Leadership Quarter

Group Dynamics Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Outline

The predecessor lecture is Group Decisions Quarter.

• Team building. High interaction among team members to increase trust and openness.
• Traditional view of conflict. The view that all conflict is bad and must be avoided.
• Adjourning stage. The fifth stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance.
• Forming stage. The first stage of group development in which people join the group and then define the group's purpose, structure, and leadership.
• Collaborating. A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.
• Competing. A desire to satisfy one's interests, regardless of the impact on the other party of the conflict.
• Compromising. A situation in which each party to a conflict is willing to give up something.
• Accommodating. The willingness of one party in a conflict to place the opponent's interests above his or her own.
• Avoiding. The desire to withdraw from or suppress a conflict.
• Functional conflict. Conflict that supports the goals of the group and improves its performance.
• Functional conflict. A conflict that supports a group's goals and improve its performance.
• Conflict process. A process that has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes.
• Conflict. A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
• Conflict. Perceived incompatible differences that result in interference or opposition.
• Dyadic conflict. Conflict that occurs between two people.
• Dysfunctional conflict. Conflict that hinders group performance.
• Dysfunctional conflict. A conflict that prevents a group from achieving its goals.
• Felt conflict. Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility.
• Group cohesion. The extend to which members of a group support and validate one another while at work.
• Group cohesiveness. The degree to which group members are attracted to one another and share the group's goals.
• Group functioning. The quantity and quality of a group's work output.
• Human relations view of conflict. The view that conflict is a natural and inevitable outcome in any group.
• Interactionist view of conflict. The view that some conflict is necessary for a group to perform effectively.
• Intergroup conflict. Conflict that occurs between different groups or teams.
• Intergroup development. Organizational development efforts to change the attitudes, stereotypes, and perceptions that groups have of each other.
• Interrole conflict. A situation in which the expectations of an individual's different, separate groups are in opposition.
• Intragroup conflict. Conflict that occurs within a group or team.
• Norm. A standard or expectation that is accepted and shared by a group's members.
• Norming stage. The third stage of group development, characterized by close relationships and cohesiveness.
• Norm. An acceptable standard of behavior within a group that is shared by the group's members.
• Perceived conflict. Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
• Performing stage. The fourth stage of group development when the group is fully functional and works on group task.
• Punctuated-equillibrium model. A set of phases that temporary groups go through that involves transitions between inertia and activity.
• Role ambiguity. When role expectations are not clearly understood.
• Role conflict. A situation in which an individual is confronted by divergent role expectations.
• Role conflict. Work expectations that are hard to satisfy.
• Role expectations. How others believe a person should act in a given situation.
• Role overload. Having more work to accomplish than time permits.
• Role perception. An individual's view of how he or she is supposed to act in a given situation.
• Role. A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
• Role. Behavior patterns expected of someone occupying a given position in a social unit.
• Status characteristics theory. A theory that states that differences in status characteristics create status hierarchies within groups.
• Status. A prestige grading, position, or rank within a group.
• Status. A socially defined position or rank given to groups or group members by others.
• Storming stage. The second stage of group development, characterized by intragroup conflict.

The successor lecture is Resource Acquisitions Quarter.