INTRODUCTION of the group, I directed members into

INTRODUCTION

Our group film argued that thinking machinery and automation are substituting human jobs
and tasks besides changing all skills and talents that companies are searching for in
individuals. At a period when leaders of businesses are now struggling with astonishing
disruption, and risks, societal and political disruption, thinking machinery and automation
are elevating huge talent, HR, and organizational challenges.

a. Critical reflection on the group task of making a film

In making, editing and planning of our film, I noticed that costs of coordination increase
with the size of the Group. That is, the more the persons in a group, the more the schedules,
parts for delegation, ideas to deliberate, sections to incorporate.The smaller the group; the
lower the cost of coordination. I also noticed that the Tasks, where members of the group are
very dependent on other at every stage, have advanced costs of coordination than errands
allowing students to divide-and-conquer. Group members’ heterogeneity raises costs of
coordination, mainly where issues of language compete with bridging cultural variances as
well as the disparate skills of integration. Therefore, the strategies we implemented to
mitigate or reduce costs of coordination include assigning roles like scheduler, leader of the
group, keeping the group small, find some class-time for the group get-togethers, apply
group skills or resumes lists to aid team delegate some subtasks. As the leader of the group,
I directed members into digital apparatuses that shall facilitate asynchronous and/or remote
meetings, actively built conflict and communication resolution platforms and designated
time in our project calendar for our group to incorporate parts.

As the group leader, I noticed that costs of motivation are the hostile influences on group
motivation. These include acts like Free- riding where a group member leaves most of the
tasks to some diligent, few members. This act erodes the continuing incentive of diligent
members. Social loafing, that is, members of the group exerting fewer efforts than they
should due to the absence of accountability, lowers productivity of the group. Conflicts in
the group erode the optimism and lead to withdrawing of members. If the conflict is not
addressed effectively, it causes deeply cynical opinion of members. I employed the
following strategies to cover both potential and preexisting problems of motivation. I
established clear objectives for every group member, by establishing ground regulations,
and/or rules using member contracts. I increased individual liability by merging group and
individual evaluations. I took time off to teach skills of conflict resolution as well as
reinforce the avenues through role-play reactions to any theoretical team scenarios of
conflict. I assessed group progressions through periodic procedure reports, peer and self-
evaluations of each member.

On what I noticed about the leadership of the group, I noticed that Intellectual expenses are
a vital influence on a group. Intellectual expenses are the group-behavior characteristics that
will reduce productivity and creativity. These costs comprise of features like Group
thinking. This is the habit of the group to follow some perceived popular view even where
that opinion is clearly wrong for the objective or film process. Commitment escalation is
another characteristic of group ventures. It is the trend of the group members becoming
more dedicated to their group strategies and plans over a period-of-time, including the
ineffective strategies. Transparency misapprehensions are habits of the group associates to
be certain of their attitudes, reasons, and thoughts as more understandable to the rest than
actually is. The common information effect is another characteristic of group works. It is the
trend of group members focusing on the date all other members offer and ignoring unique
evidence regardless of its relevancy.

In comparison to other groups, my experiences with this group were better. To lessen
intellectual expenses and raise the productivity and creativity of the group, we preceded
brainstorming in the group with some periods of personal brainstorming. This is sometimes
termed as the nominal-group method. This technique envisions group thinking and assists
the whole group in generating and considering ideas that are more diverse. Every group
member was encouraged to highlight and deliberate on his or her offerings in some
intervallic self-assessments. As a group, we created structured openings at the project’s
halfway phase to permit every member to revise and reevaluate their approaches and
strategies. The assigning of duties and parts to every member reduced rebellion and
intellectually pushed the group. It eliminated any devil’s advocates.

On the process of filming, I am of the view that a stronger script was needed, especially for
the character sweeps and whole presentation flow. Though the group could have wanted to
see the person, as well as more of people presentation, the writing was, at the same time,
profound and humorous. The lighting and cinematography accentuated the humor though
our editing team was similarly crucial for the smooth transition. Almost certainly, the lone
instances I can reflect on where our camera became the character is in the labor history or
the working. Nonetheless, our mirror trend is replicated easily all through. The presenter
needed a real required muted, 3D-camera tracking as well as rotoscoping of the images. The
greatest part of the film is the engagement of the audience with some clean film. The
presenter went past what most have constantly endeavored to capture. The editor was careful
to run to the galleries whereas making profound social mockeries on thoughts, economics,
sexuality, as well as the film’s medium itself. In my opinion, this was the decisive task

b. Theory analysis and exploration

People have different factors that inspire them to achieve some goals.
Logic dictates that everyone’s inputs should be considered, especially
where a team is involved. Failure to recognize the efforts of some
people might lead to a passive atmosphere which is not healthy for the
attainment of goals. Some requirements must be met for optimization
to be attained in any group. There are motivational concepts that have
been used before to handle various cases where people draw their
inspiration from a specific source. Hertzberg’s theory is relevant in
context because of the facts that it addresses multiple settings in
organizational settings

