Grp vs team
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This document discusses groups and teams, defining them as collections of people who interact and share common goals or objectives. It identifies different types of groups like formal, informal, task, and interest groups. Teams are described as groups that specifically share a common mission and goals, and work synergistically. The key differences between groups and teams are that teams have more clearly defined mutual interests, contributions, skills, identity, and culture. Examples provided include political parties, departments, and the Indian cricket team.
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This document discusses groups and teams in organizational behavior. It defines a group as two or more individuals interacting and interdependent to achieve objectives. A team is defined as a collection of people where individual efforts result in a performance greater than the sum of their individual contributions. It also discusses formal and informal groups, stages of group development, types of teams, advantages and disadvantages of teams and group work, and the difference between groups and teams.
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The document compares the characteristics of groups and teams. It defines a group as two or more individuals who may or may not have a common goal and work independently. Teams are small numbers of people with complementary skills committed to a shared purpose and goals who are mutually accountable. The key differences are that teams have shared leadership, collective performance and accountability, while groups focus on individual work and outcomes. Effective teamwork provides benefits like a united effort, clear communication, and support between members.
Groups and teams new ppt
Groups are a collection of people who interact and share a common identity. They form for reasons like goal achievement and need satisfaction. Groups have characteristics like norms, roles, hierarchy, and composition. Forming teams allows pooling of talents to achieve shared objectives. The key differences between groups and teams are that teams have mutually agreed and clearly defined interests and skills while groups have diverse backgrounds and contributions. An example of a high performing team is the Indian cricket team, while departments in organizations are examples of groups.
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If you would like to download these slides, send me via: nguyenpuyen91@gmail.com with your purpose of download.
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The document discusses the key differences between teams and groups. It notes that teams have shared leadership, interdependent roles, and both individual and group accountability and rewards. Groups have a clear leader and members perform independent jobs with individual accountability. Examples are provided of how teams improve organizational results by increasing employee involvement, reducing costs and absenteeism, and enhancing creativity and innovation.
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The document discusses different types of work groups, including formal groups officially created by an organization and informal groups established by employees. It describes how work groups operate through inputs like group composition, roles, size, and processes like norms, cohesiveness, and development. Key outputs of work groups are performance and need satisfaction. The document also discusses factors that influence group norms and cohesiveness, and the stages of group development.
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Group vs team ob
This document discusses groups and teams in organizational behavior. It defines a group as two or more individuals interacting and interdependent to achieve objectives. A team is defined as a collection of people where individual efforts result in a performance greater than the sum of their individual contributions. It also discusses formal and informal groups, stages of group development, types of teams, advantages and disadvantages of teams and group work, and the difference between groups and teams.
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The document compares the characteristics of groups and teams. It defines a group as two or more individuals who may or may not have a common goal and work independently. Teams are small numbers of people with complementary skills committed to a shared purpose and goals who are mutually accountable. The key differences are that teams have shared leadership, collective performance and accountability, while groups focus on individual work and outcomes. Effective teamwork provides benefits like a united effort, clear communication, and support between members.
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Groups are a collection of people who interact and share a common identity. They form for reasons like goal achievement and need satisfaction. Groups have characteristics like norms, roles, hierarchy, and composition. Forming teams allows pooling of talents to achieve shared objectives. The key differences between groups and teams are that teams have mutually agreed and clearly defined interests and skills while groups have diverse backgrounds and contributions. An example of a high performing team is the Indian cricket team, while departments in organizations are examples of groups.
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If you would like to download these slides, send me via: nguyenpuyen91@gmail.com with your purpose of download.
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The document discusses the key differences between teams and groups. It notes that teams have shared leadership, interdependent roles, and both individual and group accountability and rewards. Groups have a clear leader and members perform independent jobs with individual accountability. Examples are provided of how teams improve organizational results by increasing employee involvement, reducing costs and absenteeism, and enhancing creativity and innovation.
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By
Sunil Sunny
2nd MBA
GROUP
According to Stephen Robbins
“ A group may be defined as two or more individuals, interacting and interdependent, who have come together to achieve a particular objective.
