dynamic

Examples of dynamic in the following topics:

• Competitive Dynamics

  • Crafting an effective strategy requires understanding the competitive dynamics of the space in which the business operates.
  • Observing and predicting competitive movements and dynamics is a key to success and a primary responsibility of upper management.
  • The dynamic model of the strategy process is a way of understanding how strategic actions occur.
  • It recognizes that strategic planning is dynamic; that is, strategy-making involves a complex pattern of actions and reactions.
  • Competitive dynamics thus looks at how competitive firms act and react.

• Group Conflict as a Barrier to Decision Making

  • Group dynamics, which involves the influence of social behavior, is the primary determining factor in the success of group outcomes.
  • The dysfunctional group dynamics of the in-group produces an illusion of invulnerability (an inflated certainty that the right decision has been made).
  • Group dynamics require all fifteen players to work together, often demanding tremendous synergy to outlast an opponent.
  • The historic success of New Zealand's All Blacks has been attributed not only to skill, but also to how the team achieves ideal group dynamics.
  • Recognize the value and potential drawbacks of group dynamics in making decisions

• Building a Culture of High Performance

  • In short, shared values are key to creating strong team dynamics.
  • Group decision-making is often slowed when team dynamics are weak, which requires team-building to fix.
  • Open and clear communication – As always with group dynamics, communication is key to success.
  • Coordinated relationships – Building strong team dynamics requires team members to understand each other and build strong relationships.

• Combining Internal and External Analyses

  • This implementation of strategies that take into account both the internal and external environments eventually achieves dynamic capabilities for the companies involved.

• The Big Five Personality Traits

  • Employees are sometimes tested on the Big Five personality traits in collaborative situations to determine what strong personality traits they can add to the group dynamic.
  • Understanding what personality components drive the behavior of subordinates is a highly useful informational data point for management that can be used to determine what type of assignments should be set, how motivation should be pursued, what team dynamics may arise, and how to best approach conflict and/or praise when applicable.

• Advantages and Disadvantages of Group Decision Making

  • Group decisions are subject to factors such as social influence, including peer pressure, and group dynamics.
  • The dysfunctional group dynamics of the in-group produces an illusion of invulnerability (an inflated certainty that the right decision has been made).

• Culture-Specific Nuances of Decision-Making

  • The Dynamic Model - Those who adhere to this perspective also recognize cross-culture differences in decision-making, but not as universally applicable as the dispositional model.
  • Under the dynamic model, the situation is afforded more consideration, and the cultural implications are more or less apparent depending upon the context.

• The Evolution of Labor Relations

  • Laissez-faire attitudes and the promotion of free market dynamics are, in many ways, contrary to the legal creation of employee rights.
  • Laissez-faire attitudes and the promotion of free-market dynamics are, in many ways, contrary to the legal creation of employee rights.

• The Behavioral-Science Approach

  • Behavioral sciences also include relational sciences that deal with relationships, interaction, communication networks, associations, and relational strategies or dynamics between organisms or cognitive entities in a social system.
  • Combined, the behavioral-science approach is broadly about understanding individual and group behavioral dynamics to initiate meaningful organizational development.

• Mintzberg's Management Roles

  • A manager's job is never static; it is always dynamic.