This document discusses groups and teams in the context of an aviation management course. It covers the stages of group development, types of groups, characteristics of effective teams, managing teams, and conflict resolution techniques. The key topics covered are the forming, storming, norming, performing, and adjourning stages of group development, the differences between formal and informal groups, and the characteristics necessary for effective teams such as clear goals, good communication, and mutual trust.

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Principle of Management
Week 7
Understanding Groups and
Teams.

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• Table of contents;
– Reflecting last week.
– Understanding group behaviour.
• Stages of group behaviour.
• Basic group concepts.
• Team profiling test.
• Group decision making.
• Work group behaviour.
– Turning Group into Effective Teams.
– Developing and managing Effective Teams.
– Reading assignment (Group Discussion and presentation).
– Summary.
– Motivating your self.

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Group Behaviour.
Teams.
Effective Teams

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• Group:
– Two or more interacting and interdependent individuals who come together to achieve
particular goals.
• Formal – work groups established by the organization that have designated work
assignments and specific tasks
– Appropriate behaviors are established by and directed towards organizational
goals
• Informal – for social nature – occur naturally in the workplace in response to the need
for social contact
• Example of Formal Groups.
– Command Group – Basic traditional work groups determined by formal authority
relationships and depicted on the organisational chart. They typically includes a manager
and those subordinates who report directly to the manager.
– Cross-functional teams – These bring together the knowledge and skills of individuals from
various work areas in order to come up with solutions to operational problems. Cross-
functional teams also include groups whose members have been trained to do each other’s
job.
– Self Managed Teams – assembly of essentially independent groups that, in addition to
doing their operating jobs, take on traditional management responsibilities such a hiring,
planning and scheduling, and performance evaluations.
– Task forces – These are temporary groups created to accomplish a specific task. Once the
task is complete the group is disbanded.

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Example for Informal Groups
• Among your department members
• Discussion among employees at office
pantry.

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• Forming.
• The first stage of group development in which people join
the group and then define the group’s purpose, structure
and leadership.
• Storming.
• The second stage of group development which is characterised
by intra - group conflict.
• Norming.
• The third stage of group development, which is characterised
by close relationships and cohesiveness.
• Performing.
• The fourth stage of group development, when the group a fully
functional.
• Adjourning.
• The final stage of group development for temporary groups during which
group members are concerned with wrapping up activities rather than
task performance.
Stages of Group Development

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Basic Group Concepts:
• Role – a set of behaviour patterns expected of some one occupying a given
position in a social unit.
• Norms – Acceptable standards or expectations shared by a group’s members.
• Status system – A prestige grading , position or rank within a group.
• Free rider tendency – a group phenomenon in which individual members reduce
their individual efforts and contributions as the group increases in size.
• Group cohesiveness – the degree to which group members are attached to one
another and share the group’s goals.
• Conflict – Perceived incompatible differences that result in interference or
opposition.

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External
Conditions
Imposed on
The group.
Group members
resources.
Group
structure.
Group
Processes.
Group Tasks.
Performance and
satisfaction.
Group Behaviour Model.

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• Work Group Behaviour.
1) External conditions imposed on the group, including the
organization’s overall strategy, authority structure, formal
regulations, employee selection criteria and etc)
2) Group members resources, including members’
knowledge, abilities, skills and personal characteristics)
3) Group structure. – (group are not unorganized crowds. –
they have structure the shapes members behavior with
group performance)
4) Group process.- (communication patterns used by
members to exchange information, group decision
process, conflict and so on)
5) Group tasks.

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The relationship between Cohesiveness and Productivity.
(Group Structure)
High. LOW.
LOW.
High.
Cohesiveness
AlignmentofMember’sandOrganisationalGoals
Strong increase
In productivity
Decrease
In productivity
No significant effect
on productivity
Moderate increase
In productivity

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• Group Decision Making:
– Advantages over individuals decisions.
• Group provide more complete information.
• Group generate more alternatives.
• Group increase acceptance of a solution.
• Group increase legitimacy.
– Disadvantages of group decision making.
• Time consuming.
• Risk minority domination.
• There are pressure to conform.
• Ambiguous responsibility.
• Group Think:
– A type of conformity in which group members withhold deviant, minority
or unpopular views in order to appear to agreement.

