Group and Team in an Organisation


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Group and Team in an Organisation

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  • Group and Team in an Organisation

    1. 1. INTRODUCTIONGroup - two or more people with commoninterests, objectives, and continuing interactionTeam –Mature groups with a degree of memberinterdependence and motivation to achieve acommon goal
    2. 2. Relaxed, comfortable, informal atmosphereTask well understood & acceptedPeople express feelings & ideasMembers listen well & participate
    3. 3. Consensus decision makingClear assignments made & acceptedGroup aware of its operation & function
    4. 4. TYPES OF GROUPSFormal Groups –Group formed bymanagement to accomplishthe goalsof theorganizationInformal Groups –formed by individualsand developed aroundcommon interests andfriendships rather thanaround a deliberatedesign
    5. 5. Command GroupGroup of subordinates who report to one particularmanagerSpecified by the formal organization chartTask groupGroup of individuals who work as a unit to completea project or job task
    6. 6. Interest groupsGroup that forms because of some special topic ofinterestWhen the interest declines or goal has been achievedthe group disbands.Friendship groupsInformal group that is established in the workplaceDue to some common characteristic of its membersInclude activities outside the workplace by itsmembers
    7. 7. STAGES OF GROUPDEVELOPMENTFORMINGFirst stage of group developmentIncludes confusions about the purpose, structure,leadership of the groupThis stage ends when members view themselves as apart of the groupGroup members get to know each other and reachcommon goals.
    8. 8. STORMINGGroup members disagree on direction and leadership.Managers need to be sure the conflict stays focused.May involve competition among members in betweenthe group mattersInvolves redefinition of the group’s tasks and overallgoalsCritical stage for group survival and effectiveness
    9. 9. NORMINGInvolves cooperation and collaborationGroup cohesion begins significant developmentInvolves open exchange of information, acceptance ofdifferences of opinionActive attempts to achieve the common acceptedgoals of the groupStrong degree of mutual attraction, commitment andfeelings of group identityLeadership starts evolving
    10. 10. PERFORMINGThe group begins to do its real workGroup structure is set,Roles of each member are understood and acceptedFocuses its energies, efforts and commitments onaccomplishing the tasksADJOURNINGInvolves the termination of group activitiesSome groups are permanent and never reach adjourningOnce the goals or tasks are accomplished groups getterminated
    11. 11. CHARACTERISTICSCompositionrelates to the extent to which group members arealikeGroup can be either homogeneous or heterogeneousRolesEach position in the group structure has an associatedrole that consists of the behaviors expected of theoccupant of that position
    12. 12. NormsStandards shared by members of a groupThey may be written and sometimes communicatedverballyIn groups, norms relates to productivityLeadershipLeader exerts influence over the other members ofthe groupViewed as a respected and high status memberLead others in the group to accomplish the goalsCohesivenessCloseness or commonness of attitude,behavior andperformanceForce in between the group members
    13. 13. TEAMSMature group comprising people withinterdependence, motivation and a sharedcommitment to accomplish goalsGood when performing complicated, complex,interrelated and/or more voluminous work than oneperson can handleGood when knowledge, talent, skills, & abilities aredispersed across organizational membersEmpowerment and collaboration; not power andcompetition
    14. 14. Quality Circles & TeamsQuality Team - a team that is part of anorganization’s structure & is empowered to act onits decisions regarding product & quality serviceQuality Circles (QC) - a small group of employeeswho work voluntarily on company time, typicallyone hour per week, to address work-relatedproblemsQC’s deal with substantive issuesDo not require final decision authorityQC’s need periodic reenergizing
    15. 15. New vs. Old TeamEnvironmentsNew Team Environment Old Work EnvironmentPerson generates initiatives Person follows ordersTeam charts its own steps Manager charts courseRight to think for oneself.People rock boat; worktogetherPeople conformed to manager’sdirection. No one rocked theboat.People cooperate usingthoughts and feelings;direct talkPeople cooperated bysuppressing thoughts andfeelings; wanted to get alongSOURCE: Managing in the New Team Environment, by Hirschhorn, © 1991. Reprinted by permission of Prentice-Hall, Inc.,Upper Saddle River, N. J.
    16. 16. Psychological Intimacy -emotional & psychologicalcloseness to other teamor group membersIntegrated Intimacy -closeness achievedthrough tasks & activities
    17. 17. Self-Managed TeamsSelf-Managed Teams - teams that make decisionsthat were once reserved for managers
    18. 18. Multicultural groups representthree or more ethnic backgrounds.Diversity may increase uncertainty,complexity, & inherent confusion ingroup processes. Culturallydiverse groups may generate more& better ideas & limit groupthink.
    19. 19. THANK YOU