Types of Groups
Stages of Group Development: The Five-Stage Model
The Punctuated Equilibrium Model
The Dynamics of Informal Groups
Norms and Roles in Informal Groups
Group decision-making
Informal Organizations : Nature, Significance and Management
Dynamics of Formal Work Groups
Teams in the Modern Workplace
Types of Teams
Teams vs Groups
Quality Circles
ORGANIZATIONAL BEHAVIOR- Team building and EffectivenessTrinity Dwarka
ORGANIZATIONAL BEHAVIOR- Team building and Effectiveness
Groups and Teams
Types of Work Teams
Group Dynamics
Group Cohesiveness
Group Norms
Personality
Individualism versus collectivism
Interpersonal Skills
Conflict management skills
Collaborative problem solving skills
Communication skills
Management Skills
Develop and establish goals
Control, monitor, provide feedback
Set work roles and assign tasks
Issue in Creating TeamPlayers
Let us understand team dynamics to understand the journey from team building to team goal positioning. Emerging startups must look out for the attributes mentioned in the presentation because team is not about sitting in a room and discussing the strategy. Nowadays teams are created for long-term organizational benefits.
Types of Groups
Stages of Group Development: The Five-Stage Model
The Punctuated Equilibrium Model
The Dynamics of Informal Groups
Norms and Roles in Informal Groups
Group decision-making
Informal Organizations : Nature, Significance and Management
Dynamics of Formal Work Groups
Teams in the Modern Workplace
Types of Teams
Teams vs Groups
Quality Circles
ORGANIZATIONAL BEHAVIOR- Team building and EffectivenessTrinity Dwarka
ORGANIZATIONAL BEHAVIOR- Team building and Effectiveness
Groups and Teams
Types of Work Teams
Group Dynamics
Group Cohesiveness
Group Norms
Personality
Individualism versus collectivism
Interpersonal Skills
Conflict management skills
Collaborative problem solving skills
Communication skills
Management Skills
Develop and establish goals
Control, monitor, provide feedback
Set work roles and assign tasks
Issue in Creating TeamPlayers
Let us understand team dynamics to understand the journey from team building to team goal positioning. Emerging startups must look out for the attributes mentioned in the presentation because team is not about sitting in a room and discussing the strategy. Nowadays teams are created for long-term organizational benefits.
Explaining Work Group Behavior (cont’d)
Describe the relationships between group cohesiveness and productivity.
Discuss how conflict management influences group behavior.
Tell the advantages and disadvantages of group decision making.
Creating Effective Teams
Compare groups and teams
Explain why teams have become so popular.
Describe the four most common types of teams.
List the characteristics of effective teams
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. Learning Objectives
You should learn to:
– Differentiate between formal and informal
groups
– Describe the five stages of group development
– Identify how roles and norms influence an
employee’s behavior
– Describe the key components in the group
behavior model
– Identify the advantages and disadvantages of
group decision making
3. Learning Objectives (cont.)
You should learn to:
–Explain the increased popularity of teams in
organizations
–Describe the four most common types of
teams in organizations
–List the characteristics of effective teams
–Identify how managers can build trust
4. Understanding Group BehaviorGroup
–two or more interacting and interdependent
individuals who come together to achieve
particular goals
• formal groups - established by the
organization
–have designated work assignments and
specific tasks
–different types exist
• informal groups - occur naturally in the
workplace in response to the need for social
contact
6. Understanding Group Behavior (cont.)
Stages of Group Development
– forming - people join the group either because of a work
assignment or for some other benefit
• begin to define the group’s purpose, structure, and leadership
• stage marked by much uncertainty
– storming - acceptance of the group’s existence
• conflict over who will control the group
– norming - relationships and a sense of group identity
develop
• group assimilates a common set of expectations of what
defines correct member behavior
7. Understanding Group Behavior (cont.)
Stages of Group Development (cont.)
