Synergy is an interaction or cooperation giving rise to a whole that is greater than the simple sum of its parts. The term synergy comes from the Attic Greek word συνεργία synergia from synergos, συνεργός, meaning "working together".
A team is a group of individuals working together to achieve their goal.
In social science and politics, power is the capacity of an individual to influence the actions, beliefs, or conduct (behaviour) of others. The term authority is often used for power that is perceived as legitimate by the social structure, not to be confused with authoritarianism. One can regard power as evil or unjust; however, power can also be seen as good and as something inherited or given for exercising humanistic objectives that will help, move, and empower others as well. In general, power derives from the factors of interdependence between two entities and the environment. The use of power need not involve force or the threat of force (coercion). An example of using power without oppression is the concept "soft power". Much of the recent sociological debate about power revolves around the issue of its means to enable – in other words, power as a means to make social actions possible as much as it may constrain or prevent them.
Group dynamics is a system of behaviors and psychological processes occurring within a social group, or between social groups. The study of group dynamics can be useful in understanding decision-making behaviour, tracking the spread of diseases in society, creating effective therapy techniques, and following the emergence and popularity of new ideas and technologies. These applications of the field are studied in psychology, sociology, anthropology, political science, epidemiology, education, social work, business and managerial studies, as well as communication studies.
In the social sciences, a social group can be defined as two or more people who interact with one another, share similar characteristics, and collectively have a sense of unity. Other theorists disagree however, and are wary of definitions which stress the importance of interdependence or objective similarity. Instead, researchers within the social identity tradition generally define it as "a group is defined in terms of those who identify themselves as members of the group." Regardless, social groups come in a myriad of sizes and varieties. For example, a society can be viewed as a large social group.
Historically there have been differences among investigators regarding the definition of organizational culture. Edgar H. Schein, a leading researcher in this field, defined "organizational culture" as comprising a number of features, including a shared "pattern of basic assumptions" which group members have acquired over time as they learn to successfully cope with internal and external organizationally relevant problems. Elliott Jaques first introduced the concept of culture in the organizational context in his 1951 book The Changing Culture of a Factory. The book was a published report of "a case study of developments in the social life of one industrial community between April, 1948 and November 1950". The "case" involved a publicly-held British company engaged principally in the manufacture, sale, and servicing of metal bearings. The study concerned itself with the description, analysis, and development of corporate group behaviours.
Teamwork is the collaborative effort of a group to achieve a common goal or to complete a task in the most effective and efficient way. This concept is seen within the greater framework of a team, which is a group of interdependent individuals who work together towards a common goal. Basic requirements for effective teamwork are an adequate team size. The context is important, and team sizes can vary depending upon the objective. A team must include at least 2 or more members, and most teams range in size from 2 to 100. Sports teams generally have fixed sizes based upon set rules, and work teams may change in size depending upon the phase and complexity of the objective. Teams need to be able to leverage resources to be productive, and clearly defined roles within the team in order for everyone to have a clear purpose. Teamwork is present in any context where a group of people are working together to achieve a common goal. These contexts include an industrial organization, athletics, a school, and the healthcare system. In each of these settings, the level of teamwork and interdependence can vary from low, to intermediate, to high, depending on the amount of communication, interaction, and collaboration present between team members. E. g. Team work coordinates the work as early as possible
Political psychology is an interdisciplinary academic field, dedicated to understanding politics, politicians and political behavior from a psychological perspective, and psychological processes using socio-political perspectives. The relationship between politics and psychology is considered bidirectional, with psychology being used as a lens for understanding politics and politics being used as a lens for understanding psychology. As an interdisciplinary field, political psychology borrows from a wide range of other disciplines, including: anthropology, sociology, international relations, economics, philosophy, media, journalism and history.
The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who said that these phases are all necessary and inevitable in order for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results. As Tuckman knew these inevitable phases were critical to team growth and development, he hypothesized that along with these factors that interpersonal relationships and task activity would enhance the four-stage model that is needed to successfully navigate and create and effective group function.
Cooperative learning is an educational approach which aims to organize classroom activities into academic and social learning experiences. There is much more to cooperative learning than merely arranging students into groups, and it has been described as "structuring positive interdependence." Students must work in groups to complete tasks collectively toward academic goals. Unlike individual learning, which can be competitive in nature, students learning cooperatively can capitalize on one another's resources and skills. Furthermore, the teacher's role changes from giving information to facilitating students' learning. Everyone succeeds when the group succeeds. Ross and Smyth (1995) describe successful cooperative learning tasks as intellectually demanding, creative, open-ended, and involve higher order thinking tasks. Cooperative learning has also been linked to increased levels of student satisfaction.
