You are to write a persuasive final paper (7 to 9 pages not
including cover and references) that links the following questions and
underlying theories as they relate to your understanding and personal practice
in groups. Students should use the text and outside research to review the
material for this final paper. Focus of the Final Paper The paper should answer
the following questions: 1. Why is it important to understand group dynamics in
the business world? How does positive interdependence help to achieve mutual
goals? Why is it said that research about groups is NOT always valid and
relevant? 2. Are groups OR individuals more effective in work environments? 3.
What is group cohesiveness? Is group cohesiveness important? How do group
cohesive forces affect group processes? What can you do to increase
cohesiveness in your group? 4. How does social influence/interaction affect
decision-making? How can you encourage/promote and discourage member's
acceptance of proposals in the workplace? 5. Are leaders an important aspect of
groups? Can leaders emerge from groups? How? What is the importance of group
members' perceptions about leadership and why is this phenomenon important as
it pertains to group outcomes? 6. Why are teams more effective than work groups
in certain situations? Identify these situations where teams are more effective
than work group and provide examples. Writing the Final Paper The Final Paper:
1. Must be seven to nine double-spaced pages in length and formatted according
to APA style as outlined in your approved style guide. 2. Must include a cover
page that includes: • Title of paper • Student's name • Course name and number
• Instructor's name • Date submitted 3. Must include an introductory paragraph
with a succinct thesis statement. 4. Must address the topic of the paper with
critical thought. 5. Must conclude with a restatement of the thesis and a
conclusion paragraph. 6. Must use APA style as outlined in your approved style
guide to document all sources. 7. Must include, on the final page, a Reference
List that is completed according to APA style These are examples of what has
been studied & discussed: Chapter 13 deals with Team Development and Team
Training. A team is a set of interpersonal interactions structured to achieve
established goals. Teams may be differentiated from working groups. A team’s
performance includes team work products that require the joint efforts of two
or more members as well as individual work products. Teams may be classified in
a number of ways, such as by the setting in which they are used (work, sports,
learning), their use in an organization (problem solving, special purpose,
self-managing), or what they do (recommend, make or do something, run things).
Through the use of modern technology, teams can consist of individuals who are
separated geographically. Chapter 14 deals in the Epilogue of the textbook and
lists seven guidelines for creating effective groups. Week Five Assignments
Your written assignment for this week is to submit the Final Paper by 8.09.10.10.
Your first discussion board is High Performance Teams. You will need to use the
text readings and the High Performance Teams website to address the following
(keep in mind that the website has numerous links for you to follow): Describe
the cultural differences between a team and non-team environment. What is a
High Performance Team (HPT)? What are the benefits to the employees, customers
and management for using such teams? Describe the conditions necessary to
create a HPT environment. Respond to at least two of your fellow students’
postings. Chapter 7 deals with Decision Making. Groups rather than individuals
make more effective decisions, because groups create the possibility for social
facilitation, risk taking, member commitment to the group, appropriate
behavioral and attitudinal patterns being adopted, and the likelihood that the
task is better done in a group. Once a group is given the responsibility for
making the decision, it can follow any of seven methods, ranging from letting
the member with the highest authority decide to averaging individual opinions
to group consensus. In using the decision-making methods, components such as
positive interdependence, promotive interaction, individual accountability,
social skills, and group processing must be structured carefully. Chapter 8
deals with Controversy and Creativity. By definition, all decision-making
situations involve some conflict as to which of several alternatives should be
chosen. Within decision-making groups, that conflict takes the form of
controversy. Controversy exists when one individual’s ideas, information,
conclusions, theories, and opinions are incompatible with those of another, and
the two seek to reach an agreement. Such intellectual conflict among
individuals may be avoided and suppressed or it may be structured and
encouraged. Conflicts among ideas, conclusions, theories, information,
perspectives, opinions, and preferences are inevitable. Key to the successful
use of controversy and creativity in problem solving is how open-minded or
closed-minded the group is. Chapter 9 deals with Managing Conflicts of