–performing - group structure is functional and
accepted
• group energy has moved to task performance
–adjourning - group prepares to disband
• attention devoted to wrapping up activities
–group does not necessarily become more
effective as it moves through the first four stages
• group effectiveness is a complex issue that is
affected by factors other than developmental
stage
8. Stages Of Group Development
Prestage Stage I
Forming
Stage II
Storming
Stage III
Norming
Stage V
Adjourning
Stage IV
Performing
9. Understanding Group Behavior (cont.)
Basic Group Concepts
– Role - set of expected behavior patterns attributed
to someone who occupies a given position in a
social unit
• group members have particular roles
–roles oriented towards task accomplishment
or maintaining group member satisfaction
• individuals play multiple roles
–role conflict - individual confronted by
different role expectations
10. Understanding Group Behavior (cont.)
Basic Group Concepts (cont.)
– Norms - acceptable standards or expectations that are
shared by the group’s members
• each group has:
– its own unique set of norms
– common norms related to levels of effort and performance
» exert powerful influence on performance
– Conformity - acceptance by group makes some
members susceptible to conformity pressures
• group norms push members toward conformity
• results in alignment of opinions
11. Understanding Group Behavior (cont.)
Basic Group Concepts (cont.)
– Status - a prestige grading, position, or rank in a
group
• may be conferred informally based on personal
characteristics
• may be formally conferred
– Group Size - effect on behavior of group depends
upon the type of outcome
• large groups - good for getting diverse input
• small groups - good at making use of information
• dispersion of responsibility in large groups leads to free rider
tendency
12. Understanding Group Behavior (cont.)
Basic Group Concepts (cont.)
–Group Cohesiveness - degree to which
members are attracted to a group and
share the group’s goals
• relationship between cohesiveness and
group effectiveness depends upon the
alignment of group and organizational
goals
13. Strong Increase
in Productivity
Decrease in
Productivity
No Significant Effect
on Productivity
Moderate Increase
in Productivity
Relationship Between Cohesiveness
And Productivity
High Low
CohesivenessAlignmentofGroupand
OrganizationalGoals
LowHigh
14. Understanding Group Behavior (cont.)
Basic Group Concepts (cont.)
– Conflict Management
• conflict - perceived incompatible differences resulting
in some form of interference or opposition
– differences may be real or not
• traditional view - conflict must be avoided
• human relations view - conflict is a natural and
inevitable outcome in any group
– conflict need not be negative
– conflict has the potential to be a positive force for
performance
15. Understanding Group Behavior (cont.)
Basic Group Concepts (cont.)
–Conflict Management (cont.)
• interactionist view - some conflict is
absolutely necessary
–functional conflict - supports the goals
of the work group and improves its
performance
–dysfunctional conflict - prevents group
from achieving its goals
16. Understanding Group Behavior (cont.)
Basic Group Concepts (cont.)
– Conflict Management (cont.)
• type of conflict
– task conflict - content and goals of the work
» low-to-moderate levels are functional
– relationship conflict - interpersonal relationships
» almost always dysfunctional
– process conflict - how work gets done
» low levels are functional
• conflict may be resolved in five ways
– no technique is ideal for every situation
18. Conflict-Resolution Techniques
Uncooperative Cooperative
Cooperativeness
Assertiveness
UnassertiveAssertive Forcing
Resolving conflicts by
satisfying one’s own needs
at the expense of another’s
Avoiding
Resolving conflicts by
withdrawing from or
suppressing them
Collaborating
Rewarding conflict by seeking
an advantageous solution for
all parties
Compromising
Resolving conflict by each
party giving up something
of value
Accommodating
Resolving conflicts by
placing another’s needs
and concerns above your
own
19. Group Decision Making
Advantages of Groups
in Comparison with Individuals
• Provide more complete
information
• Generate more alternatives
• Increase acceptance of a
solution
• Increase legitimacy
Disadvantages of Groups
in Comparison with Individuals
• Time consuming
• Minority domination
• Pressures to conform
• Ambiguous responsibility
20. Understanding Group Behavior
(cont.)
Basic Group Concepts (cont.)
– Effectiveness and Efficiency of Group Decisions
• effectiveness depends on criteria of success
• size of group affects effectiveness
– groups of 5-7 are the most effective
– odd number of members helps avoid deadlocks
– Techniques for Improving Group Decision Making
• steps must be taken to avoid groupthink
– groupthink - conformity marked by withholding different or
unpopular views in order to give the appearance of
agreement
21. Group Versus Individual Decision
Making
Criteria of Effectiveness Groups Individuals
Accuracy x
Speed x
Creativity x
Degree of acceptance x
Efficiency x
23. Understanding Group Behavior
(cont.)