Organizational architecture has two very different meanings. In one sense it literally refers to the organization's built environment and in another sense it refers to architecture metaphorically, as a structure which fleshes out the organizations. The various features of a business's organizational architecture has to be internally consistent in strategy, architecture and competitive environment.
Politeness theory, proposed by Penelope Brown and Stephen C. Levinson, centers on the notion of politeness, construed as efforts on redressing the affronts to a person's self-esteems of effectively claiming positive social values in social interactions. Such self-esteem is referred as the sociological concept of face to discuss politeness as a response to mitigate or avoid face-threatening acts such as requests or insults. Notable components in the framework of the theory include positive and negative faces, face threatening act (FTA), strategies for doing FTAs and factors influencing the choices of strategies; each described below.
Stages of development may refer to:
Simulation software is based on the process of modeling a real phenomenon with a set of mathematical formulas. It is, essentially, a program that allows the user to observe an operation through simulation without actually performing that operation. Simulation software is used widely to design equipment so that the final product will be as close to design specs as possible without expensive in process modification. Simulation software with real-time response is often used in gaming, but it also has important industrial applications. When the penalty for improper operation is costly, such as airplane pilots, nuclear power plant operators, or chemical plant operators, a mock up of the actual control panel is connected to a real-time simulation of the physical response, giving valuable training experience without fear of a disastrous outcome.
The goal of most research on group development is to learn why and how small groups change over time. To quality of the output produced by a group, the type and frequency of its activities, its cohesiveness, the existence of group conflict.
The Procter & Gamble Company (P&G) is an American multinational consumer goods corporation headquartered in Cincinnati, Ohio, founded in 1837 by William Procter and James Gamble. It specializes in a wide range of personal health/consumer health, and personal care and hygiene products; these products are organized into several segments including Beauty; Grooming; Health Care; Fabric & Home Care; and Baby, Feminine, & Family Care. Before the sale of Pringles to Kellogg's, its product portfolio also included food, snacks, and beverages. P&G is incorporated in Ohio.
Situational Leadership Theory, or the Situational Leadership Model, is a model created by Paul Hersey and Ken Blanchard, developed while working on Management of Organizational Behavior. The theory was first introduced in 1969 as "life cycle theory of leadership". During the mid-1970s, life cycle theory of leadership was renamed "Situational Leadership Theory." Hersey and Blanchard's model is considered as part of the larger Situational and Contingency Theories of Leadership of which Fiedler's Contingency Model of Leadership Situation is also a part.
Objectives, goals, strategies and measures (OGSM) is a strategic planning process that provides clear goals and identifies the strategic choices to achieve them. It defines the measures that will be followed to assure that goals are met and helps groups work together toward common objectives, across functions, geographical distance and throughout the organization. OGSM’s origins can be traced back to Japan in the 1950s, stemming from the process and strategy work developed during the Occupation of Japan, post-World War II. It has since been adopted by many Fortune 500 companies. In particular, Procter & Gamble uses the process to align the direction of their multinational corporation around the globe.
Deborah Ann "Deb" Henretta is an American businesswoman. She is a senior adviser for General Assembly, a global education and technology company, as well as SSA & Company, a New York-based management consulting firm. Prior to her current position, she retired in 2015 from a 30-year career at Procter & Gamble, culminating in becoming one of only two top-level women executives for the consumer goods organization.
Collaborative Control Theory (CCT) is a collection of principles and models for supporting the effective design of collaborative e-Work systems. Beyond human collaboration, advances in information and communications technologies, artificial intelligence, multi-agent systems, and cyber physical systems have enabled cyber-supported collaboration in highly distributed organizations of people, robots, and autonomous systems. The fundamental premise of CCT is: Without effective augmented collaboration by cyber support, working in parallel to and in anticipation of human interactions, the potential of emerging activities such as e-Commerce, virtual manufacturing, telerobotics, remote surgery, building automation, smart grids, cyber-physical infrastructure, precision agriculture, and intelligent transportation systems cannot be fully and safely materialized. CCT addresses the challenges and emerging solutions of such cyber-collaborative systems, with emphasis on issues of computer-supported and communication-enabled integration, coordination and augmented collaboration. CCT is composed of eight design principles: (1) Collaboration Requirement Planning (CRP); (2) e-Work Parallelism (EWP); (3) Keep It Simple, System (KISS); (4) Conflict/Error Detection and Prevention (CEDP); (5) Fault Tolerance by Teaming (FTT); (6) Association/Dissociation (AD); (7) Dynamic Lines of Collaboration (DLOC); (8) Best Matching (BM).
