The document discusses the key differences between groups and teams. It defines groups as two or more individuals interacting and interdependent to achieve objectives, while defining teams as small numbers of people committed to a common purpose and goals who hold each other accountable. The document also discusses models of group development, factors that affect group effectiveness, different types of teams, and measures to improve team effectiveness. It provides an overview of process-based and team-based organizational design.

1. Teamwork And Group By: Kishan Ravji Chintan Pooja

2. Group : Meaning, Importance, Formation, Types. Models of Group Development Factors affecting effectiveness of Group. Advantages and Disadvantages of Group. Team : Meaning, Importance. Difference between Team and Group Team : Types, Team Role, measures of improving effectiveness of team. Process and team based design of Organization. Contents :

3. Group : Two or more individual interacting and interdependent, who have come together to achieve particular objectives. Work Group : A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.

4. Formal Groups : Officially formed groups Accomplish complex, independent tasks that are beyond the capabilities of individuals Create new ideas Co-ordinate interdepartmental efforts Solve complex problems requiring varied information and perceptives. Implement action plans. Socialize and train newcomers. Importance of Group

5. Informal Groups : Unofficially formed Filling in gaps in manager’s abilities Solving work problems Better co-ordination Channel of communication Restraint on managers Better relations Norms of behavior Satisfied workforce Developing future executives

6. Task Accomplishment Problem Solving Proximity Socio-Psychological Factors Formation of Group :

7. Formal groups: A designed work group defined by an organization's structure Types of Group : Informal group: A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact.

8. Command group : A group composed of the individuals who report directly to a given manager. Task group : People working together to complete a job task. Interest group : People working together to attain a specific objective with which each is concerned

9. Five stage Group Development Model : Developed by Tuckman and Jenson Models of Group Development :

10. Forming : Characterized by great deal of uncertainty about the group’s Purpose , Structure and leadership. Members “test the waters” to determine what type of behaviors are acceptable.

11. Storming : One of intragroup conflict. Members have accepted the existence of the group, but there is resistance to constraints that a group imposes on individuality.

12. Norming : Close relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group identity and comparison.

13. Performing : The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand.

14. Adjouring : the group prepares for its disbandment. High task performance is no longer the group’s top priority.

15. Temporary groups with deadlines does not follow 5 stage model instead they have their own unique Sequencing of actions: An Alternative Model for Groups with Deadlines: First Meeting – to set group’s direction. Period of Inertia – become locked into fixed course of action. End of 1 st Phrase – Transition takes place, which occurs exactly when the group has used up half its time allotted time. Transition – initiates major changes. 2 nd phrase of inertia – follows the transition. Group’s last meeting–final burst of activity to finish its work

16. The Punctual Equilibrium Model: Completion Transition First Meeting Phase 1 Phase 2 (High) (Low) A (A+B)/2 Time B Performance

17. Factors affecting effectiveness of group : External Factors Performance and Satisfaction Group task Group processes Group structure Group member resources

18. External Factors Group Members’ Resources : Abilities of members Personality characteristics Group structure : Formal leadership Roles Norms Status Size Social loafing Composition

19. Group Processes Group Tasks Performance and Satisfaction

20. Pooling of knowledge and information Satisfaction and commitment Personnel development More risk taking Advantages of Working in Group :

21. Time consuming and costly Individual domination Problem of responsibility Group think Disadvantages of working in group :

22. Team : “ A team is the small number of people with complementary skills who are committed to a common purpose, set of performance goals and approach for which they hold themselves mutually accountable.” -Katzenbach and Douglas Smith Work Team : A group whose individual efforts result in performance that is greater than the sum of the individual inputs. Definitions :

23. Improved employee motivation Positive synergy Satisfaction of social needs Commitment to team goal Improved organizational communication Benefit of expanded job training Organizational flexibility Importance of Team

24. Think about 10 people riding a bus… Difference between Group and Team All in one place Heading in the same direction At the same time At the same speed Under the direction of one leader Are they a Team???

25. In Reality…the 10 people riding a bus… All in one place Heading in the same direction At the same time At the same speed Under the direction of one leader No, they are a Group.

26. A Group is not a Team Dynamics Of Group Suspicion Rush to accomplish Floundering Reluctance Dominance

27. Think about a Football Team riding a bus… All players get on and off the bus at the same time Clear mission Interrelated goals Clear goals and responsibilities Strategies with contingency plans Motivating and pumping each other up along the ride Are they a Team???

28. After the game…a football team riding a bus… Celebrating their success Lessons learned They a Team

29. Dynamics Of a Team But a Team is a Group Work for common goal Accountability Mutual Respect Commitment Interdependency Trust Communication

30. Work Groups Work Teams Goal Synergy Accountability Skills

31. Types of teams :

32. Problem solving Teams: They are typically composed of 5 to 12 employees of the same department who meet for few hours each week to discuss the ways of improving quality, efficiency, and the work environment.

33. Self-managed work teams : A formal group of employees that operates without a manager and is responsible for a complete work process or segment that delivers a product or service to an external or internal customer.

34. Cross Functional Teams: A team composed of employees from about the same hierarchical level but form different work areas in an organization who are brought together to accomplish a particular task.

35. Virtual Teams: Team that uses computer technology to tie together physically dispersed members in order to achieve a common goal.

36. Key Roles of Team :

37. Action Oriented: Shapers (SH) Implementer (IPM) : Completer – Finishers (CF) : People oriented : Coordinator (CO) Team Worker (TW) Resource investigator (RI) Team Roles (by Belbin):

38. Thought Oriented : Plant (PL) Monitor- Evaluator (ME) Specialist (SP)

39. Action oriented role 1 Shaper Challenges the team to improve 2 Implementer Puts idea into action 3 Completer finisher Ensures thorough, timelt completion People oriented roles 4 coordinator Acts as a chairperson 5 Team work Encourages cooperation 6 Resource investigator Explores outside opportunities Thought oriented roles 7 Plant Presents new ideas and approaches 8 Monitor- Evaluator Analyzes the options 9 Specialist Provides specialized knowledge

40. Measures for improving effectiveness of team :

41. The organization form which is mostly addressing he alignment between structure and processes is commonly referred to as Process based Organization. It varies from traditional organization in following ways: They design end to end business processes rather than tasks. They measure and manager process level results instead of departmental efficiency. They think in terms of customer goals instead of localized functional goals. Process Based design of Organization :

42. Features : Processes drive structure Work adds value Teams are fundamental Customers define performance Teams are rewarded for performance Teams are tightly linked to suppliers and customers Team members are well informed and trained

43. Advantages : Focuses resources on customer satisfaction. Improves speed and efficiency, often dramatically. Adapts to environmental change rapidly. Reduce boundaries between departments. Increase ability to see total work flow. Enhances employee involvement. Lowers cost because of less overhead structure.

44. Disadvantages : Can threaten middle manager and staff specialist Requires changes in command and control mindsets. Duplicates scarce resources Require new skills and knowledge to manage literal relationships and teams. May take longer to make decisions in teams Can be ineffective if wrong processes are identified

45. In the team based structure the entire organization is made of work groups or team that perform the organization’s work Employee’s empowerment is crucial because there is no line of managerial authority from top to bottom. In big organizations the team complement a functional or divisional organization. Team Based design of Organization:

46. Easy integration Better management, more control Greater productivity Advantages : Disadvantage : Significant overheads Arising conflicts

47. Group and team in details Difference between Team and Group Models of Group Factors affecting Group Effectiveness of Team Team Role Process and Tam Based Organizational design. Wrap Up :

48. Organizational Behavior – Person edition. MBA handbook – Thakur publication Google Sources :

49. Queries