organisations groups and teams
DESCRIPTION
Useful vocabulary traditional view of conflict group forming stage storming stage norming stage performing stage adjourning stage role norms groupthink status social loafing group cohesiveness conflict traditional view of conflict human relations view of conflict interactionist view of conflict functional conflicts dysfunctional conflicts work teams problem-solving team self-managed work team cross-functional team virtual team social network structureTRANSCRIPT
Organisations Groups and Teams
Management Organisations Groups and Teams Useful vocabulary
traditional view of conflict
group forming stage storming stage norming stage performing stage
adjourning stage role norms groupthink status social loafing group
cohesiveness conflict traditional view of conflict human relations
view of conflict interactionist view of conflict functional
conflicts dysfunctional conflicts work teams problem-solving team
self-managed work team cross-functional team virtual team social
network structure Todays lecture We will:
Define groups and the stages of group development Describe the
major components that determine group performance and satisfaction
Explore conflict management Define teams and best practices
influencing team performance Discuss contemporary issues in
managing teams Groups What is a group? Group - two or more
interacting and interdependent individuals who come together to
achieve specific goals. Groups tend to come together for a specific
purpose but members work independently. A group may have a leader,
but the roles and functions of the other group members are not well
defined. Types of groups Formal groups
Work groups defined by the organisations structure that have
designated work assignments and tasks Informal groups Groups that
are independently formed to meet the social needs of their members
Formal groups - examples Activity Please give examples of each of
these groups from your experiences: Formal: Command Task Self
managed Cross function Informal: Interest 5 stages of group
development
Forming Members feel much uncertainty, are just getting together
Storming Lots of conflict between members of the group Norming
Stage Members have developed close relationships and work together
Performing Stage The group is finally fully functional and achieves
Adjourning Stage The ending of a group and finishing activities The
forming stage is filled with uncertainty as group members figure
out their roles and the group norms.The storming stage occurs as
the roles are continued to be developed and conflict arises between
group members.As members develop closer relationships and a sense
of cohesiveness they move into the norming stage.When the group is
functioning well together and achieving their goals they are in the
performing stage.If it is a temporary group they will wrap up
activities and adjourn in the final stage. (c) 2008 Prentice-Hall,
All rights reserved. 4 stages of group development (4) Critique of
the Five-Stage Model
Assumption: the group becomes more effective as it progresses
through the first four stages Not always true group behavior is
more complex High levels of conflict may be useful to high
performance The process is not always linear Several stages may
occur simultaneously Groups may regress Ignores the organisational
context (ie, the organisation setting may mean the group do not
need to go through the 5 stages) Although the five-stage
development model is widely accepted there are some critiques of
the model.The assumption that the group becomes more effective
through each of the stages is somewhat suspect.The process is not
always that linear and several stages may occur at the same
time.Also, groups may regress into early stages at some point in
the process.Also, the model ignores the organisational context.We
have seen in our study of earlier theories that context can have a
large impact on behavior. (c) 2008 Prentice-Hall, All rights
reserved. Group performance and satisfaction Group performance (1)
A. External conditions: Factors inside the organisation but outside
the group, eg, organisation strategy, rules, authority, technology
B. Group member resources: Skills, knowledge and personalities of
the group members Group performance (2) C. Group structure:
Roles: the roles individuals play in the group (eg, leader,
negotiator, innovator) Norms:the unwritten rules of the group (eg,
dresscode, working late) Conformity: Behaving in the same way as
the rest of the group. (eg Groupthink, Asch experiment) Group
performance (3) C. Group structure (cont.)
Size: Ideally 5-7 people, small groups get things done, large
groups create more ideas.Risk of social loafing where some people
do no work! Cohesiveness:When a group get on and all share the
groups goals.Best productivity is when cohesiveness = high and
goals = desirable. Group cohesiveness and productivity Activity
When have you experienced these structures in groups you have
worked in? What happens when you have a group task and the group is
too big? How do you deal with people who will not work hard? Group
performance (4) D.Group processes:Processes that happen in a group
(eg, communication) Two of the most important are: Decision making
Conflict management Creative group decision making Activity Try out
brainstorming as a group.
How many different uses can you think of for a pen? (the last group
I did this with got 20!) What is conflict? Conflict - perceived
incompatible differences that result in interference or opposition.
Can you give me an example? Conflict management (1)
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 - the view that some conflict is
necessary for a group to perform effectively Conflict management
(2)
Functional conflicts - conflicts that support a groups goals and
improve its performance Dysfunctional conflicts - conflicts that
prevent a group from achieving its goals Conflict management
(3)
Task conflict - conflicts over content and goals of the work
(functional or dysfunctional) Relationship conflict - conflict
based on interpersonal relationships (usually dysfunctional)
Process conflict - conflict over how work gets done (functional or
dysfunctional) Conflict and group performance Conflict management
techniques Group performance and satisfaction (5)
E. Group tasks: The task the group has to complete. It can be:
Simple:routine and standardised, requires little group discussion
Complex: new and not routine, requires a lot of group discussion
Teams What is a work team? Work teams are:
groups whose members work intensely on a specific, common goal
using their positive synergy, individual and mutual accountability,
and complementary skills They outperform individuals and can be
more flexible than a traditional department Advantage of using
teams
Teams outperform individuals. Teams provide a way to better use
employee talents. Teams are more flexible and responsive. Teams can
be quickly assembled, deployed,refocused, and disbanded. Types of
work teams (1) Problem-solving team - a team from the same
department or functional area thats involved in efforts to improve
work activities or to solve specific problems. Self-managed work
team - a type of work team that operates without a manager and is
responsible for a complete work process or segment. Types of work
teams (2) Cross-functional team - a work team composed of
individuals from various functional specialties. Virtual team - a
type of work team that uses technology to link physically dispersed
members in order to achieve a common goal. Characteristics of
effective teams (1)
Have a clear understanding of their goals Have competent members
with relevant technical and interpersonal skills Exhibit high
mutual trust in the character and integrity of their members Are
unified in their commitment to team goals Have good communication
systems Possess effective negotiating skills Have appropriate
leadership Have both internally and externally supportive
environments Characteristics of effective teams (2) Team or group?
What are the differences between a team and a group?
Give examples of a team Give examples of a group Comparing Work
Groups and Work Teams
Work groups and work teams differ in their goals, level of synergy,
accountability, and skills.Their function is different.Work groups
share information where work teams work together for a collective
performance.The synergy in groups is neutral where work teams have
a positive synergy.Accountability can be individual in both but it
is more often mutual in teams.The skills in a group will be varied
where the skills on a team need to be complementary. (c) 2008
Prentice-Hall, All rights reserved. Importance of social
networks
The patterns of informal connections among individuals within
groups (eg, socialising) The Importance of Social Networks
Relationships can help or hinder team effectiveness. Relationships
improve team goal attainment and increase member commitment to the
team. Global Teams Networking Guanxi in China Networking in UK and
USA LinkedIn
What other networking sites? Summary Today: Groups Conflict
Managent Teams Tomorrow:
Organisational culture Reading Please read Chapter 2 before
tomorrows lecture.
The Dabbawalahs are a highly effective team You can read more about
them here: