Part 6 n 3 a Lil Collabrative Strategies n Grup Procss Approchesa
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Transcript of Part 6 n 3 a Lil Collabrative Strategies n Grup Procss Approchesa
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COLLABORATIVE STRATEGIES AN
GROUP PROCESS APPROACHES
GROUP MEMBERS:
RASHMI S CHAPLOT 50ANIRUDDH NAGARKATTE 06PRATIK VIRA 44UMESH SHARMA 62KETAN BHANUSHALI 30
KETAN JAIN 73CASSANDRA PEREIRA 13CHIRAG SOMAIYA 16RAJIV KHANDELWAL 47
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COLLABORATIVE STRATEGIES
Collaborative Strategies are where two or more
organizations agree to work together to achieve theirobjectives. This represents a fundamental shift instrategic orientation because the strategies, goals,structures, and processes of two or more organizations
become interdependent and must be coordinated andaligned.
Rashmi
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Collaborative Strategies allow organizations to performtasks that are too costly and complicated for singleorganizations to perform.
Whenever a good or service from one of these tasks isexchanged between two units, a transaction occurs.
Rashmi
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ALLIANCE INTERVENTIONS
An alliance is formal agreement between twoorganizations to pursue a set of private and commongoals through the sharing of resources, includingintellectual property, people, capital, technology,capabilities, or physical assets.
The term alliance generally refers tolicensing agreementsfranchiseslong term contracts andjoint ventures.
Rashmi
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Rashmi
AIRTEL-INFOSYS
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Aniruddh
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Mahindra - Renault
Aniruddh
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FOUR STEPS FOR CREATING
NETWORK
IDENTIFICATION
CONVENTION
ORGANISATION
EVALUATION
Pratik
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IDENTIFICATION
RELEVANT SKILLS
KNOWLEDGE
RESOURCES
KEY STAKEHOLDERS
Pratik
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CONVENTION
COSTS AND BENEFITS
TASK PERCEPTIONS
Pratik
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ORGANISATION
LEADERSHIP
STRUCTURES
COMMUNICATION
POLICIES AND PROCEDURES
Pratik
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EVALUATION
PERFORMANCE OUTCOMES
QUALITY OF INTERACTION
MEMBER SATISFACTION
Pratik
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THIRD PARTY INTERVENTIONS
Third party interventions focus on conflictsarising between two or more people withinthe same organization.
Conflict can arise over substantive issues.
Third Party Conflict cannot resolve allinterpersonal conflicts in organizations.
Umesh
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EPISODIC MODEL OF CONFLICT
Interpersonal conflict often occurs initerative, cyclical stages known asepisodes.
Conflict has both costs and benefits tothe organizations.
Episodic model identifies fourstrategies for conflict resolution.
Umesh
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Ketan V
TEAM BUILDING
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Ketan V
TEAM BUILDING
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TEAM BUILDING ACTIVITIES
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CLASSIFICATION
Level of activity Orientation of activity
Diagnostic Development
One or more individuals Instruments, interviews and
feedback to understand style
and motivations of group
members
Coaching
360-degree feedback
Third-party interventions
Group operations and
behaviour
Surveys, interviews and team
meetings to understand the
groups processes and
procedures
Role clarification
Mission and goal development
Decision-making processes
Relationships with the
organisation
Surveys and interviews to
understand how the group
relates to its organisation
context
Strategic planning
Stakeholder analysis
Ketan J
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ACTIVITIES IN GROUPS OPERATION
Focus of team building is related to task performanceand group process.
An Organizations Developmental activities aim toimprove the groups process and functioning.
Team Development is an inward look by the team atits own performance behavior and culture for thepurpose of dropping out dysfunctional behaviors andstrengthening functional ones.
Diagnostic activities involve gathering data throughquestionnaires and interviews.
Cassandra
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DATA INCLUDES INFORMATION ON:
Leadership styles and behavior.
Goals and Objectives.
Decision making processes. Organizational Culture.
Communication Patterns.
Interpersonal relationships and Effective group functioning.
Cassandra
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TEAM DEVELOPMENT ACTIVITIES
This includes role clarification,improving goal clarityand member commitment,decision making,problemsolving process,changing norms,risk taking andimproving communication.
A groups relationship is an important aspect of groupeffectiveness.
Diagnostic activities focus on groups organizationalrole and interaction with other groups.
Developmental activities improve groups contributionto organization,acquiring resources and output interms of cost, quality and quantity.
Cassandra
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TEAM BUILDING
Managers role in team building
Need for a consultant
Importance of contribution by both
Manager and Consultant
Chirag
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TEAM BUILDING
RESULTS
Improves employee openness and decision making
Improves productivity and costs
Affects quality of performance
Chirag
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Network Management
Create Instability in the Network
Manage the Tipping Point
Rely on Self Organization
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Conclusion
Collaborative Strategies Intervention & Its Stages
Network Creation & Evaluation
Activities in Group Application
Third Party Interventions & Conflict
Conflict Resolution
Team Building
Classification
Rajiv