Interest. Conflicts of interest will occur frequently among members of
effective groups. Conflicts often, but not always, involve indirect or direct
aggression. They may have constructive or destructive effects on the group,
depending on how members manage them. There are five basic strategies for
managing conflicts of interest: withdrawal, forcing (distributive
negotiations), smoothing, compromise, and problem solving (integrative
negotiations). The occurrence of conflicts may be controlled through
controlling triggering events and the entry states of disputants. Negotiations
involve participation, information, and outcome interdependence and result in
both primary and secondary gains. Chapter 5 deals with Leadership. Small group
leadership may be defined in a variety of ways. It has been defined as a set of
traits, a personal style, the ability to influence others, a role in an
authority hierarchy, or the situational fulfillment of functions necessary for
achieving the group’s goals and maintaining effective working relationships
among members. Organizational leadership involves a process of challenging the
status quo, inspiring a mutual vision, empowering members through teams, leading
by example, and encouraging the heart to persist. Chapter 6 deals with Using
Power. Power is the capacity to affect the outcomes of oneself, others, and the
environment. Power is constructive when it enhances group effectiveness and
destructive when it interferes with group effectiveness. Although the dominant
view of power focuses on its potential destructiveness, exerting power offers
many potential positive outcomes. In fact, the positive use of power is
essential for group effectiveness. Power may be based on the ability to deliver
rewards, the ability to deliver punishments, a legitimate position of
authority, being a referent for others, being an expert, or having needed
information. When the distribution of power is unequal, both the high-and low-power
person experience difficulties. Although the use of power is ever present in
relationships, it is during conflicts that individuals become most conscious of
its use. Attached is a portion of previous paper submitted for this same class
- for a reference in writing style: What makes our group effective? My group is
composed of various professionals in the IT department of a leading internet
service provider in the country. This group has computer scientists, software
developers, as well as, technicians who work in various capacities to ensure
that the computers and systems of the firm are running efficiently
day-in-day-out. Over the years, this group has received quite a number of
awards for exemplar teamwork and success posted each year such that we can
describe the group as not only effective but also efficient. The key dimension
of our group that has contributed to the effectiveness is delegation and
formulation of clear group policies whereby every participant is expected to
follow and adhere to a set of rules. These policies call for everyone in the
group to carry out their designated duties promptly to avoid inconveniencing
the next person on the line or else to prevent any form of delays and
disruption to overall workplace activities. An exception is given to those who
are mandated to carry out extremely strenuous and time-consuming task such that
they are requested to seek assistance from others. This policy was formulated
to create proper roles for each and everyone such that the roles and responsibilities
of various personnel were not overlapping (Chang and Huizenga, 2005).
Delegation and formulation of clear goals, as well as, expectations of the
group have been equivocal in attainment of group effectiveness as every member
of the group is aware of their responsibilities. This reduces conflict of
interest, as well as, redundancy because there will be no occurrence of some
members being overworked while others are “on holiday”. Consequently, the goals
and objectives of the group are part and parcel of the everyday activities of
the group such that everyone is requested to play their part so that the goal
can be attained. The head of department single handedly cannot attain company
goals but with the assistance of other group members they are achieved
(Griesinger, 1993). The other key point that has led to effectiveness of the
group is appreciation of each member’s contribution towards success of the
company. This has been a key principle and policy of the group since its
inception where all members of the group are recognized and applauded due to
their contribution towards the success. The work and responsibilities that are
assigned to each are regarded as equivocal, as well as, crucial in attaining
success of the firm. Therefore, motivation and combined efforts especially for
those who are handling multiple roles as leaders, as well as, other
departmental roles seek for extra hands among members of the group. This
teamwork has enabled the group members to understand each other’s weaknesses
and strengths hence fewer interpersonal conflicts are seen in the department
(Forsyth, 2009).
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