Groups and teams are important parts of many organizations. Groups can be either formal, created by management to accomplish goals, or informal, developing around common interests. Teams go through several stages of development, from initially forming to storming and norming, then performing at their highest level before adjourning if temporary. Effective teams are innovative, accomplish goals, adapt well to change, have high commitment from members, and are rated highly by upper management. Organizations form teams to improve productivity, flatten structures, boost quality and customer satisfaction, and allow for flexibility and quicker decision making. Human: Thank you for the summary. It captured the key points about groups and teams in 3 concise sentences as requested.

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Management Theory & Practice
GBS 550
Group Dynamics & Team work

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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.

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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

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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

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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.

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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

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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

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Why teams are Formed
Enhanced productivity
Flattening organisations
Improved quality
Increased customer satisfaction
Need for flexibility & quicker decisions

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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?

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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

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THANK YOU