members toward synergistic interactions influencing performance B u s i n e s s F i n a n c e
There are 2 responses. Write a 100 word responses for each.
Response 1:) Mark
It is easy to obscure the definition of team or group, however, the concepts of each are quite different. In organizational behavior, it is crucial to extenuate both the similarities and differences in the team and group dynamics and the managerial approach to mitigate both. In simple terms, a team is a group of individuals with complementary skills that share a common purpose, responsibility, and accountability for achieving performance goals. By contrast, a group is two or more individuals interacting to accomplish a common goal. (Ivancevich et al. pg. 247) There are similarities in both, such as goal orientation, whereas a group works on a common goal, but a team has a total commitment to common goals. A stark difference between the two is that of skill levels. For a group, the skill levels tend to be random, whereas, on a team, they could very well be complementary. A team’s culture is more centric to an ever-changing and conflicting environment; a group’s purpose is based on collaboration and goal attainment. It is the primary focus of the group to make the team successful.
As a manager, the correlation of group and team are relatively the same. In my experience, depending on the size of the project or organizational structure, the overarching success depends on two key factors: consensus and unity of effort. Buy-in on a common goal or set of tasks for a group is as tricky for a team. External to consensus and unity of effort, the middle ground has been conflict resolution or cohesion within the team dynamic. At the individual level, group cohesiveness tends to act as a controlling factor, influencing individual behaviors to adhere to group norms (Beal et al., 2003). At the group level, cohesiveness can help focus the members toward synergistic interactions influencing performance (Barrick et al. l., 1998; Soo & Won, 2009).
Konopaske, R., Ivancevich, J. M., Matteson, M. T., & Konopaske, R. (2018). Organizational behavior and management. McGraw-Hill Education.
Notgrass, D., Conner, C., & Bell, T. J., III. (2013). Leading external auditing teams: the correlation between leaders’ behaviors and team dynamics of cohesion and conflict. International Journal of Business and Public Administration, 10(2), 1+. https://link.gale.com/apps/doc/A352493823/AONE?u=b…
Response 2:) Binyoka
After completing the OB Matters exercise, my highest score was in the accommodating style of conflict and my second highest score was in the avoid style. The accommodating style of conflict puts the greater emphasis on meeting the needs of the other while minimizing its own concerns. This conflict style has proven to be more important than reaching a resolution that maximizes a particular group’s concerns. The avoiding conflict method of conflict resolution can be an effective and appropriate strategy in solving most difficult situations. During a particular heated conflict, temporary avoidance gives all parties the opportunity to calm down and refocus their perspective. Although this method seems to be a great system to resolving conflict, one must be sensitive to the triggers that would identify this method as the proper strategy for any particular situation.
I believe that my findings are an accurate picture of how I will lead and manage others in the future. I have always been that person that would put someone else’s needs before my own with boundaries set in place. I have learned over the years that there must be balance in everything we do. People will get acclimated to having their needs accommodated without ever trying to return the favor. With that being said, conflict resolution styles must be determined by the conflict. There is no universal method for all conflict matters. I believe that I can benefit from taking a conflict resolution class. My goal is to continue to sharpen my skills to become a better person for me and everyone I encounter.
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