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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.

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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.

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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