1) The programme director at the University of South Arras lacked control over the programme managers, which led to increasing costs and poor production quality. 2) The programme managers did not have a sense of ownership over their work. To instill a sense of belonging, the director could allow for mistakes, encourage participation, embrace diversity, and show respect to clarify goals and illustrate benefits beyond money. This could improve motivation and performance. 3) Udacity promotes teamwork beyond work by scheduling weekly exercise sessions and fun theme days. This helps the team bond through non-work activities and builds trust for collaboration.

2. GROUPS & TEAMS
GROUPS
A number of people or things that are located,
gathered, or classed together.
TEAMS
A group of players forming one side in a
competitive game or sport.

3. A group is a collection of individuals who coordinate their
individual efforts. On the other hand, at team is a group of
people who share a common team purpose and a number of
challenging goals.

4. Groups Vs. Teams
Groups Teams
Goals Goals may be discussed in general
terms.
Clear, elevating goals drive all
aspects of team accomplishment.
Roles and
Responsibilities
Roles and responsibilities may be
discussed but are not always
explicitly defined or developed.
Roles and responsibilities are
clearly developed and discussed.
Rules Rules are not formally developed
and evolve according the group’s
needs
Rules and operating procedures
are clearly discussed and
developed to help team work
together.
Methods Group members interact, and work
is usually divided.
Team members collaborate and
coordinate efforts. Team members
work together
interdependently.

5. 1) Forming
2) Storming
3) Norming
4) Performing
5) Adjourning
Team development in an organisation

6. 1) Formal
2) Command
3) committees
4) informal
Types of groups in an organisation

7. Baggu: seamless communication between bi-coastal teams
Working away from headquarters, even if you have a small team (and an office in place) can prove difficult
because the epicenter of information, culture, and brand energy is removed. Replicating the effectiveness of
HQ in another location has a number of challenges but the team at Baggu has managed to use both
technology and and a dedicated company ‘liason’ to help maintain open lines of communication between
the two offices.
Baggu’s design and operations team is based on the west coast, while sales is in New York. With Asana,
they’ve managed to create a seamless communication flow and ensure that all teammates are always in
sync, despite the timezone difference. Amy, a product manager in New York City, runs the Baggu schedule
and serves as the connector between sales and the creative team. Using templates in Asana, she ensures
that each project and task has all the information teammates need to stay in the loop (including photos,
when needed).
Some examples of teamwork
1)

8. Pagelines: collaboration with a distributed workforce
As more and more companies adopt flexible policies regarding remote workers, teamwork, which often assumes
face-to-face interactions, takes on a slightly different form. Pagelines, whose entire team is remote, relies on a
number of tools to ensure they’re productive, focused on the most important goals, and feel like a team, even
when their interactions are mostly virtual.
Tools of an effective team include:
1. Asana to make everything actionable: The Pagelines team relies on one golden rule: “If it’s not in Asana, it
doesn’t exist.” All meetings have tasks as an outcome, and at the end of a meeting they always ask, “What
are the tasks that have come out of this meeting?”
2. Hipchat for staying in sync: The Pagelines team uses Hipchat as their ‘public’ chat; the whole team chats in
one room, sharing links and ideas. They also feed automatic updates into Hipchat including new code
updates, customer cancellations, and positive feedback from customers. This keeps the team laser-focused
on customers.
3. Google Hangouts for face-to-face interactions: If an idea will take more than 5 back-and-forth chats in
Hipchat, the Pagelines team defers to taking a video call.
2)

9. DinnerLab: clarity and culture preservation, despite hyper growth
One of the biggest challenges for teams who undergo intense growth over a short period
of time is ensuring that there’s clarity with regard to bigger company goals. Preserving
culture and enabling each individual to run full speed ahead is extremely
important. DinnerLab has managed to do all these things with finesse.
With a presence in 20 different cities, 25 people in their corporate office in New Orleans,
25-30 teammates across the United States, and nearly 1,000 part time employees,
DinnerLab’s biggest challenge is to keep everything out of email and in Asana.
Additionally, once a month, they have a company-wide Google Hangout to make sure
everyone is aligned with their team goals.
3)

10. Udacity: teamwork beyond ‘work’
Great teamwork doesn’t always mean ‘work.’ In fact, the more a team can have fun, the more likely they are
to trust each other, and want to collaborate. Udacity takes this concept to heart, offering employees a
variety of activities.
You can take a page from their book by:
 Scheduling a weekly team exercise time: “A coworker and I are both getting in shape for our respective
weddings. Sadly, working at Udacity has been more conducive to snacking than fitness, so we make a
point to play Dance Central once a week in our company game room. I find that these sessions help re-
energize me for the rest of the day,” said Jennie Kim.
 Making any day a special day: At Udacity, every other Friday is Fancy Friday, a day when the team
dresses up to fit some sort of theme. Past themes have included Bumpit Friday (big hair), Fancy Feet, and
Oscar Night. They recently had a panda-themed Fancy Friday: everyone wore black and white, and ate
ice cream sandwiches. The team also hosts Recess after work: a small party focused on something silly,
like making snocones, dim sum (for Chinese New Year) or whipping up their own ice cream.
4)

12. Case Study :
The buck (does not) stop here!

13. The buck stops here :
The need to act or take responsibility, that other people pass on to other
people, ultimately ends.
 Therefore, this case study highlights how this very thing did not happen
in the University of South Arras, a small university around 200 km from
Paris, in France.
The relevance of this phrase?

14. Total Quality Management is based on the principle that every member of
staff must be committed to maintaining high standards of work in every
aspect of a company's operations.

15. Question : 1) Comment on the leadership style of the
programme director
Poor production
Lack of control
Increasing Costs
Questions from the case :

16. QUESTION : 2) IS THERE A SENSE OF OWNERSHIP AMONG
THE PROGRAMME MANAGERS? WHAT CAN BE DONE TO
INSTIL A SENSE OF BELONGINGNESS AMONG THEM?
 Central concern:
 Owners run the place.
 Compliance is easier and simpler than dealing with people who feel a sense of ownership. Leaders who emphasize control want compliance.
 Ownership declines where people feel controlled.
 According to the case, the programme managers do not have any sense of ownership. Putting acquisitions, allegations and running away from
work proves that there’s not even any transparency in the organization and it could be unethical to keep information away from owners.
 Compelling mission drives organizations where taking ownership rises above manipulation. But, where mission is obscure, people just go
through the motions and that is what happened in the case.
 The programme managers did not have any sense of ownership but if they had it, they could have completed the project report on time and
must have even started for international audit 2 report.
 Here, sense of ownership in programme managers could have been created by the leader/director by 5 ways-
i. Allow for mistakes
ii. Let managers speak out
iii. Clarify where things are headed
iv. Illustrate benefits beyond money
v. Show respect

17. Sense of belongingness-
o Feeling like a part of team, being welcomed and ‘fitting-in’ is integral to managers as well as to all the staff performance in the
workplace.
o A sense of belongingness is a human need, just like the need of food and shelter. Feelings that you belong is most important in
seeing value in life and in coping with intensely painful emotions.
o A sense of belonging to a greater community improves your motivation, health and happiness. When you see your connection to
others, you know that all people struggle and have difficult times.
o Sense of belongingness can be achieved by various ways-
i. Be aware of workplace dynamics
ii. Encourage participation
iii. Be fair
iv. Create a safe environment
v. Be honest
vi. Embrace diversity.