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Transcript of Commitee s
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PERSPECTIVE MANAGEMENT
Committees, Teams and Group
Decision Making
GROUP MEMBERS:
Simran
Karthik
Sushant
Princy
Shraddha
Bipul
Swapna
Sweety
SnehaSanket
Sameer
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A committee is a group of persons to whom ,as a group,
some matter is committed.
FEATURES OF A COMMITTEESSome seek information
Others give information
Some try to encourage others to contribute
Some try to coordinate the groups effortSome try to achieve a compromise when disagreements
occur
INTRODUCTION
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FUNCTIONS OF COMMITEES
MANAGERIAL FUNCTIONS
Planning
Organizing
Staffing Leading
Controlling
OTHER FUNCTIONS
Make decisions
Authority to make recommendations to a manager
Formed to receive information
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COMMITTEE
FORMAL
Specifically delegated duties and authority
INFORMALOrganized without specific delegation
authority
FUNCTIONS OF COMMITEES
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REASONS FOR USING
COMMITTEES AND GROUPS
GROUP DELIBERATION AND JUDGEMENT
Its a variation of the adage that two head are better
than one
It should not be inferred that group judgement can be
obtained only through the use of committee
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FEAR OF TOO MUCH AUTHORITY IN A
SINGLE PERSON
Fear of delegating too much of authority to a single
person
This fear are especially pronounced in government
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REPRESENTATION OF
INTRESTED GROUP
Representation plays a part in establishment and
staffing of committees
Boards of directors are often selected on the basis of
group interested in the company
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CORDINATION OF
DEPARTMENTS,PLANS AND
POLICES
There are some general agreement that committees are
very useful for coordinating activities among various
organizational units. They are also useful for coordinating plans and policies
as well as their implementation
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TRANSMISSION AND SHARING OF
INFORMATION
Committees are useful for transmitting and sharing
information.
All group members are affected by a mutual problem
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CONSOLIDATION OF AUTHORITY
A manager in a department, branch, or section often has
only a portion of the authority necessary to accomplish
a program
Consolidation of authority is also known as splintered
authority.
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MOTIVATION THROUGH
PARTICIPATION
Committees permit wide participation in decision making
People who take part in planning
A program or making a decision usually feel moreenthusiastic about accepting and executing it
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DISADVANTAGES AND MISUSE OF
COMMITTEES They are costly.
They may result in compromises at the least common
denominator rather than in an optimal decision.
They may lead to indecision and they can also split
responsibility.
They can lead to a situation in which a few persons
impose their will on the majority, not allowing
participation of other members.
The committee form has often into disrepute
through misuse. In general, committees should not be
used as a replacement for a manager , for research
study, for unimportant decisions, and for decisions
beyond the participants authority.
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SUCCESSFUL OPERATION OF
COMMITTEES & GROUPS
Managers spend a great deal of time in committees. The
use of committees is due not only to the democratic
tradition but also to a growing emphasis on group
management and group participation in organizations.
In attempting to overcome some of the disadvantages of
committee, managers may find the following guidelines
useful.
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AUTHORITY
A committees authority should be spelled out so that its
members know whether their responsibility is to make
decisions & recommendations or merely deliberate &
give the chairperson some insights into the issue under
discussion.
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SIZE
The size of a committee is very important.
The complexity of interrelationships greatly increases.
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If the group is too large, there may not be enoughopportunities for adequate communication among its
members.
If the group consists of only 3 persons, there is a possibility
that 2 may form a coalition against the third member The larger the group, the greater the difficulty in obtaining a
meeting of the minds and the more time needed to allow
everyone to contribute.
SIZE
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MEMBERSHIP
The members of committee be selected carefully.
Committee is to be serve. They must also possess the
required authority and able to perform well in a group.
Finally members should have the capacity of
communicating well and reaching group decision byintegrated group .
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SUBJECT MATTER
Subject must be carefully selected. committee work
should be limited to subject matter can be handled in
group discussion .certain kinds to committee action
while others do not. For example may be suitable for
group while, an expert in the relevant specialized fieldmay better solve certain technical problems.
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CHAIRPERSON
The selection of the chairperson is crucial for an
effective committee meeting. such a person can avoid
the wastes and drawback of committees by planning the
meeting, preparing the agenda seeing that the result of
research are available to members ahead of time.chairperson sets the tone of meeting, integrates the
ideas, and keeps the discussion from wandering.
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COST-EFFECTIVENESS
A committee must be worth its costs. It may be difficult
to court the benefits,especilly such intangible factors as
morale, enhanced status of committee members and the
committee value as training device to enhance
teamwork. Committee can be justified only if the costsare offset by tangible and intangible benefits.
