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bradley bma 357

bma 357 - jterm

QuestionAnswer
Japan Group Dynamics Groups of workers solve own problems Workers monitor and control quality Task is assigned to group then divided among members Members work for group instead of for themselves Group members strive to help one another
US Group Dynamics Managers provide solutions Official inspectors check for quality Task assigned to manager who delegates Workers strive for own success Group members strive to do better than each other
Group Factor: Size leadership demands, membership clicks, formalized process, social loafing/free riding
Group Factor: Members Composition & Roles role perception, role expectations, role conflict
Group Factor: Interactions Among Roles positive actions, attempted answers, questions, negative actions
Group Factor: Norms aids in survival of group, simplifies group behavior, expresses control & values of group
Group Factor: Conformity behavior becomes of group because of pressure
Group Factor: Cohesiveness degree attracted to group + person remains in a group, groupthink (decisions without sufficient info) -> potential for groupthink can be reduced by having demographic heterogeneity
Group Factor: Leadership Task-oriented – concern with accomplishing goals + Relationship-oriented – concerned with personal needs
Group Factor: External Forces Organization Strategy, Corporate Culture, Incentive, Resources
Groups tend to be more accurate, slower, creative, less efficient, and reduce resistance to change
Communication Styles denying, protecting, exposing, bargaining, actualizing
Self denying style when individual isolates/withdraws from others => introvert
Self protecting style when individual only probes other, not themselves
Self exposing style always encouraging others to focus on them and to give feedback
Self bargaining style a person who is willing to open up and give feedback, only if others do the same
Self actualizing style a person who provides appropriate amount of information about themselves, while providing constructive feedback to others
NON VERBAL COMMUNICATION (Kinesics) Many times can be stronger than verbal communication
Physical contact/motion touching, gestures
Personal characteristics posture
Location distance in conversation, seating arrangements, bosses desk
Audio quality monotone, volume, laughing, silence
EFFECTIVE/ACTIVE LISTENING 1 Have a reason or purpose for listening Suspend judgment initially Make eye contact Exhibit gestures when you understand (head nod) Resist noise
EFFECTIVE/ACTIVE LISTENING 2 Pause before responding Rephrase, in your own words, messages that are unclear Occasionally acknowledge speaker Repeat for better clarification Make smooth transitions
EFFECTIVE FEEDBACK Must be based on trust Must be specific not general Offered when receiver is ready to accept it Include things receiver has control over
FACTORS AFFECTING THE AMOUNT OF FEEDBACK Detrimental Factors Beneficial Factors
Detrimental Factors Aura of power Distancing of relationships Structural isolation Autonomy
Beneficial Factors Reduce power differences Encourage constructive criticism Reward subordinates that speak out
EFFECTIVE COMMUNICATION Using the voice effectively Employing nonverbal accompaniments Structuring the message Eliminating random Developing audience rapport
STEPS IN EFFECTIVE NEGOTAITION PREPARATION CREATE VALUE CLAIM VALUE
Preparation Do background research: Find out why a roadblock exists Align negotiation with organization goals Develop goals and strategies for upcoming negotiation Develop Rapport to encourage trust: Creates an environment for a win/win situation
Create Value Identify superordinate goals Work toward an amendable solution for both parties Work together to develop goals Educate your opponent Brainstorm to identify alternatives
CLAIM VALUE Good person/bad person The nibble Limited or no authority ® time constraint ® fast decisions Take it or leave it approach Puppy-dog approach
Negotiation Skills Developing and Maintaining Rapport Listening to Others Display sensitivity to Others Elicit Ideas, Feelings, and Perceptions of Others Present Feedback
Developing and Maintaining Rapport Create a relationship of mutual trust Helps to build confidence
Listening to Others 1 Have a reason or purpose for listening Suspend judgment initially Make eye contact Exhibit gestures when you understand (head nod) Resist noise Pause before responding Rephrase, in your own words, messages that are unclear
Listening to Others 2 Occasionally acknowledge speaker Repeat for better clarification Make smooth transitions
Display sensitivity to Others Understand the needs/feeling of others Helps to build confidence
Elicit Ideas, Feelings, and Perceptions of Others Use open-ended questions
Present Feedback Must be based on trust Must be specific not general Offered when receiver is ready to accept it Include things receiver has control over
GROUP FORMATION Forming Storming Norming Performing Adjourning
Forming test each other out
Storming intragroup hostility
Norming sense of concern + cohesion
Performing members come to understand roles
Adjourning sense of loss = party
Created by: 876040441
 

 



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