1.1 Analyse the characteristics of group environments that foster learning and development Below are listed the characteristics of a group that makes for effective learning and aiding of development within groups: 1. Conflict: The group realizes that conflict between group members is a normal and sometimes necessary component of group discussion. Group members should not try to avoid, smooth over, or suppressing conflict; they can learn from conflicts. Conflicting views should be analysed and considered when coming to a group decision. 2.
Communication Skills: Planning and Giving a Group or Team Presentation Description Group or team presentations are logical assignments to accompany either a collaborative project or a large project that is more practically divided among a number of individuals. The group or team presentation is presented by several individuals, with each individual presentation contributing to one common goal. However, each member’s presentation should also be able to stand alone as an independent presentation. Learners The assignment is expedited if learners are familiar with methods of working in groups or teams. The Reflective Thinking Sequence is a process for group members to follow when planning a presentation.
Teams can use the 4Rs Method to analyze the conflict logically, which will lead to finding an appropriate approach to solving issues at hand. After analyzing the problem teams can chose between several approaches, which include the A-E-I-O-U Model, negotiation, mediation, and arbitration. The A-E-I-O-U Model is based on specific steps that help group members reach a consensus decision. Furthermore, group members’ concerns are taken into consideration and understanding them is mandatory in finding a viable solution. The steps in the A-E-I-O-U Model include: a) assume that the other members mean well; b) express one’s feelings; c) identify what one would like to have happen; d) outcomes one expects are made clear; and e) understanding on a mutual basis is achieved.
Simply allowing each party to express their issues and how to resolve it and then finding a middle ground to resolve the situation. In some individual cases with staff, Supervisions or assessments are required to gain more information. With agencies, data collection is vital to agreeing terms, if it is proven that a certain way of working or regulations works then it is hard to argue with conflicting evidence in the benefit of the disagreement. 3.4 – Demonstrate methods of assessing the effectiveness of joint working
Foresight - he is required to be able to predict the consequences of the decisions made. Lastly there are characteristics that are connected to both dimensions simultaneously - servant and leader - such as “stewardship“, “commitment to the growth of people“ and “building community“. Stewardship is a necessary characteristic for both sides of servant leaders as it shows the interdependence of being entrusted with the resources of others while people give their resources up to be guided by the servant leader.
This frame is of the view that - people should have clear, well understood goals and different roles, -and relationships and coordination must exist between these goals and roles in order for an organization to be successful. Policies, linkages and lines of authority are well defined and it stresses that when an organization has the right structure and people understand it, the organization can achieve its goals and individuals can be effective in their roles. It focuses on how work is organized, who does what with emphasis on policies and procedures. After schall had analyzes the situation, she is able to identify some major problems from the structural point of view. Prominent among these are: * A poor operating structure that is not adequate facilitate the successful day to day operations.
Organizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. "[1] Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. Although it’s difficult to get consensus about the definition of organizational culture, several constructs are commonly agreed upon – that organizational culture is holistic, historically determined, related to anthropological concepts, socially constructed, soft, and difficult to change. This definition continues to explain organizational values, described as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals.
", 2011). In this paper I will analyze the roles of communication and personality in negotiation and how they contribute to or detract from a negotiation. Communication Communication is important for negotiating a fair trade. Verbal communication includes both what is said and the way it is said. Effective communication skills include listening, asking questions, and role reversal.
It is about getting people to move in the right direction, gaining their commitment, and motivating them to achieve their goals” (Armstrong, 2008). This implies that leadership requires the harmonization of individual needs, task needs and the needs of the group. It is about getting the job done while meeting individual and group needs and maintaining team spirit. The above definitions point to leadership as a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. There are new models of leadership, transformational and communal leadership, which define leadership as a social process in which interpersonal relationships and interaction at all levels in an organization are key to effective leadership (Carless, 1998: Fletcher, 2004).
This sense of belonging is enhanced and reinforced when the team spends the time to develop team norms or relationship guidelines together. * Team members are viewed as unique people with irreplaceable experiences, points of view, knowledge, and opinions to contribute. After all, the purpose for forming a team is to take advantage of the differences. Otherwise, why would any organization approach projects, products, or goals with a team? In fact, the more that a team can bring out divergent points of view, that are thoughtfully presented and supported with facts as well as opinions, the better.