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.
Conformity within a group entails members changing their attitudes and beliefs in order to match those of others within the group. Those that conform tend to be obedient and compliant. In order to conform, the group member must attribute someone as having the legitimacy and credibility to lead or influence the group's behaviour. Without this "leader", conformity toward the group's goals will be less prevalent. If a member of the group fails to conform to the groups needs, he/she would lose credibility with the rest of the group.
Taks: Analyze different ways to establish ground rules with learnerswhich underpin behavior and respect for others # Introduction: Why Ground Rules At All It is a matter of experience that, where-ever a group of people is living or working together, rules and regulations are in place which govern the coexistence / cooperation. Research (Tuckman 1965, from: Francis M et al. 2009, p22) shows that the establishment of norms and rules is not only a natural part of group development, but also a crucial one as groups usually don't start to function as a working unit without them. Their absence means chaos and anarchy, which usually hampers establishing a fruitful cooperation and a peaceful coexistence - or even prevents this from happening at all. # Different Ways of Setting Ground Rules Despite forming almost by natural law, ground rules come in several flavors.
(1) A group or team can be defined as “A group of people with specific roles and complementary talents and skills, who are committed to a common purpose and who collaborate to produce superior results”. (2) Forming – Stage 1 Typically a team would show the following signs when in the forming stage- • High dependence on the leader for guidance and direction. • Individual roles and responsibilities are unclear. • The leader must be prepared to answer lots of questions about the teams’ purpose, objectives and external relationships. Stage 2 – Storming Typically a team would show the following during the storming stage – • Decisions don’t come easily within the group.
Human behaviour can change depending on the setting we are put in. There are different aspects which can affect our behaviour, influencing how we feel, think and behave. People are part of the causal effect as we as human beings want to belong; no one wants to be left out on their own. All human beings act differently in different situations, because no one is the same. However in today's society, psychologists have been able to do research on the way human’s behaviour react in different situations with different participants to be able to get a generalized result but to do so they must first distinguish if the participant is showing social or personal identities.
Different Types of Leadership for Project Management The types of leadership or leadership styles are considered as the possible success factors for project managers. It is a skill being ignored in training as it is not easy to measure the leadership style of a person in the situations of training. The behaviour of leadership can be considered as autocratic, democratic, and bureaucratic while being dependent on the situation (Nixon, et al., 2012). The following leadership styles are common in the domain of project management: • Autocratic: The manager of a project is expected to make the decisions while dominating the team members. This approach results in the passive resistance from the members of teams while requiring the consistent pressure as well as direction from the leader for getting things done.
Equipment is needed if visual aids are incorporated. Facilitator An initial, important decision is determining the purpose of the group or team presentation. If the purpose is to provide practice in presentation skills, everyone within the group or on the team should be required to speak. If the purpose is to present information resulting from a group or team project, it is possible that not everyone will need to present, depending on the nature of the information to be presented. That is, if the information logically organizes itself into two or three major areas, it might not be practical for everyone to present.
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 ().
The results indicated that that the most important factors affecting identity ranked in their order of importance are cohesiveness, voice and consensus respectively Introduction Social identity refers to how human beings make sense of each other. As such, social identity is critical to the construction of culture and by extension society (Turner, 1985). Human beings need to know the affiliations, beliefs, intentions of others to interpret their actions and/or predict their future behavior (Turner et al. 2008). While the qualities aren’t observable directly, they can be externally manifested through signals revealing of internal self (Turner et al.
Other qualitative data collection method under Qualitative Design includes Participant Observation and focus group. The following are challenges faced with participant observation and the strategy to be deployed to overcome this. • Time consumption is a big challenge and this is mitigated by involving researchers who already possess a solid base of cultural awareness of the region or ethnography under study to be among the data collection team. • Challenge of data documentation and this is mitigated by strict discipline and diligence to expand researcher recorded thought or observation. • The objectivity in documenting researcher observation because this process is inherently subjective.