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Communicating In Groups Summary

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In the textbook Communicating in Groups: Application and Skills, author Katharine Adams defines primary and secondary groups in the opening chapter. As part of the definitions of each vocabulary item, Ms. Adams asserts that primary and secondary groups parallel anywhere from one to three spurs for group creation. Stated more simply, three reasons for interpersonal activities are represented by primary and secondary groups. Those spurs happen to be inclusion, openness, and control (Adams, 16-17). While conducting a junior internship at Carando Classic Italian in 2015, I was an agent in a secondary group that solved the problems of waste and throughput that also emanated the primary group characteristic of inclusion. In the following paragraphs, …show more content…

Once this is established, author Katherine Adams states that primary groups and secondary groups are the bodies used to represent portions of these three reasons. According to the textbook, a secondary group is dominantly angled toward only one of three essential reasons for group formulation: control. In contrast, a primary group covers the remaining pair of essential reasons, which are openness and inclusion. At first glance, it is allowable to say that primary groups angle toward emotional reasons and secondary groups angle toward assigned problems and brainstorming. However, primary and secondary groups are viewed in totality as piecemealed with traits of both group communication types. Secondary groups with above-average amounts of output and protective primary groups have each of the three reasons for group creation in their definitions (Adams, …show more content…

Page seventeen of the text presented how secondary groups with above-average amounts of output entail primary group traits. In my internship Tim, Derek, and Dan all practiced inclusion. Tim and Derek would practice inclusion through having me present my findings in the war rooms of Carando while they simultaneously drew graphs and described statistical analyses they use to calculate throughput or theoretical maximums. The ultimate goal at Carando was to reduce waste and maximize efficiency and these meetings gave Tim, who was the group leader, the figures to use for plant-wide efficiencies. However, both Tim and Derek would use these meetings to teach me specific lessons, such as calculations of theoretical maximums and minimums (equations relevant to the plant) and simple definitions of processes and run-of-the-mill vocabulary that was colloquial in the industry. Both men would additionally complement my reports, particularly the language and detail, as well as permit me to dabble with the company’s analytics software, which was especially efficacious of inclusion. The software was over five-hundred thousand dollars and only six people in a company with over two-hundred employees had used the software. I was provided the opportunity absorb how Carando practiced its analytics and was allowed to see where my catalogued values

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