Group Process and Group Support Systems (Coursework Sample)

The Significance of Group Support Systems (GSSs) in Increasing Efficiency in Organizational Meetings: Concept Paper (Name) (Course) (University) (Tutor) (Date of Submission) Outline Introduction ………………………………………………………………………………..… 3 Background Information …………………………………………………………….……… 3 Statement of the Problem ………………………………………………………………….. 5 Purpose of the study ……………………………………………………………………….. 6 Population and Sample …………………………………………………………………….. 7 Importance of the Study ……………………………………………………………………. 7 Annotated Bibliography ……………………………………………………………….…… 9 Methodology …………………………………………………………………………….…. 11 Review of the Literature …………………………………………………………………… 12 Research Questions ………………………………………………………………………. 13 References ………………………………………………………………………………….. 15 Introduction The concepts of Group Process and Group Support Systems have ever remained contentious to various scholars and researchers. A study conducted by Kim (2006) revealed that group process enables leaders to develop interventional measures that can be applied to change less desirable attributes showcased by different members of an organization. According to Kilgour (2010), Group Support System (GSSs) is “a set of techniques, software and technology designed to focus and enhance the communication, deliberations and decision-making of groups (p. 19)”. Meetings play a pivotal role in all organizations in deliberating strategic issues and organizational development plans (Hoffman & Parker, 2006). In this study a critical review on the advantages and disadvantages of GSSs will be made. This will provide leaders and managers with adequate information needed to select the most convenient and appropriate system for their organizations. This knowledge will further assist them come up with efficient collaborative measures that specify the roadmap to organizational goals, reduce goals attainment barriers, and increase group and individual satisfaction towards achieving the set goals and objectives.Background Information According Kilgour (2010), various field and experimental studies have shown how GSSs have proven to be effective tools to use in ensuring that meetings are efficient and reliable, in addition to enhancing quality group decision-making processes. Moreover, Hoffman and Parker (2006) stated that in most cases, planning and executing meetings often consume too much time. The surveys on group efficiency indicate that most employees are often inattentive during meetings and most meetings lack adequate planning regarding the topics to be discussed (Cusella, 2009). Recent studies show that most companies spend more times on meetings than they do on actual work (Hoffman& Parker, 2006). According to Hoffman and Parker (2006), meetings have very little positive effect on productivity and they waste valuable time that could otherwise be channeled to more productive activities. With the increasing competition, today’s businesses are seeking to acquire competitive advantage through minimized operational costs, product innovations, improved quality, customer service and acceleration of the production life-cycle (Kilgour, 2010). This has necessitated the need for effective and efficient decision-making processes in order to establish critical business strategies that can enhance success in these turbulent times. Policies, operational and budgetary plans among other organizational tasks often involve discussion-based tasks and meetings between different members of the organization. According to Niederman et al (2008), collaboration between different members and groups within an organization is significant since it promotes knowledge sharing, teamwork and increases productivity. Meetings play a pivotal role in the facilitation of collaborative efforts within different organizations. Recent studies have indicated that in the past few decades, meetings have been the main source of contentions and conflicts in organizational settings (Hoffman & Parker, 2006). Based on a study conducted by DeSanctis & Gallupe (1987), the productivity of the firms is highly influenced by the degree of responsiveness and accountability of the directors, managers, and all the leading parties in key decision making role in a firm. In this regard, engaging various stakeholders in decision making facilitates higher accuracy in the decisions made, besides enhancing cohesiveness in the organizational stakeholders. Statement of the Problem Frequent meetings amongst the top management officers have always proved impractical in many organizations. The main concern with respect to resource management and maximization is that top management meeting are convened at a very regular interval, a sign of ineffective resource management. In addition, such meetings tend to last longer than stipulated, hence becoming unproductive since they fail to delivery the anticipated results. According to Niederman et al ( 2008), in the information technology domain, and particularly with regard to GSS, it is widely held that technology alone cannot create a predictable, useful, repeatable improvement in meeting and organizational outcomes. Mainly due to ‘process losses’, which refer to communication, teamwork and workgroup inefficiencies that result from variations in status between members of any given meeting (Hoffman & Parker, 2006). While groups form an integral part of an organization’s structure, the impact of individual members of an organization should not be undermined. In some cases Hoffman and Parker (2006), noted that group judgments are inferior in comparison to individual judgments due to complexities in groupthink processes. The specific problem is ineffective meetings in an organizational setting contribute to low levels of productivity, job satisfaction and motivation exhibited by members. According to Hoffman and Parker (2006), Yin (2008) and Crowe et al (2011), it was identified that most managers spend more than 60% of their time in meetings, the time used in meetings results in reduced productivity in most companies. In most meetings, members spend a significant amount of time arguing instead of finding solutions to problems (Hopffman& Parker, 2006). Niederman et al ( 2008) confirms that, GSS will facilitate better organizational group cohesiveness in creating ideas and agendas that are consistent with the organizational norms. Hoffman and Parker, 2006 noted decisions are made based on employee ranking, rather than applicability and the ineffectiveness levels exhibited in meetings negatively affect productivity, motivation, job satisfaction and trust among individuals and groups. This is because there are organizations that have these systems in place but lack the necessary skills and knowledge required to make them work towards their advantage. Purpose of the study This qualitative case study aims at providing deep insight and understanding of the group support systems with respect to productivity and performance of managers. This proposed study aims at assessing whether the application of GSSs would prevent the negative effects meetings have on productivity, and to establish how effective are the GSSs in contributing to job satisfaction, motivation, and communication among members of an organization. Qualitative case study is an appropriate design for the study because it allows precise and accurate data collection within a restricted short period of time. In addition, qualitative case study approach provides the researcher with an opportunity to get into the problem since he/she interacts more closely with the research participants (Silverman, 2005; Yin, 2008). Moreover, adopting a case study strategy allows the researcher to study the research problem more comprehensively since the entire study would be based on real-life context (Crowe et al 2011, p. 8).   Population and Sample Participants sampled using the following steps: (i) organizations that are independent of any subsidiaries and other businesses, (ii) subsidiary organizations are eliminate (iii) organizations lacking GSSs and are willing to test its applicability will select (2 companies), (iv) DoD and Federal Agencies with a GSSs considered as ineffective will select (4 organizations); and (v) organizations with an effective GSSs will select (4 organizations). Eight to ten organizations from a similar industry will select using the criteria mentioned above. According to Peloso and Lunetta (2011, p. 64), this represents a population that lack substantial disparities in regard to sub-population, all selection methods that are provide and having “similar power and appropriate Type 1 error for association.” The organizations selected fully represented this population based on the selection criteria. According to Duncan (2008), proponents of non-random selection of participants argue that it is the best approach. Past researches and experiences show that random-sampling provides better and more accurate results. Mixture of random and non-random sampling to select the participants of this study would be conduct.Importance of the Study As noted by Webne-Behrman (2008), the term group process refers to the procedures implemented by closely working member of an organization, in order to come up with viable solutions to common organizational problems. Kim (2006) stated that group processes enables leader...