During our recent group presentations, we covered negotiation, building teams, working in groups, managing conflict, effective meetings, facilitating team success, managing decisions and solving problems creatively (De Janasz, Wood, Gottschalk, Dowd, Schneider. 2006, pg 196-314). Our team was given working in teams for success as a presentation topic. I believe we not only clarified the topic but managed to use the content to our own benefit and produce a successful presentation. This essay highlights our ability to work co-operatively in a team, initiate a successful presentation, and reveal what we can do next time to improve our work techniques.
“Negotiation is the process of two individuals or groups reaching a joint agreement about differing needs or ideas” (Saaty, Thomas L.1990). From the beginning of our group work the six of us negotiated an effective meeting time. Some were more lenient than others, but after a quick discussion we came to an agreement. “Groups must be able to coordinate themselves in a flexible manner, and there must be commitment to group goals which both direct and motivate members” (Oliver, Jim R, 1996). We all wanted to help and cooperate as much as possible to give us the best chance of reaching our outcome. The outcome being a successful presentation. Our decision making process needed to assess, “which aims are more important than others? What is likely to take place? What should we plan for and how do we bring it about? These and other questions demand a multicriteria logic” (Saaty, Thomas L. 1990). Three major sub goals were divided; technology (slide), speeches (information) and creativity (games and short films). “Identify the overall goal. What are you trying to accomplish? What is the mai...
... middle of paper ...
...role of conversation in producing intentional change in organisations’. Academy of management review, 20 (3), pg 542-570
McClatchy, Jamie Herzlich. 14 Jan 2008, ‘Tribune business news.’ Washington
Oliver, Jim R, 31 July. 1996, ‘A machine learning approach to automated negotiation & prospects for electoral commerce.’ http://opim.wharton.upenn.edu/-oliver27/papers/jmis.ps.
Saaty, Thomas L. 1990 ‘Multicriteria decision making : the analytic hierarchy process : planning, priority setting resource allocation.’ Pittsburgh, Pa. United States
Severin, Werner J., Tankard, James W., Jr, 1999. ‘Communication theories.’ Origins, Methods, Uses. New York: Hastings House, pg 29-37
Shaw and Barret-power. November 08, 2004 ‘The Effects of Diversity on Small Work Group Processes and Performance’. Journal Human Relations. Springer Netherlands. Volume 51, Pages 1307-1325
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369
An effective team typically develops through several stages. Tuckman and Jensen developed a model for how teams should develop that includes five stages: forming, storming, norming, performing and adjourning (as cited in Martin ,2006 and Fulk, Bell,& Bodie ,2011). In forming, the first stage in team development, team members are introduced to the team’s purpose and goals(Martin, 2006 ; Fulk et al. ,2011). Fulk et al. (2011) explain that members are usually motivated and excited about working together to accomplish the specific goal, but they point out that interactions among team members can be affected by uncertainty about purpose, anxiety, mistrust ,and reluctance to share ideas and opinions. Nevertheless, despite such uncertainties, team members usually avoid conflict and move on to the next stage, storming(Fulk et al.,2011). Unlike the forming stage, the storming stage is marked by conflict (Martin...
The group collaborative performance piece for CAPA1001 is essentially an illustration of how maladaptive behaviour can interfere and conflict with the social norms and social cohesion that share elements of time, place and space. The social experiments were conducted at the Ourimbah university campus, whereby some people were asked prior to social experimentation if they would like to participate, while others were not asked at all. This in turn enabled our project to receive a wider range of diversity in terms of reactions, and to assist the piece to be displayed as comical in the context as it was intended. The experiments included the use of whoopee cushions, stealing balls off pool tables while games where being played, randomly eating
Negotiations and back-room dealings happen in any possible setting at any possible moment. Regardless of whether a bargain is two people negotiating a business deal, eighty people silently weighing the pros and cons of drawing attention to themselves, or one single person unconsciously deciding to give up individuality to wrest some semblance of power from the system, a choice is being made between various options.
Diversity is a highly important issue in today’s business, especially in a globalized company. Workplace diversity helps to get better solutions to business problems (Schawbel, 2012). When you have a group of individ...
In order to evaluate my role within the group, it is important to identify what makes a group. A group must firstly consist of more than three members, “Two members have personal relationships; with three or more there is a change in quality” of the personal relationship. (Bion 1961, p26) The group must have a common purpose or a goal in order to succeed. Having now completed my group work task, I can look back and reflect upon the process that my group went through to get to the presentation end point.
pp. 309-329, 371-393, 241-259. Engleberg, I., Wynn, D., & Schuttler, R., (2003). Working in Groups: Communication Principles and Strategies (3rd ed.) Boston: Houghton-Mifflin.
Engleberg, Isa N. and Dianna R. Wynn. Working in Groups. 6th ed. Boston: Pearson, 2012. Print.
McCarthy, A. (n.d.). 10 rules of negotiation. Negotiation Skills. Retrieved March 31, 2014, from http://www.negotiation-skills.org
West, Richard, & Turner, Lynn H. (2000). Introducing Communication Theory: Analysis and Application. Mountain View, CA: Mayfield publishing.
Griffin, E. A. (1997). A first look at communication theory (3rd ed). The McGraw-Hill Companies, Inc.
In David Wright’s “The Myths and Realities of Teamwork,” (Wright, D., 2013), he outlines six myths that are ubiquitous and perpetuated by many people. Here is a short examination of all six.
Negotiations always occur between parties who believe that some benefit may come of purposeful discussion. The parties to a negotiation usually share an intention to reach an agreement. This is the touchstone to which any thinking of negotiations must refer. While there may be some reason to view negotiations as attempts by each party to get the better of the other, this particular type of adversarial negotiation is really just one of the options available. Among the beginning principles of a negotiation must be an acknowledgment that the parties to a negotiation have both individual and group interests that are partially shared and partially in conflict, though the parameters and proportions of these agreements and disagreements will never be thoroughly known; this acknowledgment identifies both the reason and the essential subject matter for reflection on a wide range of issues relevant to a negotiation. (Gregory Tropea, November 1996)
Working in teams provides an opportunity for individuals to come together and establish a rapport towards others within a group. Teamwork is classified as people with different strengths and skills who work together to achieve a common goal. When a team works well, specific objectives are fulfilled and satisfied. Teamwork plays a crucial role in implementing and fulfilling a common goal in a team project. Each member plays a role and takes on different responsibilities combined together. In different stages of teamwork, conflicts and arguments may occur for as members have different standpoints which need to be harmonized within the team. The key to having an effective teamwork is to explore each member's unique abilities to motivate them.
The first stage of the negotiation is preparation. It is the fundamental process of negotiation. The purpose of preparation is to identify the opposing interests and priorities on the issue addressed (Ya’akub, 2014). The negotiator must have the information and knowledge of factual facts regarding the issue discussed. In addition, it is also to ensure that the negotiator be knowledgeable about the relevant information of the matter addressed. During this stage, the preparation includes the outlining of both sides negotiator interests for the purpose of identifying common interests among them (Ya’akub, 2014). It is important in order to ensure that mutual agreement will be achieved. This is because both sides of negotiator will have different interest in the same issue that will be addressed. Other than that, the preparation also includes the preparation for alternative options in case the initial options are rejected. As for this reason, the outcome of the negotiation is depending on how well does the negotiator being prepared for any possible change of plan. Moreover, the negot...