachers, parents, students), which I can agree with as change is needed in a changing world. All in all the article brushed upon many relatable concepts towards me as a student, and going forward I will try to bring this perspective of finding long run diligence into the next chapter of my learning.
When looking through the different theories of motivation, I found that to summarise the top priorities of emphasis the most important aspect/ the core of motivation comes from within. There needs to be enough drive weather it be external or internal, for an individual to come to par with the importance/love of work, and so motivation is something driven by many variables such as love, wealth, competition, growth etc. in the pursuit to better/fulfill ones self.