organizational structure, group, team building, communication, johari window

1. Presented by:
Prof. AmitThakkar
LJIET

2.  An organizational structure is a system that outlines
how certain activities are directed in order to
achieve the goals of an organization. These activities
can include rules, roles, and responsibilities.
 The organizational structure also determines how
information flows between levels within the
company. For example, in a centralized structure,
decisions flow from the top down, while in a
decentralized structure, decision-making power is
distributed among various levels of the
organization.

3.  THE FUNCTIONAL
STRUCTURE
This kind of organizational
structure classifies people
according to the function
they perform in the
organization.

4.  THE DIVISIONAL
STRUCTURE
A type of organizational
configuration that groups
together those employees
who are responsible for a
particular product type or
market service according
to work flow.
The divisional structure of
a business tends to increase
flexibility, and it can also
be broken down further
into product, market and
geographic structures.

5.  THE MATRIX STRUCTURE
This is a structure, which has a combination of
function and product structures.
This combines both the best of both words to make
an efficient organizational structure.
Most complex organizational structure.

7.  THE LINE AND STAFF STRUCTURE
Line and staff structure combines the line structure
where information and approvals come from top to
bottom, with staff departments for support and
specialization.
Line and staff organizational structures are more
centralized.
Managers of line and staff have authority over
their subordinates, but staff managers have no
authority over line managers and their
subordinates.

9.  THE PROJECT STRUCTURE
Organizational units to complete projects of a long
duration.
Each project is vitally important to the organization.
The size of the project team varies from one project
to another.
The activities of a project team are coordinated by
the project manager who has the authority to obtain
advice and assistance of experts both inside and
outside the organization.
The core concept of project organization is to gather
a team of specialist to work on and complete a
particular project.

11. • Two or more individuals
• Interacting and interdependent
• Who has come together to achieve organizational
goals

12. Formal group
Informal
group

13. • Defined by organisation structure
• Designated with work assignments.

14. Command
group
Task group

15. • Relatively permanent
• Functional reporting relationship such as having
both a group manager and those who report to
the manager.
• Included in organization chart.
• Ex: A manager and his or her immediate
subordinate.

16.  Relatively temporary
 Created to do a specific task
 Ex: Search committee for a new school
superintendent, Task force on new product quality

17. • Created by mutual alliances
• Not formally structured
• Not organizationally determined
• Appear in response to the need for social
contact

18. Interest group
Friendship
group

19. Interest group
•Those working together to attain a specific
objective with which each is concerned
•Relatively temporary
•Organised around a common activity or interest of
its members

20. Friendship group
•Those brought together because they share one or
more common characteristics
•Relatively permanent
•Draws benefits from social relations among its
members

21. 1
• Forming:
• Uncertainty about purpose, structure, and leadership
2
• Storming:
• Intragroup conflict as members resist constraints
3
• Norming:
• Group is cohesive with strong group identity
4
• Performing:
• Group fully functional and working toward goals
5
• Adjourning:
• For temporary groups: breaking up

23. • It shapes the behaviour of members in a
work group
• Predict individual behaviour within the
group
• Predict performance of the group

24. • Roles
• Norms
• Status
• Size
• Cohesiveness

25.  A set of expected behaviour patterns attributed to
someone occupying a given position in a social unit.
• We are required to play a number of diverse roles
• Different group impose different role
requirements on individuals

26.  Role identity
• Certain attitudes and behaviours consistent with a
role.
• Have the ability to shift roles as per the need of the
situation.

27.  Role Perception
• An individual’s view of how he or she is supposed to
act in a given situation.
 Roles Expectation
• How others believe a person should act in a given
situation.
 Role conflict
• A situation in which an individual is confronted by
divergent role expectations.

28.  Acceptable standards of behaviour within a group
that are shared by the group’s member.
Classes of Norms:
•Performance norms
•Appearance norms
•Social arrangement norms
•Allocation of resources
norms
• Powerful means of
influencing behavior
• Performance Norms

29. • A socially defined position or rank given to groups
or group members by others.
What determines status?
• Status derived from one of three sources:
1. The power a person wields over others
2. A person’s ability to contribute to group’s goals
3. Individual’s personal characteristics

30. • Does the size of a group affect the group’s overall
behavior?
Answer is : Yes.
 Smaller groups are faster at completing task.
 Large groups are good for gaining diverse input
and problem solving
Other conclusions:
•Odd number groups do better than even.
•Groups of 7 or 9 perform better overall than larger
or smaller groups.

31. • Degree to which group members are attracted
to each other and are motivated to stay in the
group.
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission
difficultly.
5. Stimulate competition with other
groups.
6. Give rewards to the group, not
individuals.
7. Physically isolate the group.

33.  Strengths
– More complete
information
– Increased diversity
of views
– Higher quality of
decisions (more
accuracy)
– Increased
acceptance of
solutions
 Weaknesses
– More time
consuming (slower)
– Increased pressure
to conform
– Domination by one
or a few members
– Ambiguous
responsibility

34. Interacting Groups
• Typical groups, in which the members interact with
each other face-to-face.
Brainstorming
• An idea-generation process that specifically
encourages any and all alternatives, while with
holding any criticism of those alternatives.

