Individual Performance in Groups

7/31/2019 Individual Performance in Groups

1/16

INDIVIDUAL PERFORMANCE IN

GROUPS

CHAPTER 4


2/16

SYNOPSIS

Individual performance in groups

Interpersonal communication

Johari Window


3/16

INDIVIDUAL PERFORMANCE IN A GROUP

Performance of individuals depends on four elementsof individuals behaviour

Motivation

Abilities

Role Perceptions

Situational contingencies


4/16

1. MOTIVATION

Motivation -

encourages people to give their best performance

Helps to reach the enterprise goals

positively affects the direction, intensity and

persistence of individual behavior


5/16

2 Ability

Ability refers to the capacity or capability of an

individual to perform various tasks in a job

Ability can be both intellectual as well as physical

Ability will include natural aptitudes as well as

learned capabilities required to successfully

complete a task


6/16

3.Role Perceptions

A persons belief about what type of behaviors areappropriate in a particular situation

For accurate role perception, an employee must

understand the specific task assigned to him, andthe relative importance of the task


7/16

4.Situational Contingencies

Conditions which arise from the external

environment are generally beyond the control of

employees and the organization

Some companies encourage employees to focus on

things that they can control rather than the external

situational contingencies


8/16

INTERPERSONAL

COMMUNICATION


9/16

EFFECTIVE INTERPERSONAL COMMUNICATIONSKILLS

Understand your intent, goal and expectation

Understand with whom you are communicating

Examine the environment and organizationalclimate

check with the receiver for understanding yourmessage. Ask for clarity checks

Ask for verification.


10/16

ACTIVE & REFLECTIVE LISTENING

All manners of business activities are enhanced byactive and reflective listening which includes

effectively managing and initiating large accounts in

sales identifying and monitoring continuous process

quality improvements with fellow employees and

customers

participating in customer focus groups to identifybuying and source needs


11/16

The basic skills of active and reflective

listening include

Attending

Paraphrasing

Using intentional silences

Maintaining eye contact


12/16

Giving and Receiving Feedback

Before offering feedback, ensure that your feedbackis intended to help the recipient

Give your feedback at a time when your receiver is

ready to accept it

make sincere effort not to be defensive Do not talk about more than the receiver can

handle. Information overload is not helpful

When appropriate, check the intended feedback

with others in the group to be sure they support itsvalidity.


13/16

JOHARI WINDOW

In order to know and perceive oneself accurately itis necessary to understand ourselves, our strengths,

our weaknesses and the areas where we should

improve

the Johari Window model helps to enhance self

understanding

Joe Luft and Harry Ingham developed the JohariWindow to describe the compartments of our known

and unknown self


14/16

THE JOHARI WINDOW

Aspects of me that:

PUBLIC AREA(open self)

BLIND AREA(blind self)

PRIVATE AREA

(hidden self)

DARK AREA

(undiscovered self)

OTHERS KNOW

OTHERS DONT

KNOW

I KNOW I DONT KNOW


15/16

Johari Window can be used as a tool to identify thebarriers preventing information exchange between

self and others and between two specific parties or

groups

it can be used as a method for opening new ideas

and channels of communicating any information that

is unknown to all individuals in a team or group


16/16

THANK YOU !!!!!!!!!

Individual Performance in Groups

Documents