Characteristics of a Group
1.Social Interaction
2.Stable Structure
3.Common Interest
4.Perceive Themselves As Part Of Group
Types Of Groups
1.Primary And Secondary Groups
2.Membership Groups and Reference Group
3.nterest Vs Friendship Groups
4.Formal and Informal Groups
5.Temporary And Permanent Groups
Stages Of Group Formation
1.Forming
2.Storming
3.Norming
4.Performing
5.Adjourning
Forming
1.Strong dependence on leader
2.A great uncertainty
3.Simple Ideas
4.Avoidance of serious topics
5.Minimum feedback
Storming
1.Strongly expressed views
2.Challenging other’s ideas
3.Challenging leadership, Authority and position
4.Withdrawal by some group members
5.Lack of collaboration, competing for control
6.High level of reacting or defending
Norming
1.Active listening
2.Shared leadership
3.Methodical systematic ways of working
4.Receptiveness to other’s ideas
5.Active participation by all
6.Conflict seen as mutual problems
7.Open exchange of ideas
Performing
1.High creativity
2.Openness and trust
3.Strong relationships
4.High achievement
Adjourning
Adjourning, is the break-up of the group, hopefully when their task is completed successfully, their purpose full filled
Recognition of and sensitivity to peoples vulnerabilities is helpful.
Why People Indulge In Groups
1.Companionship
2.Survival and security
3.Affiliation and status
4.Power and control
5.Achievement
Thanks
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The document discusses group and team building. It covers topics like the concept of groups, types of groups, group structure, dynamics and development. It defines a group as two or more individuals interacting to achieve objectives. Groups are classified based on their psychology, formality, size and other factors. Reasons for group formation include security, status and goal achievement. Stages of group development include forming, storming, norming, performing and adjourning per Tuckman's model. Principles of group dynamics emphasize belonging, attraction and conformity to group norms.
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Groups and teams are important parts of any organization. A group is defined as two or more individuals who interact and share a collective identity. Groups form to fulfill members' needs for belongingness, support, security, recognition, and proximity. Both formal and informal groups exist in organizations. Team dynamics, properties like roles and norms, and concepts like groupthink must be understood to utilize groups and teams effectively. While groups focus on individual goals, teams emphasize mutual accountability and collective goals to produce outcomes through shared roles and responsibilities. The formation of cohesive and diverse groups and teams is crucial for organizational decision-making.
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The document discusses the differences between work groups, pseudo-teams, potential teams, real teams, and high-performance teams. It provides criteria to evaluate what type of group you have and how to transition from one type to a higher performing type through developing complementary skills among members, establishing a clear purpose, goals, and working approach, and creating a sense of mutual accountability. The document emphasizes that high performing teams require members who are committed to each other's personal growth and success to significantly outperform expectations.
Group vs team
A group is a collection of individuals each with their own goals, while a team is a collection of people who share a common goal and are willing to share their ideas and abilities to help one another improve in pursuit of that shared objective.
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This document provides an overview of teams and groups, including the differences between them. It discusses types of teams like problem-solving teams and virtual teams. It also covers types of groups, stages of group development, roles within groups, and factors that impact group effectiveness such as resources, leadership, trust, and rewards. The document contrasts teams and groups, addresses topics like social loafing and norms, and notes that cohesiveness is influenced by group size, diversity, identity, and success. It concludes by stating the presentation's purpose is to explain why teams have become important.
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This document discusses interpersonal groups and types of groups. It defines a group as two or more individuals who have come together to achieve objectives. Reasons for joining groups include security, socialization, status, accomplishing tasks, self-esteem, decision-making, affiliation, communication, and power. There are two types of groups: formal groups created by an organization and informal groups created by members. The document also discusses group structure, cohesiveness, work teams, and issues in managing work teams such as performance, diversity, and social loafing.
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This document discusses groups and teams, types of work teams like virtual teams, group dynamics including norms and cohesiveness, what it takes to be a team player in terms of personality, interpersonal skills, and management skills. It also covers challenges in creating team players when individual resistance or culture is strong. Tips for building productive teams include having a clear mission, setting goals, composing the right size and mix, delegating authority, and offering rewards. Characteristics of high-performing teams and how to improve team performance are also summarized.
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The document discusses key topics related to managing groups and teams, including defining what makes a group, the stages of group development, organizational politics, and building trust within teams. It identifies six stages of group development including orientation, conflict, cohesion, delusion, disillusion, and acceptance. It also discusses the concept of groupthink and how it can lead groups to blind conformity without considering alternatives. Finally, it emphasizes that trust is a key factor in team effectiveness and managers can build trust through open communication, support, respect, fairness, predictability, and competence.
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The document discusses the differences between a working group and a team. A working group has independent participants with separate goals who share information to help members perform individually, while a team has interdependent participants with common goals who must work together interdependently to achieve results. A team is defined as a small group of people with complementary skills committed to a common purpose, goals, and approach for which they are mutually accountable. The document outlines characteristics of effective working groups and high-performing teams.