35.  The process:
• The group leader states the problem clearly.
• Members then “free-wheel” as many
alternatives as they can in a given length of time.
• No criticism is allowed, and all the alternatives
are recorded for later discussion and analysis.
• One idea stimulates others, and group members
are encouraged to “think the unusual.”

36.  Nominal Group Technique
• A group decision-making method in which
individual members meet face-to-face to pool their
judgments in a systematic but independent fashion.
• It permits the group to meet formally but does not
restrict independent thinking, as does the
interacting group

37.  Electronic Meeting
• A meeting in which members interact on computers,
allowing for anonymity of comments and aggregation of
votes
• The major advantages of electronic meetings are
anonymity, honesty, and speed.

38. 38
Training
Encourage
Aim
Motivation
Together Everyone Achieve More
T
E
A
M

39. In a team,
 People depend on each other;
 May or may not work in the same physical
location,
 Combine to achieve something together

40.  Team building is an important factor in any
organization, its focus is to specialize in bringing out
the best in a team to ensure self development,
positive communication, leadership skills and the
ability to work closely together as a team to solve
problems.
 A strategy that can help groups to develop into a
real team is “team building”

41. Setting and maintaining the teams objectives and
standards
Involving the team as a whole in the achievement of
objectives
Maintaining the unity of the team
Communicating efficiently with the team
Consulting the team – members before taking any
decisions

42.  Keeping the peace
 Friendly
 Enthusiasm
 Feedback
 Generating ideas
 Initiative
 Solving problems
 Appropriate humour
 Seeking approval
 Encouraging others

43.  Ideal team size
 Decision making
 Purpose
 Action plan and role clarity
 Responsibility and accountability
 Communication
 Norms
 Participation
 Interpersonal relationships and accepted leadership

44.  The imparting or interchange of thoughts, opinions,
or information by speech, writing, or signs.
 "Any act by which one person gives to or receives
from another person information about that
person's needs, desires, perceptions, knowledge, or
affective states. Communication may be intentional
or unintentional, may involve conventional or
unconventional signals, may take linguistic or
nonlinguistic forms, and may occur through spoken
or other modes."

45.  Internal communication: This is the communication
that takes place within an organization. In addition to
the usual face to face, telephone, fax or mail; modern
organizations may use technology to communicate
internally. Technology may be used for e-mails or a
linked internal communication.
 External communication: Communication between
the organization and those outside the organization.
The communicate with other businesses can be
through telephone, fax ,internet etc.

46. External communication
• Letters
• Fax
• Direct mail
• Internet
• Video
• Telephones
• Advertising
• websites
Internal communication
• Team briefing
• Notices
• Reports
• Memos
• Face to face
• E-mail

48.  Formal Communication
 Chain of command
 Written word
 Representative system
 Informal Communication
 Gossips
 Grape vine talks
 Chit chats

49.  Horizontal / Lateral Communication
The exchanges between and among agencies and personnel
on the same level of the organization chart. Horizontal
communication aims at:
– Task coordination: (Inter Personal & Departmental)
– Problem solving: (Discussion & Brainstorming)
– Information sharing: (Inter Personal & Departmental)
– Conflict resolution: (Inter Personal & Departmental)
 Vertical Communication
– Upward Communication
– Downward Communication
 Diagonal Communication

51.  The Johari Window model is a simple and useful tool
for illustrating and improving self-awareness, and
mutual understanding between individuals within a
group.
 The Johari Window model can also be used to assess
and improve a group's relationship with other groups.
 Joseph Luft and Harry Ingham called their Johari
Window model 'Johari‘ after combining their first
names, Joseph and Harry. In early publications the
word appears as 'JoHari '.

52.  what is known by the person about him/herself and is
also known by others - open area, open self, free area,
free self, or 'the arena‘.
 what is unknown by the person about him/herself but
which others know - blind area, blind self, or 'blind spot‘.
 what the person knows about him/herself that others do
not know - hidden area, hidden self, avoided area,
avoided self or 'facade‘.
 what is unknown by the person about him/herself and is
also unknown by others - unknown area or unknown self.

54.  The open free is small
because others know little
about the new person
 Similarly the blind area is
small because others know
little about the new person
 The hidden or avoided
issues and feelings are a
relatively large area
 The unknown area is the
largest, which might be
because the person is
lacking in self-knowledge or
belief
1
Open/Free Area
2
Blind Area
4
Unknown
Area
3
Hidden Area

55.  The open free region is
large because others
know a lot about the
person that the person
also knows
 Through disclosure and
receiving feedback the
open area has expanded
and at the same time
reduced the sizes of the
hidden, blind and
unknown areas
1
Open/Free Area
2
Blind Area
4
Unknown
Area
3
Hidden Area

57.  In most cases, the aim in groups should be to develop the
Open Area for every person.
 Working in this area with others usually allows for enhanced
individual and team effectiveness and productivity. The Open
Area is the ‘space’ where good communications and
cooperation occur, free from confusion, conflict and
misunderstanding.
 Self-disclosure is the process by which people expand the
Open Area vertically. Feedback is the process by which people
expand this area horizontally.
 By encouraging healthy self-disclosure and sensitive feedback,
you can build a stronger and more effective team.