2. 2
Introduction
Performance and Productivity is total output of productivity individuals
and teams
Many companies restructuring their organisation around work groups and
teams to improve productivity, customer service & innovation
Section examines groups and teams in organisations
Org work now done through teamwork because of speed and flexibility.
New org structures have led to growth of team culture -
group/participative problem-solving teams eg. QCs.
3. 3
Types of Groups
Group is two or more people interacting with one
another
Groups in organisations can alter individual’s
motivation and influence behaviour
Formal groups – created by managerial decision to
accomplish stated goals (can be task or command
group)
Informal groups – develop around common
interests and friendship rather than design (e.g.
interest groups & friendship groups
Informal & formal groups exhibit common
characteristics
4. 4
Stages of Group Development
Groups are not static
Groups learn just as individuals
Groups develop towards a state of operational team
Group performance depends on individual learning and how
members learn to work with one another
5. 5
Stages of Group development
The Five-Stage Model
Stage l forming –This is breaking the ice, getting acquainted,
time of uncertainty when members are focused on each
other, being accepted, and learning more about the group.
Stage ll storming – confrontation/conflict over issues of
individuality and group needs, people are arguing, debating
and experimenting group roles. Conflict management is the
focus of attention – power struggles take place to see who
will control the group. Groups hierarchy starts
Stage lll norming – development of shared expectations
about group’s norms and roles Cohesion and group identity
increases during this stage, starts to work effectively together
Stage lV performing – (Mature) group’s energy is devoted to
accomplishing goals. group structure, hierarchy, norms in place
Stage V adjourning – temporary groups prepare to disband,
goals have been accomplished.
6. 6
Characteristic of Groups
As groups evolve through various stages of
development, the exhibit certain characteristics
Structure
Roles - are sets of behaviours that persons expect of occupants
of a position
Norms - an attitude, opinion, feeling, or action – shared by two
or more people – that guides their behaviour
Leadership
Cohesiveness
Conflict
7. 7
The nature and Types of Teams
Problem-solving teams – formed on temporary basis to address a
specific problem that is confronting the organisation (e.g. production
mgr, sales manager)
Virtual teams – relies on interactive technology to work together when
separated by distance (use email, instant messaging, video
conferencing, meetings, bulletin boards.
Cross-functional teams – composed of individuals from different
departments
Skunkworks – refers to small teams of engineers, technicians, and
designers placed on a team of innovating a new product. (part of larger
organisation but shielded from bureaucratic barriers, faster
communication (e.g. IBM’s first portable computers
Self-Directed (Self-managed) Teams – usually comprise of 10-15
individuals, run by workers themselves, hold control over assignments
they control, choice operating procedures & allocation of resources. E.g.
Boeing, Caterpillar, General Electric are using self-directed team. Teams
not appropriate for every organisation and culture
8. What Makes Workplace Teams
Effective?
Innovative ideas
Accomplishment of goals
Adaptability to change
High person/team commitment
Being rated highly by upper management
9. 9
Why teams are Formed
Enhanced productivity
Flattening organisations
Improved quality
Increased customer satisfaction
Need for flexibility & quicker decisions
10. 10
Review Questions
Imagine you are project manager of a crucial
product design team to develop a schedule
whereby each member takes specific role in
finishing the required task. How would you
accomplish the require work?
11. 11
Reference
Kolb D A, Osland J S Rubin I M, (1995)
Organizational Behavior: An Experiential
Approach Prentice Hall, New Jersey. Chapter 9
Gibson J.L, Ivancevich J.M.,Donnely, Jr J.H,
Konopaske R., (2009) Organisations: Behavior,
Structure, Processes, 13th Edition, McGraw-Hill
International Edition. Chapter 8
