team building (2002, 5 oldal)

7/27/2019 Team Building (2002, 5 Oldal)

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TEAM BUILDING

The nature of groups

Groups are a major feature of human behavior and of organizationalperformance. Members of a group must co-operate with one another for

work to be carried out. Groups help shape the work pattern of organizations,

and the attitudes and the behavior of members regarding their jobs. Groups

develop their own values and norms of behavior. Organizations function best

when members act not as individuals, but as members of highly effective

work groups.

Groups are formed as a consequence of the pattern of organizational

structure and arrangements for the division of work. There are two main types

for the division of work, formal and informal.

Formal groups:

are deliberately planned and created by managements part of organizational structure aim is to achieve spec ific organizational objectives

Informal groups:

Based on personal relationships Develop irrespective of the formal structure Serve to satisfy members psychological and soc ial needs

Factors, which affect group cohesiveness:

Membership Work environment Organizational and group development and maturity Membership of a strong and cohesive group can be a rewarding

experience for the individual and have beneficial effects for the

organization.

There are, however, potential disadvantages and the manager should

try to attempt to prevent unconstructive inter-group conflicts. On the other

hand, inter-group rivalry may be deliberately encouraging as a mean of

building stronger within group cohesiveness. The effective management ofwork groups requires an understanding of the psychological and social

influence on behaviors with its organization.

The nature of technology and the work flow system of the organizations

is a major influence on the operation of groups, and the manner in which

they conduct themselves. There may also be differences in behavior between

social groupings. The nature of technology can be unfavorable for the

creation of work groups and the source of alienation, especially for manual

workers. The impact of the information technology is likely to lead to new

patterns of work organization, and affect the formation and structure of

groups.

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The concept of role is important to the functioning of groups, and for

an understanding of group processes and behavior. It is through role

differentiation that the structure of work groups and relationships among

members is established. Role expec tations may be established formally, they

may be informal, or they may be self-established. Inadequate or

inappropriate role definition can result in role conflict including roleincompatibility, role ambiguity, and role overload. Role conflict can result in

role stress. It is important that the manager makes every effort to minimize role

conflict and the causes of role stress.

What to look for in a group?

WHAT a group is doing THE TASK

HOW a group is doing THE PROCESS

Task related behaviors:

Setting objectives Seeking and giving information Proposing Problem definition Making decisions Allocation tasks and responsibilities Implementation Monitoring and evaluation

Relationships in a group:

Partic ipation

Composition Struc ture Group roles Influence Impact Communication Norms Atmosphere Cohesion Conflicts

Individuals group-related needs, motives and behaviors:



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Need for acknowledgement Need for autonomy Need for support Belonging Conformity

If teamwork is established people are ready:

To mobilize everyones energy towards developing t he company To implement necessary changes quickly and effec tively To learn to live with constant changes To meet demands from people and organizations To develop quality To defend oneself against attac ks To ensure productivity To have fun to consider others beside themselves To create a we culture in the sense of us against them

The characteristics of a good football team:

Each player does his best The success criteria are clearly defined The team and the players decide on success criteria The players can play different roles The players possess complementary skills

The players are ready and able to change The excellent performance is apprec iated The coach is present at the matches and is respected The Players are proud to be in the team and are loyal to the team Everyone feels responsible for the success and failure and takes

initiatives.

Understanding the service worker:

Strategically the contac t personal can be the source of differentiation The management should know what influences employees to behave

as they do



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Management has a strong role in creating a climate where goodservice is the norm

The service providers role and expertise are decisive in reachingcustomer satisfaction.

Role is defined: a set of behavior patterns to be performed by anindividual in a certain social interaction to attain maximumeffectiveness in goal accomplishment

In service encounters customers perform roles too. The transac tionbetween the customer and the contac t personal is the key element in

marketing activity.

Role expectations can be defined as privileges, duties, obligations ofany occupant of a soc ial position

Commitment

Attitudial commitment - loyalty and support for the organisation, strength ofidentification with the organisation, a belief in its values and goals and a

readyness to put effort for the organisation.

Behavioral commitment - actually aremaining eith the company and

continuinf ti prursue its objectives

Commitment is effected by:

personal charac teristicsexperiences in job rolework experiencesstructural factorspersonnel policiesEmpowerment

The way that empowerment is fac iliated is seen as realising employee

organisationn expectations. Not only it is essential fot appropriate training,

education and resources to be provided for employeesm but responsibility for

decision making is pushed dow nthe hierarchy so that those who do the task

make the dec isions about the task. In this way the emploxees qill have a

highe level of ownershio of what they do and bureocratic control is notnecesarry as employees will manage themselves. Empowerment is involving

greater individual accountability for results with enhanced authority of work

teams.

CultureThe culture of hte organisation is not in the hands of management and

therefore it is not a matter of handing down a culture to passive employees.

Culture is nor necesarry static, and management do have control over some

things that will effect the culture, such as the logo or the mission statement of

the organisation.



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Strong cultures are not neceserraly assoc iated with a more effecticve

organisation, their relationship is much more comley. Strong culture may stand

against fleyibility and adaptability. Culture awerness is importatn in fac iliating

strategic decision.

Learning

For business to survive the extent of learninf has to be greater than or equal

to change which it faces. /Garratt/

Learning is an almost priceless competitive advantage. /De Gaus/


team building (2002, 5 oldal)

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