This approach comprises two variables that are paramount in the
motivation of people to work. Hertzbergs highlighted motivator and
hygiene factors when he came up with this concept. Motivator factors
are those contribute to the satisfaction of employees while hygiene
factors are those that can lead to dissatisfaction in a team. Therefore,
when working as a team, there are some teachings that u got from the
experience since my group had other participants. The film concept
was a prudent ideology. Therefore, assigning the members, various
tasks could have encouraged them to deliver according to the details
that have been mentioned in Hertzberg’s theory. The group members
want a sense of identity. This point hits that they could have been
motivated if they felt that their participation in the team activities was
recognized. Most people could have accomplished the individual
assignment without being pushed. One hygiene factor that featured in
the group involved interpersonal relationships. Some conflicts affected
the work rate of the team. Consequently, a degree of dissatisfaction
was felt

People

In regards to the security needs, the stability, structure, and security environment were
availed by the university. A relaxed working environment ensured smooth flow in our work
as a team. Every individual’s key goal is ensuring that welfares are safe than causing long-
term group goals. Our individual motivation included the peace-of-mind availed because of
the security of the group needs. In regards to the bonding needs, group affection,
socialization, friendship, and Love Company was high. Every individual participated for
intrinsic or personal rewards. The group provided opportunities like social outings, hikes
and road trips, subject to levels of individual need. The group assisted by guaranteeing that a
chance for the relationship and social expectations is met and created.

In regards to esteem necessities like adequacy feelings, independence, competence,
appreciation, recognition, and confidence by the group members, the group environment
provide gratitude than material recompenses. The group appreciated members with applauds
and recognition on social group chat. In regards to Self-actualization, an area most hard to
explain and hard to describe, motivation in the group was more of an inside thing. It was
individualistic because different individuals have diverse ideas on the things they want to
realize in to be truly happy. In the group, rotational leadership was one of the ways to
exercise authority, adventure though the adrenalin hurry came as an outcome of taking time
off to play high-stake games. This became out inherent motivation. Individuals pursued self-
actualization to accept reality more, others, as well as themselves. Group requirements
include the chance for growth and creativity (Fall &Hartwig, 2016). Regularly, individuals
that aspired to such levels often operated external of the existing group and as an alternative
build own constructions to fit own discrete needs Scott-(Jackson &Michie, 2017).

On social identity

The leadership theory of social-identity views headship as some group course produced by
prototype-based depersonalization and categorization processes linked with societal identity
(Alexander et al…, 2017). It asserts that headship is the multidimensional, recursive
practice, which emphasizes capacities of leaders to advance, embody, embed, and create a
common social-identity sense for the members of the group. Just like self-classification,
group documentation constructs the intragroup prototypically incline that capitalizes the
greatest prototypical fellow with the advent of presenting influence. The appearance
emanates because the members behaviorally and cognitively adapt to such prototype
(Haslam et al…, 2017).

Through the processes of depersonalized group attraction that makes members comply and
agree with the suggestions and ideas of the leader, the arrival of inspiration becomes the
reality. Consensual group attraction similarly fills the group leader with ostensible standing
and forms the status-centered structural group distinction in into follower and leader
(Gumusluoglu, Karakitapog?lu-Aygu?n&Scandura, 2017). These then shall have features
wanting status inter-group dealings. Furthermore, the process of fundamental credit
constructs some compelling leadership character for a group leader that further authorizes
that leader of the group and improves the follower-leader status difference (Hogg, 2016).

The key principle is that our group ideal leader was better trusted, supported and taken as
effective by the members of the group; especially when the group affiliation is the salient
and central feature of identity. The members strongly identified with our group because it is
through directing and developing a communal intellect of “we” that the group leader is
capable of galvanizing persons’ otherwise eccentric motivations as well as bind the
transformative influence of the members’ coordinated drives. Prominently, from such
perspective, positive leadership is the procedure of common influence that comprises of
making the followers contributes to mutual goals.

