managing groups and teams
TRANSCRIPT
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Foundations of work groupsWork-group inputsWork-group processesPromoting innovation: using task forces and teams
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What is a group?
Two or more interdependent individuals interacting and influencing each other in collective pursuit of a common goal.Differentiated from a simple gathering of people.
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Types of work groups: Formal
Group officially created by an organisation for a specific purpose
InformalGroup established by employees (not the organisation) to serve members’ interests or social needs
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Formal groupsGroups officially created by an
organisationfor a specific purpose.
Command/functionalManager & subordinates
Task groups◦ Permanent◦ Temporary
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Informal groupsGroups established by employees (not
theorganisation) to serve members’
interests or social needs
Interest groups Friendship groups
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Work groups
Formalgroups
Informalgroups
Command orfunctional
groups
Task groups
Interest groups
Friendshipgroups
Permanenttask groups
Temporarytask groups
How informal groups develop:
FORMAL GROUPSRequired activitiesRequired interactionsRequired sentimentsGiven sentiments
ORGANISATIONAL
INFORMAL GROUPS OUTPUTS (e.g. productivity,
Emergent activities satisfaction)Emergent interactionsEmergent sentiments
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How work groups operate:
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INPUTSGroup composition
Member rolesGroup size
PROCESSESGroup normsCohesivenessDevelopment
OUTCOMESPerformance
Need satisfactionFuture work group
compatibility
Work group composition:Two crucial selection factors are potential member characteristics and reasons for their attraction to the group.
Member characteristicsTask-relevant skillsAppropriate interpersonal skillsContribution to group diversity
Attraction to the groupIdentification of reason for wanting to join group as being appropriate to group task
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Member roles:Group-task roles◦Initiator-contributor◦Information seeker◦Information giver◦Coordinator◦Orienter◦Energiser
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Member roles (cont.):Group maintenance roles– Encourager– Harmoniser– Gatekeeper– Standard setter– Group observer– Follower
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Member roles (cont.):Self-oriented roles– Aggressor– Blocker– Recognition seeker– Dominator
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Group size: Size and group interaction
Group size affects interaction Size and performance
Social loafingIndividualismCollectivism
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As group members work, some energy goes into group development and operations. This is diverted from the task, and is known as process loss, as it is lost energy which could have been devoted to the task.
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Positive SynergyForce resulting when combined gains
are greater than group-process losses Negative synergy
Force resulting when group-process losses are greater than gains achieved from combining the forces of the group
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Group norms:Expected behaviours sanctioned by a group that regulate and foster uniform member behaviour.
Explicit statements Critical events Primacy Carry-over behaviours
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Group cohesiveness:Degree to which members are attracted to a group, are motivated to remain in it, and are mutually influenced by one another.
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Group norms: Consequences of group cohesion
Organisational citizenship behaviours Determinants of group cohesiveness
Similar attitudes and valuesMutual understandingsExternal threatsSize of group
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Group development: Forming
Assess rules for the tasks and interactions
StormingLocate and resolve differences
NormingDevelop consensus re norms, task, relationships
PerformingNorms support teamwork; energy applied to task
AdjourningPreparation for disengagement
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Group development:
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FormingForming
StormingStorming
NormingNorming
PerformingPerforming
AdjourningAdjourning