I ndividual a ctivity members meet as a group but

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I NDIVIDUAL A CTIVITY Members meet as a group, but before any discussion, they independently, silently write down their ideas/possible solutions on the problem G ROUP A CTIVITY After this silent period, each member presents one idea to the group Members take turns presenting ideas (no discussion takes place until all ideas have been presented & recorded) Group then discusses ideas for clarity & evaluate s them I NDIVIDUAL A CTIVITY Each member silently & independently ranks/votes on ideas . → Idea w/ highest total ranking is the final decision Electronic Meetings = mtg where members interact on computers, allows for anonymity of comments & aggregation of votes - nominal group technique + computer tech - up to 50 ppl sit around horse-shoed table w/ computer terminals - issues presented to participants & they type their responses into computer - individual comments & votes displayed on projection screen Advantages: Anonymity , Honesty , Speed - ppl can anonymously type any msg they want & it flashes on screen for all to see - allows ppl to be honest w/o penalty - fast b/c no chitchat, discussion don’t digress, many can “talk” at once Evaluating Group Effectiveness TYPE OF GROUP E FFECTIVENESS C RITERIA I NTERACTING B RAINSTORMING N OMINAL E LECTRONIC # of ideas Low Moderate High High Quality of ideas Low Moderate High High Social Pressure High Low Moderate Low $$ costs Low Low Low High Speed Moderate Moderate Moderate High Task orientation Low High High High Potential for interpersonal conflict High Low Moderate Low Feelings of accomplishment High to Low High High High
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P ART 4: S HARING THE O RGANIZATIONAL V ISION Commitment to solution High N/A Moderate Moderate Develops group cohesiveness High High Moderate Low THE INFLUENCE OF THE LEADER ON GROUP DECISION MAKING leader-participation model = leadership theory that provides a set of rules to determine the form & amnt of participative decision-making in diff. situations (by Victor Vroom , Philip Yetton ) - incorporates 12 contingencies (whose relevance could be identified by making “yes” or “no” choices) + 5 leadership styles + set of problem types - Major decision factors: Quality of decision required Degree of commitment needed from participants Time available to make decision 5 possible behaviours leaders could use: Autocratic I (AI) You solve the problem, or make a decision yourself using w/e facts you have. Autocratic II (AII) You obtain necessary info from employees & then decide on the solution yourself. You may (not) tell employees about the nature of the situation you face. You seek relevant facts from them, not their advice/counsel. Consultative I (CI) You share problem w/ relevant employees one-on-one, getting their ideas & suggestions. BUT final decision is yours alone. Consultative II (CII) You share problem w/ employees as a group & collectively obtain ideas & suggestions. Then you make the decision, which may (not) reflect employees’ influence. Group II (GII) You share problem w/ employees as a group. Your goal: help group concur on a decision. Your ideas not given any greater weight than others’.
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P ART 4: S HARING THE O RGANIZATIONAL V ISION CREATIVITY IN ORGANIZATIONAL DECISION MAKING creativity
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