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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3
5
4
1
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
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