Slide 4.1

Brooks: Organisational Behaviour, 3rd edition © Pearson Education Limited 2006

Slide I.1

© Pearson Education Limited, 2005

Slide 4.2

Brooks: Organisational Behaviour, 3rd edition © Pearson Education Limited 2006

Why gather in groups?”We are ”social animals” and need the input from and interaction withothers to function effectively as individuals” Aronson (1992) (p81)

• Groups are providing different benefits to their members and satisfying various needs:– Security and protection– Affiliation and status– Power

Slide 4.3

Brooks: Organisational Behaviour, 3rd edition © Pearson Education Limited 2006

Defining a group

”any collection of people who perceive themselves to be a group”More specific:• Any number of people

– who interact with one another– who are psycologically aware of one another; and– who perceive themselves to be a group

(Schein (1988) p 84)

Slide 4.4

Brooks: Organisational Behaviour, 3rd edition © Pearson Education Limited 2006

Defining a team

• ”A team is – a small number of people – with complementary skills – who are committed to a common purpose,

performance goals and approach – for which they hold themselves accountable”

(Katzenbach and Smith (1993) p 84)

Slide 4.5

Brooks: Organisational Behaviour, 3rd edition © Pearson Education Limited 2006

Self-managed Teams

• ”A work group allocated an overall task and given discretion over how the work is to be done. These groups are self-regulating and working without direct supervision”

• (Buchanan (1987) p 85)• Typical developed in 1970s• Part of traditional production oriented

organisation

Slide 4.6

Brooks: Organisational Behaviour, 3rd edition © Pearson Education Limited 2006

Self-directed Teams

• Part of a flatter organisation where teamworking is the normal way of working

• Reward systems are often skill or team based• Oriented around:

– learning,– shared ownership,– trust, – autonomy and – flexibility

Slide 4.7

Brooks: Organisational Behaviour, 3rd edition © Pearson Education Limited 2006

Formal and Informal Groups

• Formal groups are conciously created to accomplish the organisations collective mission and to achieve specific organisational objectives

• Informal groups are running alongside and within, cutting across and around these formal groups and teams and they excist in an endless number

Slide 4.8

Brooks: Organisational Behaviour, 3rd edition © Pearson Education Limited 2006

Five Stages of Team DevelopmentForming:

Orientation, break the ice Leader: Facilitate social interchanges

Storming:Conflict, disagreement Leader: Encourage participation

Norming:Establishment of order and cohesion Leader: Help clarify team roles, norms, values

Performing:Cooperation, problem solvingLeader: Facilitate task accomplishment

Adjourning:Task completionLeader: Bring closure, signify completion

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Slide 4.9

Brooks: Organisational Behaviour, 3rd edition © Pearson Education Limited 2006

Figure 4.3 Belbin’s team roles

Slide 4.10

Brooks: Organisational Behaviour, 3rd edition © Pearson Education Limited 2006

Figure 4.4 The main communication network patterns in teams