Group Dynamics-Final Ppt[2]

GROUP DYNAMICS

PRESENTED BY:

Savita RaiPrakash Tandon

Roshni SinghSaira PathanBaban Patil

What is a group?

• Two or more individuals interacting who have come together to achieve a particular goal.

• Two or more interacting individuals with a stable pattern of relationship between them who perceive themselves as a group.

If a group exists the members:

MOTIVATE

PERCIEVE

CONTRIBUTE

What is group dynamics? It is a perspective of:• Internal nature of a group/ composition.• How it is formed.• Its structure and processes.• How does it function.• How does it affect individual members.• How does it affect organisation.

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Group Dynamics: Interdependence• Pooled– Members make separate, independent

contributions to group such that group performance is the sum of each member’s contributions

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Group Dynamics: Interdependence

• Sequential – Members perform tasks in a sequential order

making it difficult to determine individual performance since one member depends on another.

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Group Dynamics: Interdependence

• Reciprocal– Work performed by one group member is

mutually dependent on work done by other members.

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Types of Task Interdependence

Figure 15.3

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Types of Task Interdependence

Figure 15.3

Role of Personality in Negotiation A charming personality is the key to an effective

negotiation.During negotiations an individual must try to be

himself-: One should not fake things or pretend to be good. If you are not satisfied with the deal, do not pretend that you are happy.

It’s important to be sincere rather than just being serious-:Sincerity is one of the most important personality traits required in negotiation. One has to be sincere for an effective negotiation. Don’t take things casually. Go well prepared for your negotiation.

Role of Personality in NegotiationBe honest-: Don’t fake things. During negotiations,

honesty plays an important role.One should go smartly dressed for a

negotiation- Our dressing plays an important role in enhancing our personality. A shabbily dressed person will find it very difficult to convince the other person.

Be Patient-: It has been observed that impatient individuals are poor negotiators. Don’t think that if you want that the price of a particular item should be $4, the shopkeeper will agree to it immediately and gladly give it to you. You need to convince him and that requires patience. You can’t lose your temper and shout on him.

Role of Personality in NegotiationBe flexible and learn to compromise:- It’s okay to

give priority to one’s personal interests but one should not be selfish. If you are the first one to accept something, you will not become unimportant or lose anything, instead the other person would look up to you and both of you will gain whatever you want.

One has to trust the second party for a better negotiation-: Don’t always find faults in others. Not all people are bad; there are people who are really good and helpful. One should not always think that the other person would do harm to him. The second party is there just to do business; he is absolutely not your enemy.

Role of Personality in NegotiationEnhance your listening skills for a better negotiation-

Listen to the other party as well. He might come up with something interesting and beneficial to you as well. Don’t think that the other person doesn’t know anything; even he has come well prepared. One should never underestimate the second party.

Be a little tactful and diplomatic-:Being diplomatic does not mean being clever. There is a difference between the two. One needs to be intelligent and should know what to speak and what not to speak.Analyze the situation and respond accordingly.

PowerPoint Summary of: Culture and Conflict

Slide 2:Culture shapes our…

• Perceptions

• Judgments

• Ideas of oneself and others

Each of us belongs to multiple cultures

Though powerful, culture often operates unconsciously

PowerPoint Summary of: Culture and Conflict

Slide 3:

Cultural Messages…

are what everyone in a group knows that outsiders don’t

Consist of:

• Starting points: assumptions, where we start our assessments of a situation

• Currencies: those things we care about that influence and shape our interactions with others

PowerPoint Summary of: Culture and Conflict

Slide 4:Complications

• Culture is multi-layered: What you see on the surface may mask differences below the surface. Thus, cultural generalizations are not the whole story.

• Culture is in constant flux: As conditions change, cultural groups adapt. Thus, no comprehensive description of a culture can ever be formulated.

• Culture is elastic: Knowing the cultural norms of a group doesn’t predict behavior of individuals within the group. Thus, taxonomies are of limited use.

PowerPoint Summary of: Culture and Conflict

Slide 5:More Complications

• Culture is largely below the surface: It is not easy to access because it is largely outside our awareness. Thus, it is important to use multiple symbolic tools to communicate effectively.

• Identities and influences vary in importance, depending on context: Misunderstood identities often become more important than others. Thus, interactive experiences should be pursued to limit misunderstandings.

PowerPoint Summary of: Culture and Conflict

Slide 6:Cultural Fluency…

means familiarity with cultures and their dimensions

PowerPoint Summary of:

Culture and Conflict

Slide 7:Communication “Starting Points”

• High-context communication --most of a message is conveyed by the context surrounding it, not in explicit words

• Low-Context communication -- emphasizes directness rather than relying on context

PowerPoint Summary of: Culture and Conflict

Slide 8:

Conflict “Starting Points”

Ways of naming, framing and taming conflict

• Naming -- refers to identifying what is and isn’t a conflict

• Framing -- refers to interpretation of a conflict

• Taming -- refers to norms on how to resolve a conflict

PowerPoint Summary of: Culture and Conflict

Slide 9:

Ways of interpreting situations…

or making starting points

For example:

• Universalist cultures rely on rules and laws

• Particularist cultures consider exceptions and context

PowerPoint Summary of: Culture and Conflict

Slide 10:

• Specific cultures examine specific situations, details, and outcomes

• Diffuse cultures look at patterns, large-scale processes, and the “big picture”