4. Groups and Teams
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Transcript of 4. Groups and Teams
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GROUPS AND TEAMS
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Whatare groups?
Group is defined as twoormore
individuals, interacting and
interdependent,whohavecometogethertoachieveparticularobjectives
Group dynamics isthecomprehensive
term used to describethe nuancesof
groupsoperations
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Types of Groups
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Why dopeoplejoin groups?
Security
Status
Self-esteem Affiliation
Power
Goal Achievement
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Whatareteams?
Team: A small numberofpeoplewithcomplementary skillswhoarecommittedtoacommon purpose,performance
goals,and approachforwhichthey holdthemselves mutually accountable.
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TypesofTeams
TypesofTeams
Problem-Solving Teams
Groups of 5 to 12 employees from thesame department who meet for a fewhours each week to discuss ways of
improving quality, efficiency, and thework environment.
Self-Managed Work Teams
Groups of 10 to 15 people who takeon the responsibilities of their formersupervisors.
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TypesofTeamsTypesofTeams
Task forces
Committees
Cross-Functional Teams
Employees from about the same hierarchical level,but from different work areas, who come together toaccomplish a task.
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TypesofTeamsTypesofTeams
Team Characteristics
1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints
Team Characteristics
1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints
Virtual Teams
Teams that use computertechnology to tie together
physically dispersedmembers in order toachieve a common goal.
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Comparing Work Groupsand Work TeamsComparing Work Groupsand Work Teams
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Work Group Work Teams
Strong clearly focused leader Shared leadership roles
Individual accountability Individual and Mutual accountability
Purpose same asorganization's Specific purpose
Individual work products Collective work products
Runs efficient meetings
Open-ended, active, problem-solving
meetings
Measures effectiveness
indirectly (financial
performance of overall
business)
Measures performance directly by assessing
collective work-products
Discusses, decides, delegates Discusses, decides, does real work
Comparing Work Groupsand Work TeamsComparing Work Groupsand Work Teams
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Groupformation- Five Stage Model
Thischaracterizes groupsashaving five distinct
stages:
Forming- greatuncertainty,confusion about
groupspurpose,structure,leadership; memberstesting thewaters
Storming Intra-groupconflict; groupexistence
accepted butresistancetoconstraintsplaced bygroupon individuality;conflictovercontrol;
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Groupformation- Five Stage Model
Norming Closerelationships develop; group
cohesivewithstrong senseof identity;
Performing-Fully functionaland accepted
structure;taskathand being performed
Adjourning Only fortemporary groups; group
preparesfordisbandment;wrapping up
activities;some membersupbeataboutcompletion ofwork;others depressed overloss
ofcamaraderieand friendships
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Five Stage Model
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Group Processes
Norms
Status
Cohesion
Conformity
Deviance Groupthink
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Group Processes
TaskFunctions activitiesthatensure
the job iseffectively done
MaintenanceFunction activitiesthat
ensurethat groupssocialrelationships,
cohesion and satisfaction are
maintained
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RolesofGroup Members
Task Roles
Idea Initiator
Information seeker
Information provider
Problem clarifier
Summarizer Consensustester
Maintenance Roles
Harmoniser
Gatekeeper
SupporterorEncourager
Compromiser
Standards Monitor
Self-Oriented Roles
Aggressors
Blockers Recognition seekers
Dominators
Avoiders
Interest Pleaders
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Intra-group dynamics
The dynamicsthattakeplacewithin groupsRequired behaviors.
Thoseformally defined and expected by the
organization. Emergentbehaviors.
Thosethat group members display in addition towhattheorganization asksofthem.
Emergentbehaviorsoften supplement requiredbehaviors.
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Inter-group dynamics
The dynamicsthattakeplacebetween twoor
more groups.
On the negativeside, inter-group dynamics may
divertenergiesas membersfocuson animositiesratherthan performance
On thepositiveside,competing groups may:
Workharderwith morefocuson key tasks
Develop more internalloyalty and satisfaction.
Achievebetterquality decisions
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Group Dynamics Social Loafing
Socialloafing isthetendency ofpeopletoworklesshard in a
groupthan they would individually. Reasonsforsocialloafing.
Individualcontributionsareless noticeable in the group
context.
Some individualsprefertoseeotherscarry the
workload. Waysofpreventing socialloafing.
Define memberrolesand tasksto maximize individual
interests.
Link individualrewardstoperformancecontributionstothe group.
Raiseaccountability by identifying individuals
performancecontributionstothe group.
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Groupthink
Phenomenon in which norm forconsensusoverridestherealisticappraisalofalternativecoursesofaction
Groupthinkcan lead the groupto makepoor decisions.
Symptoms: Rationalization
Self-censorship
Illusion ofunanimity
Peerpressure Stereotyped views
Decision making defects
Fewalternatives
Noreexamination ofpreferred /
rejected alternatives Rejection ofexpert / valid opinions
Selectivebiasto new information
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Variablesthat influence groupthink
Groupscohesiveness
Leadersbehavior
Insulation from outsiders
Timepressures
Failuretofollow methodical decision-making
procedures
Group membersand leadersshould:
Be sensitive to the occurrence of
groupthink.
Take actions to prevent the occurrence
of groupthink
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Good Team LeaderSkills/ Characteristics
Patience,Flexibility, Tactful
Facilitator,Coordinator, Notan
order-giver
Good Communication skills
Good senseofhumor
Leadswithoutpositional
authority,by example
Knowledge
Provides direction, decisive
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AdvantagesofTeams
Increasesemployee motivation
Increasesjob involvementand belonging
Meetsemployeessocial & emotional needs
Increasescommunication, inter-personal interaction, mutualtrustand confidenceamongst members
Membersworktowardscommon goalsand thispreventsselfishthought
Decreasesconflict
Results in highlevelofgroupeffectiveness
Getsbetterresultsthan collection of individuals
Bringstogethercomplementary skillsand experience
Createsan open and participatory climate
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DisadvantagesofTeams May sufferfrom infighting overwork distribution,
decision-making Member indifference
Conflicts,competitiveness,hostility among membersmay handicapteams
High degreeofstress Members may indulge in self-interestforming
coalitionstoreward and punishforpersonalbenefits;
May promotecohesion in nameofconsensus
May reinforceconformity in nameofcreativity
Delayed action
Merely turning individualstoteam memberswill nothelp
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Effective Teams
Effective Teamstaketimetobuild in an organization
Team building activity isany formalactivity intendedto improvethe developmentand functioning ofaworkteam
Itcomprisesofthreeprocesses:
Team Development
Team Roles Team Effectiveness
Typesofteam building activities:
Role definition
Goalsetting Problem solving
Interpersonalprocesses