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This document discusses groups and teams. It defines that a group consists of two or more people who interact to achieve a goal, while a team is a specialized group that works intensely together towards a common goal. It outlines the stages of group development including forming, storming, norming, performing, and adjourning. Groups are compared to teams, noting that teams prioritize team progress, participative decision making, and respect among members. The impact of effective groups and teams is also summarized, including gaining a competitive edge and enhancing performance.
Group Formation
GROUP FORMATION
By
Sunil Sunny
2nd MBA
GROUP
According to Stephen Robbins
“ A group may be defined as two or more individuals, interacting and interdependent, who have come together to achieve a particular objective.
Characteristics of a Group
1.Social Interaction
2.Stable Structure
3.Common Interest
4.Perceive Themselves As Part Of Group
Types Of Groups
1.Primary And Secondary Groups
2.Membership Groups and Reference Group
3.nterest Vs Friendship Groups
4.Formal and Informal Groups
5.Temporary And Permanent Groups
Stages Of Group Formation
1.Forming
2.Storming
3.Norming
4.Performing
5.Adjourning
Forming
1.Strong dependence on leader
2.A great uncertainty
3.Simple Ideas
4.Avoidance of serious topics
5.Minimum feedback
Storming
1.Strongly expressed views
2.Challenging other’s ideas
3.Challenging leadership, Authority and position
4.Withdrawal by some group members
5.Lack of collaboration, competing for control
6.High level of reacting or defending
Norming
1.Active listening
2.Shared leadership
3.Methodical systematic ways of working
4.Receptiveness to other’s ideas
5.Active participation by all
6.Conflict seen as mutual problems
7.Open exchange of ideas
Performing
1.High creativity
2.Openness and trust
3.Strong relationships
4.High achievement
Adjourning
Adjourning, is the break-up of the group, hopefully when their task is completed successfully, their purpose full filled
Recognition of and sensitivity to peoples vulnerabilities is helpful.
Why People Indulge In Groups
1.Companionship
2.Survival and security
3.Affiliation and status
4.Power and control
5.Achievement
Thanks
Organizational Behavior (TEAM)
The statement that ideally all work teams should have seven members, give or take one or two, is generally accurate. While team size can depend on the task and composition, research has shown that smaller teams between 6-9 members operate most effectively. Larger teams face issues with coordination, engagement, and influence among members. Effectiveness is highest when teams are small enough for meaningful involvement from all, while providing the necessary competencies and perspectives to accomplish goals.
Group dynamics & team building
This document discusses group dynamics and team building. It defines a group as a collection of people with common characteristics or purpose. Group dynamics refers to how a group of people interact and influence each other. The document notes that one of the biggest challenges is getting people to work together as a team. It describes various exercises used to demonstrate communication within groups and the different roles and behaviors that can help or hinder group performance. The document concludes that understanding group dynamics is important for identifying personalities and making effective groupings, and that it takes time for team members to learn to work intensely together to achieve common goals.
Groups and teams
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
Organizational behavior
This document discusses groups and teams in an organizational behavior context. It defines groups as two or more interacting individuals working to achieve objectives, while defining work teams as small groups of people with complementary skills committed to a common mission and goals. The document outlines characteristics of groups like norms and cohesiveness. It also discusses types of groups like formal command/interest groups and informal task/friendship groups. Finally, it examines stages of group development and reasons individuals join groups, as well as defining and comparing work teams and groups.
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This document discusses work teams and groups. It defines what groups are and describes different types of groups such as formal vs informal groups and command, task, interest and friendship groups. It also discusses reasons why people form groups, stages of group development, roles within groups, advantages and disadvantages of groups, and how to minimize groupthink.
Group behaviour and Team work
Group is defined as two or more people interacting and influencing each other, while a team is a group committed to a common goal for which members are mutually accountable. People join groups for security, status, self-esteem, affiliation, power, and goal achievement. Groups go through stages of forming, storming, norming, performing. High-performing teams have clear goals, defined roles, effective communication and feedback, while unproductive teams fail to meet goals, lack open communication, avoid conflict, and have dysfunctional meetings.
