Tactics related to group dynamics involve the managerial functions outlined by the P-O-L-C framework
1. How do the tactics related to group dynamics involve the managerial functions outlined by the P-O-L-C framework?
2. What are the distinctions among procedural, interactional, and distributive justice? List ways in which you could increase each of these justice perceptions.
Sample Solution
The tactics related to group dynamics involve the managerial functions outlined by the P-O-L-C framework in a variety of ways. The Planning function is concerned with creating an organizational strategy for meeting goals and objectives which includes setting targets, developing strategies, and allocating resources (Robbins & Coulter 2015). Group dynamics can play an important role here as managers need to be aware of how different personalities interact within teams when creating plans. For example, a team composed of members who are highly competitive or prone to conflict may not be suitable for certain tasks that require collaboration or consensus building.
Organizing involves coordinating activities between various divisions and departments (Robbins & Coulter 2015) and this too can benefit from using insights gained through understanding group dynamics. Managers should be mindful of how each team member’s strengths and weaknesses affect their ability to participate in group projects—for instance, if a person has difficulty speaking up during meetings then other members may have to take on more responsibility for completing tasks assigned to them.
Leading requires managing relationships between people within an organization as well as motivating them towards accomplishing specific goals (Robbins & Coulter 2015). Here the tactics related to group dynamics allow managers to identify patterns such as where individuals work best in certain settings or what type of rewards they respond most favorably too—allowing managers tailor approaches accordingly in order maximize efficiency while minimizing friction amongst team members.
Finally Controlling involves monitoring performance against established standards so that corrective action can be taken where necessary (Robbins & Coulter 2015). But it is also important for managers to recognize that any discrepancies might also arise due interpersonal problems rather than individual incompetence—issues such as communication breakdowns or lack of trust amongst teammates for example–which again is where knowledge about group dynamics becomes invaluable.