On team tasks or roles

Dr. Belbin Meredith’s Team Role theory is the universal theory regarded as a standard for
describing and measuring the nine major behavior clusters that describe collective and
individual teamwork. These include Idea creators, information gatherers, decision-makers,
implementers, influencers, energizers, coordinators, players as well as relationship managers
(Willibald, Fabian, Tracey & Jennifer 2016). Using this theory, our group had the hub
(Plant), the person that possessed a talent for synthesizing ideas, creativity, and resolving
complex problems. The resources investigator is the natural negotiator, seeker, and
communicator of fresh ideas and opportunities outside to the group (Steffens et al., 2014).
The coordinator was the natural leader (chairperson) coordinating the team for decision-
making and consensus, delegated tasks and matched talent to tasks. We also had a shaper,
the hard-driving, challenging and competitive type with a drive to win and active action
catalyst.

c. Conclusions and implications for practice

I have come to appreciate that team tasks and roles are definitely linked to work satisfaction
as well as the greatest character strong point. Roles are the behavioral patterns that are
performed and adopted, as some result of the impacts of ability, personality, motivations,
values, learning, context, and experiences. The team roles’ theory identifies nine team tasks
vital to the success of any working group. These include Idea creators, information
gatherers, decision-makers, implementers, influencers, energizers, coordinators, players as
well as relationship managers (Willibald, Fabian, Tracey & Jennifer 2016). To guarantee that
the group works together, it is vital to guarantee that the group members are allotted the
correct part with the accurate characteristics. For any teamwork to be successful, several
functional roles and informal group roles must be existent in the group. The people filling
well the group roles are wanted for groups to run optimally. The roles must be well balanced
in the group, that is, every role must be undertaken by more than one group member if the
group is to triumph. Accordingly, it is expected that the roles must be accomplished to a
distinct amount in the group. Having so many members of the group in the same task will
inhibit a group from prospering.

When people identify with the organizations and groups they are involved in, it classically
has constructive implication on work-associated behaviors and attitudes. Leadership never
operates in emptiness. Leaders are similarly continually members of groups, organizations
or teams they are leading. Leaders shall become more operative when they are in more
harmony with the particular identity of the group. The statement means that each group has
that prototype that describes distinctive and central aspects of a group that differentiates that
group from related out-groups. For instance, Leaders shall be better effective by acquiring
support and commitment of their fellow members; the more these persons are perfect for the
group and embody all that group is meant for (van &Kerschreiter, 2016). This must
especially be the situation for members of the group that is precautious of that group; people
like those powerfully recognized. When the leader is exceedingly prototypical, it even may
substitute the rest of good-leadership aspects like fairly acting. Therefore, there are three-
approach interactions in group-leader prototypically, identification of follower or member
and behaviors of the leader.

New leadership psychology should stop advocating for leaders telling their group members
or followers on what to do. The followers or group members will undertake the correct thing
if the leaders assist them to appreciate what kind of person they are to the group or team.
Member identification is more analytical for effort-related results in the collectivist than
individualist philosophies. Leader conduct that helps create robust personalities is more
influential in groups and rest of collectivistic cultures. Leaders that shall identify more
powerfully with own groups as well as those that are more ideal for the group, gain
influence and power. It is vital they actively accomplish the identities of the group so that
constructions are developed to bring members of the group together closer and consent to
the vision of the leader.

Motivating group members is a necessary task with continually changing limitations. As the
leader of the group, the approaches employed on every given time, to uphold productivity as
well keep members focused, must change the subject on the climate of the meeting, tasks
assigned and pending deadlines of the project. Good qualities of leadership include an
elementary toolkit of inspiring strategies so as to preserve group member collaboration
while also permitting the leader flexibility to confront the daily issues of motivation (Bande,
Ferna?ndez-Ferri?n, Varela-Neira, & Otero-Neira, 2016). Staying available at every time for
group members to consult, get the view on steps of the project, or even avail feedback on the
current standing of the project is one of the fundamental characteristics of a good leader.
The leader’s availability offers a great part in the motivation of members of the group since
it demonstrates to the members that their leader is undertaking a dynamic task in the
completion of the project.

The ability of every leader to commend and offer direction for members has some
significant impact on group motivation and morale. Praising group members in presence of
others encourages members to execute to the same level of productivity so as to attain
comparable tributes. Conversely, rectifying members’ conducts in the private reserves
member egos, lessens member embarrassment while allowing the leader to avail focused
leadership without interruptions of group members. Disciplined group members retain
respect feelings for the leader while working harder because the leader takes time off to
afford them clear phases of improving performance.