Gru dyna
The document discusses various aspects of group dynamics and decision-making. It defines what a group is, the differences between groups and teams, and describes types of groups such as formal and informal groups. It also outlines Tuckman's five stages of group development, key dynamics that influence groups such as their composition, size, roles, norms and cohesiveness. Additionally, it discusses conditions that affect group behavior both externally from the organization and internally from within the group, and highlights advantages and disadvantages of group decision-making processes.
Session 1 group and team
The document discusses group and team building. It covers topics like the concept of groups, types of groups, group structure, dynamics and development. It defines a group as two or more individuals interacting to achieve objectives. Groups are classified based on their psychology, formality, size and other factors. Reasons for group formation include security, status and goal achievement. Stages of group development include forming, storming, norming, performing and adjourning per Tuckman's model. Principles of group dynamics emphasize belonging, attraction and conformity to group norms.
Chapter 07 groups and teams in an organization
Groups and teams are important parts of any organization. A group is defined as two or more individuals who interact and share a collective identity. Groups form to fulfill members' needs for belongingness, support, security, recognition, and proximity. Both formal and informal groups exist in organizations. Team dynamics, properties like roles and norms, and concepts like groupthink must be understood to utilize groups and teams effectively. While groups focus on individual goals, teams emphasize mutual accountability and collective goals to produce outcomes through shared roles and responsibilities. The formation of cohesive and diverse groups and teams is crucial for organizational decision-making.
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Group vs team
A group is a collection of individuals each with their own goals, while a team is a collection of people who share a common goal and are willing to share their ideas and abilities to help one another improve in pursuit of that shared objective.
CẨM NANG KINH DOANH TOÀN CẦU VỚI FACEBOOK
Bí quyết kinh doanh toàn cầu, các thông số quan trọng tại từng quốc gia mà bạn quan tâm.
Chắc chắn đây là thông số không thể bỏ qua nếu bạn muốn kinh doanh Facebook nhiều hơn nữa.
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http://onnet.edu.vn/facebook-coaching
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This document summarizes the student's FMP evaluation. It includes sections on research, planning, time management, technical qualities, aesthetic qualities, audience appeal, and peer feedback. The research involved studying Mario and Sonic levels for inspiration and ideas. Planning involved developing multiple game ideas and choosing the best concept. Time management tracked progress across several days. Peer feedback praised the animation but suggested finishing all aspects on time. The student agreed improvements were needed to fully complete the game.
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Here are the key details about BMW's prices in India:
- The BMW 3 Series starts at Rs. 23,95,000
- The BMW X1 starts at Rs. 22,00,000
- The BMW 5 Series is priced at Rs. 37,00,000
- Luxury models like the BMW M6 Coupe and Convertible are priced over Rs. 1 crore
- The BMW 7 Series ranges from Rs. 82,50,000
- SUVs like the BMW X3 and X5 are priced between Rs. 41-53 lakhs
So in summary, BMW prices in India range from Rs. 23,95,000 for the 3 Series sedan to over
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Blog : http://BOAZbigdata.com
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BMW launched the Z3 roadster to expand its market share in the US. It selected the Z3 because it captured BMW's brand of performance and luxury. BMW used non-traditional marketing like product placement in the James Bond film GoldenEye to generate excitement for the new roadster. It launched the car through a variety of channels like a Neiman Marcus catalog and BMW's website to build anticipation before the car was available in dealerships. The unconventional marketing approach was a success in generating buzz around the Z3's launch.
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The document is a presentation by BMW Group providing an overview and update on their business and strategy:
1) In the first half of 2009, BMW Group saw revenues decrease 12.1% and profit before tax turn to a loss of €47 million compared to a profit of €1,243 million in the same period in 2008 due to the economic downturn.
2) BMW Group outlined actions for 2009 such as cost reductions, optimization of capital employed, and strict cash flow management to address the challenging market conditions.
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Grp vs team
- 2. GROUPS
- 3. A collection of people who interact with one another, accept rights and obligations as a members and who share a common entity. For example- Presentation group
- 4. Need Satisfaction Attraction Goals
- 5. Types of Groups Formal Informal Command Group Task Group Friendship Group Interest Group Reference Group
- 6. Groups examples • Political parties • Departments of Organisations
- 7. Teams
- 8. A group of people who share a common name, mission, set of goals or objectives and expectations.
- 10. Problem- solving teams Self-managed work teams Functional teams Cross-functional teams Virtual teams
- 12. Criteria Group Team Interest Shared interest Mutually agreed Contribution Individual Synergic Skills Complementary Random Identity Shared Clearly defined Culture Diverse Shared GROUP VS TEAM
- 13. THANK YOU