The process used to arrive at decisions may be unstructured or structured. The nature and composition of groups, their size, demographic makeup, structure, and purpose, all affect their functioning to some degree. The external contingencies faced by groups (time pressure and conflicting goals) impact the development and effectiveness of decision-making groups as well. In organizations many decisions of consequence are made after some form of group decision-making process is undertaken (Morgan 1996). However, groups are not the only form of collective work arrangement.
The LP is task oriented, logical and very much process oriented. The LP prefers learning experiences that are straightforward and detailed and learns well by the task rather than being told. LP’s will typically need a good deal of justification if the training requires much in the way of change. The LP may resist training if it requires them to expand their boundaries into uncomfortable areas without specific training and processes being put into place to assimilate it. The learning key for the LP is to give specific, clear instructions, clear expectations and support.
Explain the difference in the influence of managers and leaders on their teams. This would be based very heavily on a person’s leadership style and this is usually gauged through their levels of empathy and how they manage and lead their individual teams see below chart of management styles. Each style would affect the team in different ways and would play to their strengths but may also not be effective for all members of a team this is why it become important to skill mix teams and allow for all areas of experience to be given an opportunity to work together. 2.2. Evaluate the suitability and impact of different leadership styles in different contexts.
Each individual has his own strengths and by collaborating with different individuals in a group, their strenghts become more useful and productive. Instead of working alone, a group can accomplish more work than an individual can. Each individual can also uncover each other's flaws and balance each other's strengths and weaknesses. 3. What are the common problems in group dynamics in organizations?
In addition, they should also be held accountable for these decisions. These ideas are thought to be true in most circumstances, but typically there are variations when dealing with each individual belief. Within the obligation category, certain issues may not always be handled easily. The strict belief to always do what is morally right may not leave much room for compromise in the business world. The inability to look past the right choice to the most beneficial one, the obligation to right versus wrong, and the idea of equality in the workplace may result in problems in the workplace for a person who holds these values within the obligation category.
The opportunity is if you change negative conversations to positive, you can change the culture for the better. However the challenges is; if you don't change the dialogs between management and the corporate culture, the culture will not change and conversations that do not support the desired changes will make progress particularly hard to achieve and (2) encourage formal and informal action-based learning. Action-based learning has become an important tool for helping employees understand the implementation of culture development. In other words, the employee studies their own actions and experience in order to improve performance. I would argue a culture of
Leadership is derived from its root word lead. Lead is means to go before or with to show the way; to influence or induce; to guide in direction, course, action, opinion; and to command or direct. Leadership is an often debated topic. Everyone has their own opinion of the types of characteristics leaders or management should possess. Employees and staff often have their own ideals about their managers or supervisors leadership style.
How can the role of leadership be best understood in organizational change The role of leadership can best be understood in organizational change as a multi-dimensional phenomenon. Depending on the conceptualisation of organizational change you adopt, the leader’s role could be perceived to be a variety of things, from that of an initiator/visionary, the influencer of culture, a trigger for follower organizational identification, someone who redefines resistance, or a sense maker who introduces new discourses. The most useful approach can be to consider an issue from a number of different theoretical points of view before determining the most effective intervention. Leadership has been conceived of in a multitude of different ways varying from Great man theory (Borgatta, Bales and Couch, 1954; Cawthon, 1996), trait theories (), and style theories (). More recent conceptualisations of leadership include contingency theory (), and transformational leadership ().
EFFECT ON WORK RELATIONSHIPS The workplace is a system of relationships. Relationships have many different aspects; here are several examples: • Trust • Teamwork • Quality • Morale • Self-esteem • Loyalty • Respect for boss When conflicts are handled well, there’s a positive effect on work relationships. When they are not, these factors can deteriorate. Productivity and the free expression of ideas are also impacted. FACTORS THAT AFFECT HOW PEOPLE MANAGE CONFLICT The skills involved in managing conflict are
This can speed up the problem solving process. Making teamwork skills are one of the most commonly required skills in the work environment. If teams work effectively, we can acquire various benefits as increasing quality, improving communication, improving processes and increasing problem solving. There are times when teams fail or fall short of their potential. There are several self-limiting behaviors such as groupthink, social loafing, group hate and risky shift.