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The reason the first problem-solving/quality circle "holiday rush" group I had worked with failed read like a textbook case of the disadvantages of group work. The manager, who led the group, was feared by many in the team as being quick to fire. As a result, participation in the group included saying what the manager wanted to hear, not necessarily what was the best or most feasible idea for the team. Even if an alternative suggestion to how to handle the holiday rush was offered (and, as I recall, maybe only one was), it was quickly squashed by the others who cared more about keeping their position rather than ensure customer satisfaction. Upon analyzing whether one individual dominated the discussion, that, indeed was the case in this group. As (cite author's name...
Needless to say, the results were the same as in prior years, and productivity, nor revenue, increased as far as I could discern. Fortunately, by Memorial Day, that manager was no longer in charge of the franchise where I worked.
Things changed the following year; the difference in teamwork was palpable. Most of the team groaned inwardly when yet another "holiday rush" brainstorming session was held, but this
Group Reflection Interpersonal Communication Louise Allen is a PCO that has just been awarded a large conference project. Her team will consist of six individuals and she will be operating with a tight six-month lead time to achieve many objectives including finding a sponsorship contract. Louise will need to be an effective team leader in order to motivate the team to meet all of their shared goals and desired group outcomes. The
Next, the facilitator will pose an introductory question that will stimulate brainstorming by engaging students in the "why" of their involvement in the group (Bouassida et al., 2006). Next a transitory question will lead to examination of the problem at hand, where the members of the group attempt to answer key questions including (1) what is the foundation of the problem (2) what tools are available to solve the
The internal processes become more efficient because barriers in personal communication are broken down once the group is working towards the common purpose. Increasing cohesiveness in the group requires leadership that orients the objectives of group members more strongly towards the common purpose. This can be done a number of ways, including through individual and group task structure, the fostering of a common culture, the establishment of smooth communication
Goals -- For Bion, groups have specific goals that are differentiated by the manner of dissonance individuals bring: drug dependency, sexual abuse, a fatal disease, etc. This coming together out of homogeneity with a clear and stated aim -- dealing with the issue. Each group may or may not be identical in make up; for instance, there can be commonalities within the group, but the goal is the same. Uncovering
Week 2 DQ 2 -- Diversity is having a team comprised of heterogeneous members -- in physical characteristics, education, experience, outlook and other facets of being. Diversity brings a number of viewpoints to the workplace. In addition, it helps the company to better understand its customers if the workforce reflects the customer base. By opening up more markets within the general populace, diversity can increase the potential value of a
The study was performed on groups of White and South Asian students, and showed that cross-group friendships provided a platform for reducing out-group prejudice and perceived hostility among these groups. A study by McGregor, Haji and Kang (2008) also reveal that in-group individuals who display a high Personal Need for Structure (PNS) tend to be inclined towards out-group derogation and hostility. The authors found that lowering PNS also lowers this