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ADDITIONAL GROUP
CONCEPTS.
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GROUP
A group may be defined as two or
more people acting interdependently
in a unified manner towards the achievement
of common goals.
A group is more than a collection of individuals
rather through their interactions, new forces and
new properties are created that need to be
identified and studied in themselves.
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CHARACTERISTICS OF GROUP
Members share one or common Goal Continuous interactions and communications between
the members
Each member assumes particular role so that Group
achieves the Goal. Any Group is actually a part of larger group formed
with specific purpose ( new design )
Common behavior pattern is expected amongst the
members of any group.
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SOCIOLOGICAL
CHARACTERSTICS
Groups develop norms which refer to the expectedbehavior of the group members.
Every group has a set of norms: a code of conduct about
what is acceptable behavior.
They may apply to everyone in the group or to certainmembers only. Some norms will be strictly adhered to
while others permit a wide range of behavior.
The group usually has sanctions (e.g., disapproval)
which it may apply in the case of "deviation".
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COMMON NORMS IN GROUPS
INCLUDE:
Taboo subjects,
Open expression of feelings
Interrupting or challenging the tutor
Volunteering one's services
Avoiding conflict
Length and frequency of contributions
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A SPECIAL KIND:FOCUS GROUP
The Focus group used for evaluating managerial aspects
within an organization.
A focus group is a form of qualitative research in which
a group of people are asked about their perceptions,
opinions, beliefs and attitudes towards a product,
service, concept, advertisement, idea, or packaging.
Questions are asked in an interactive group setting
where participants are free to talk with other group
members.
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WHERE ARE FOCUS GROUPS??
In marketing
In marketing, focus groups are seen as an important tool for
acquiring feedback regarding new products, as well as various
topics
In social sciencesIn the social sciences and urban planning, focus groups allow
interviewers to study people in a more natural setting than
one-to-one interview.
In usability engineering
In the Usability engineering, focus group is a survey method to
collect the views of users on a software or website
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FUNCTIONS AND ADVANTAGES OF
GROUPS
Groups are powerful in changing
behavior, attitudes and values and discipline
members.
Communication will differ when it is
channeled through one key member or when it
flows freely among all the group members.
Effect group interaction motivation
TEAMS
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TEAMS
A team can be defined as a small number of people
with complementary skills who are committed to a common purpose,set of performance goals, and approach for which they hold
themselves mutually accountable
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WHAT MAKES A TEAM???
A small number of consistent people, committed to a
purpose, with complementary skills and a common
approach to their work.
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TEAM BUILDING Process of creating and unifying a group into a
functioning work unit so that specific goals are
accomplished.
Team members must be convinced that the teams
purpose is worthwhile, meaningful and urgent.
Team members should also be selected according to the
skills needed to achieve the purpose.
There should the right mix of skills.
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SELF MANAGING TEAMS
The main idea of the self-managed team is that the
leader does not operate with positional authority.
Self-managed teams operate in many organizations to
manage complex projects involving research, design,
process improvement, and even systemic issue
resolution, particularly for cross-department projects
involving people of similar seniority levels.
Self-managed teams may be interdependent or
independent.
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VIRTUAL TEAMS
A virtual team is a group of people who work interdependently and
with shared purpose across space, time, and organization boundariesusing technology to communicate and collaborate.
Virtual team members can be located across a country or across the
world, rarely meet face-to-face, and include members from different
cultures.
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CONFLICTS IN COMMITTEES,GROUPS
AND TEAMS
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DISRUPTIVE CONFLICTS
Conflict inevitably arises in one form or another in
varying degrees due to the mere group and/or team
dynamics of having people with differing backgrounds,
ideas, and potential agendas coming together in an
effort to accomplish a common goal.
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Conflict is generally considered to be negative and
something to be avoided.
People feel threatened , accelerated in a competitive
environment; results from personality differences,differences of opinions, clashes in values.
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NOT ALL GROUPS ARE TEAMS
The Characteristics of a Real Team Characteristics of a Work Group
Shared Leadership roles Strong, clearly focused leader sololeader
Team discusses, decides, and does real
work together
The Leader discusses, decides and
delegates
Specific Team purpose that the teamdelivers itself
The groups purpose is the same as theorganizational mission
Individual and mutual team
accountability Individual Accountability
Collective work products Individual work products
Measures performance directly by
assessing collective work products
Measures effectiveness indirectly,
Eg: financial performance of the business
Encourages open-ended discussion and
active problem-solving meetings
Runs efficient meetings with information
sharing main activity
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