DECISION MAKING. Faulty Decision Making GUT INSTINCTS UNCONSCIOUS DECISION MAKING TRAPS.
Group formation and decision making
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Transcript of Group formation and decision making
Group Formation And
Decision Making
GROUP
A group can be defined as two or more individuals
coming together to accomplish a particular task or
goal.
CHARACTERSESTICS OF GROUP
Two or more person
Interaction
Reasonable size
Shared goal interest
Stability
Collective identity
Group Dynamics
Attitudinal and behavioural characteristics of
a group.
Group dynamics concern
how groups form
Structure
How they function.
TYPES OF GROUPS
Group
Formal GroupInformal Group
Command Group
Task Group
Friendship Group
Interest Group
Reference Group
CHARACTERESTICS OF FORMAL AND INFORMAL GROUPS
Characteristics Formal Groups Informal Groups
Objective Task accomplishment Member satisfaction
Origin Management Individual members
Structure Formal Informal
Orientation Task oriented Relation oriented
Influence Formal authority Personality
Leadership Formal leader Informal leader
Control Formal controls Social sanctions
GROUP PROPERTIES
RoleNormsStatusSizeCohesiveness
Role Set of activities expected from a person occupying a
particular position in a group. Members may have to play multiple roles. Roles are impersonal.
Norms Set of informal rules, beliefs and values that guide
members behaviour. Define the boundaries of acceptable and unacceptable
behaviour.
Status Relative prestige, social position or rank given to
groups by others. Formal status system-due to official position informal status system-due to a particular person
Size Number of members in a group. Smaller groups are faster and effective. Larger groups creates free riders and social loafing.
Cohesiveness Degree to which members are attracted to each
other. Individuals are motivated to stay in group. Relationship between cohesiveness and productivity
depends on performance norms.
Relation between Productivity and Cohesiveness
GROUP DECISION MAKING
Group Think
Situation in which the conformity
pressures will prevent the group
from encouraging the unpopular
views or minority views.
Group Shift•The initial positions of individual members are
exaggerated toward a more extreme position
while in groups.
•When in groups, individuals are likely to make
riskier decisions.
Group Decision Making Techniques
Ordinary Group Interactions
Brainstorming
Nominal Group Technique
Delphi Technique
Electronic Meeting
Ordinary Group Interactions
Conventional method where the chairman calls the meeting,
explains the problem and tries to get a result.
Sub optimal decisions are often reached just to end the meeting.
Brainstorming
Use of brain to storm a problem.
Group members express themselves freely, regardless of how
crazy or wild their ideas may appear to others.
Principles of brain storming
Deferred judgement- all ideas are encouraged without criticism
and evaluation.
Quantity breeds quality- as more ideas come forth, quality
one’s will be developed.
Nominal Group Technique
Members of the target group are brought forward and
presented with a problem.
Each member writes down his ideas silently and
independently.
Each member presents a single idea (best idea) to the
group, which is written on the blackboard for all to
see.
A discussion is held to clarify and evaluate ideas.
Meeting concludes with a silent, independent vote on
priorities through a rank ordering
Delphi Technique
Members are physically dispersed and do not meet face to
face.
Members independently answers a series of questionnaires.
Suggestions are pooled and feedback report is given by the
chairperson.
Second stage questionnaire are sent for reaction and
reassessment.
Members evaluates the feedback report and generates new
suggestions.
Process is continued until a clear solution emerges.
Electronic Meeting System way of conducting meetings supported by computer
technologies.