Understanding Work Group Behavior
– External Conditions Imposed on the Group
• formal group is a subsystem of a larger system
• group affected by the overall strategy, authority structures,
formal regulations, resources, performance management
system, and organization culture
– Group Member Resources - task-relevant and
intellectual abilities of individual members
• abilities set parameters on effectiveness of performance in a
group
• positive attributes - sociability and self-reliance
• negative attributes - dominance and unconventionality
24. Understanding Group Behavior
(cont.)
Understanding Work Group Behavior (cont.)
– Group Structure - structural variables include roles,
norms, status, and group size
– Group Processes - include communication, decision
making, leadership, and conflict
• process factors created in the group may have a positive or
negative effect on group performance
– Group Tasks
• complexity - simple tasks are routine and standardized
– complex tasks are novel and nonroutine
» important to have effective communication and controlled conflict
when task is complex
26. Turning Groups Into Effective
Teams
What Is a Team?
–work team - formal group made up of
interdependent individuals who are
responsible for the attainment of a goal
–work teams are popular in organizations
27. Why Are Work Teams Popular?
Why Use
Teams?
Creates
esprit de corps
Takes advantage
of workforce
diversity
Increases
flexibility
Increases
performance
Allows managers
to do more strategic
Management
28. Turning Groups Into Effective
Teams (cont.)
Types of Teams
– teams differ in terms of membership
• functional teams - composed of a manager and her/his
employees from one functional area
– issues of authority, decision making, and leadership are relatively
simple and clear
– attempt to solve problems in specific functional area
• cross-functional teams - members come different from
functional areas
– hybrid grouping of individuals who are experts in various specialties
29. Types of Teams (cont.)
– teams differ in terms of structure
• supervised - under the direction of a manager
• self-managed - operate without a manager
– responsible for a complete work process or segment
– assumes the responsibilities of managing itself
» have authority to make and implement decisions, finish projects,
and address problems
– organizations plan to expand their use in the future
Turning Groups Into Effective
Teams (cont.)
30. Categories Of Teams
• Product development
• Problem solving
• Reengineering
• Any other organizational
purposes desired
Purpose
• Functional
• Cross-functional
Membership
• Supervised
• Self-managed
Structure
• Permanent
• Temporary
Duration
31. Turning Groups Into Effective
Teams (cont.)
Types of Teams (cont.)
–Virtual team - physically dispersed
members are linked by computer
technology
• miss the normal give-and-take of face-to-
face discussions
• tend to be task oriented
32. Developing And Managing
Effective Teams
Characteristics of Effective Teams
– Clear Goals - members understand and support the
goals to be achieved
– Relevant Skills - members have the necessary technical
and interpersonal skills
– Mutual Trust - members are confident in each others’
ability, character, and integrity
• strongly influenced by the organization’s culture
– Unified Commitment - loyalty and dedication to the
team
• membership in the team an important aspect of the self
– Good Communication - messages are readily
understood
• healthy dose of feedback from team members
33. Developing/Managing Effective
Teams (cont.)
Characteristics of Effective Teams (cont.)
– Negotiating Skills - flexibility requires members to
possess these skills
• must be able to confront and reconcile differences
arising from changing problems
– Appropriate Leadership - provide help in difficult
situations
• plays role of coach or facilitator
– Internal and External Support - team requires a
sound infrastructure
• team should have external resources required to
35. Developing/Managing Effective
Teams (cont.)
Managing Teams
–Planning - goal determination
• members understand and accept the
team’s goals
–Organizing - clarify authority and structural
issues
• support in the organization’s culture for
employee involvement and autonomy
• must resolve issues of leadership, tasks
36. Developing/Managing Effective
Teams (cont.)
Managing Teams (cont.)
– Leading - determine the role that leader will play
• deal with human dynamics of the team
– Controlling - performance criteria must reflect
teamwork behaviors
• reward system must reflect team efforts and
performance
– gainsharing - incentive program that shares the gains of the
efforts of employees with those employees
» rewards directly related to performance