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Techniques for improving group decision making
Increased
Creativity.
Electronic
Meeting.
Nominal Group Technique
(NCT).
Brainstorming.
In which group members are presented with a problem, each member independently writes down
His or her ideas on the problem, then each member presents one idea until all ideas have been
Presented. No discussion takes place until all ideas have been presented.
An idea generating process
That encourages alternatives
While withholding criticism.
Decision making groups that
Interact by using linked
Computers.

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• Traditional view of conflict:
– The view that all conflict is bad and must be avoided.
• Human relations view of conflict:
– The view that conflict is a natural and inevitable outcome in any
group.
• Interactionist view of conflict:
– Some conflicts are necessary for a group to perform effectively.
• Functional Conflict:
– Conflict that support a group’s goals and improve its
performance.
• Dysfunctional conflict:
– Conflicts that prevent a group from achieving its goals.
Conflict Management (under group processes – con’t)

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BA C
LevelofGroup
Performance
Low
High
Level of Conflicts HighLow
Situation:
• Level of conflict. Low or none. Optimal. High.
• Type of conflict. Dysfunctional. Functional. Dysfunctional.
• Group’s internal Apathetic Viable Disruptive
Characteristic. Stagnant Self critical Chaotic
• Level of Group
Performance. Low. High. Low.
Conflicts & Groups
Performance

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• Task Conflicts:
– Conflicts over content and goals of the works.
• Relationship conflict:
– Conflict based on interpersonal relationship.
• Process conflict:
– Conflict over how work gets done.

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Assertiveness
Cooperativeness
Resolving conflict by
satisfying one’s own needs
at the expense of another’s
Forcing
Accommodating
Collaborating
Compromising
Avoiding
Resolving conflict by each
party giving up something
of values
Resolving conflict by
placing another’s needs
and concerns above one’s
own.
Resolving conflict by
withdrawing from or
suppressing it.
Resolving conflict by
seeking an advantageous
solution for all parties
Conflict-Resolution Techniques

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Increases
Performance
Takes
Advantage of
Workforce
diversity
Allows
Managers to
Do more
Strategic
Management.
Increases
Flexibility
Create
Esprit de
corps
Why Use
Teams ?
Turning group into Effective Teams

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• Types of teams in organization.
– Work teams – Formal groups made up of interdependent
individuals who are responsible for the attainment of a goal.
– Functional teams – A type of work team that is composed of a
manager and his or her subordinates from a particular functional
area.
– Self managed team – A type of work team that operates without
a manager and is responsible for a complete work process or
segment.
– Virtual team – A type of work team that uses computer
technology to link physically dispersed members in order to
achieve common goal.
– Cross functional team – A type of work team that is a hybrid
grouping of individuals who are experts in various specialties
and who work together on various tasks.

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Purpose
Duration
Structure
Membership
• Product development.
• Problem solving.
• Reengineering.
• Any other organisational purposes
Desired.
• Supervised.
• Self managed.
• Functional.
• Cross – functional.
• Permanent.
• Temporary.
Categories of Teams

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External
support
Internal
support
Appropriate
Leadership
Negotiating
Skills
Good
Communication
Unified
Commitment
Mutual
Trust
Relevant
Skills
Clear
Goals
Characteristic
Of
An
Effective
Teams

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• Communicate.
• Be supportive.
• Be respectful.
• Be fair.
• Be predictable.
• Demonstrate competence.
Six Suggestions to Help Managers Build Trust.

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• Planning.
• Organising.
• Leading.
• Controlling.
Managing Teams.

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• Gain Sharing.
– A group incentive program that shares the
gains of the efforts of group members with
those group members.

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• Summary.
1. a. Formal groups are…
b. Informal groups are…
2. The five stages of group developments are…
3. a. A role is …
b. Norm is…
4. The five variables of group behaviour are…
5. a. The advantages of group decision making are…
b. The disadvantages of group decision making are…
6. Why are teams become increasingly popular?
7. The four most common type of teams are…
8. Effective work teams are characterised by…
9. How manager can build trust?

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Motivating your self.
• Personal Goals.
• Negotiating – with the Inner You.
• Keep practicing on your writing. Use the websites BAMG09.