Topic MANAGING GROUPS

AND TEAMSBY

•Malik Saeed Akhtar•Muhammad Ali Niazi

•Syed Waqar Hussain Shah

Foundations of work groupsWork-group inputsWork-group processesWork-group outcomes

TOPIC OUTLINE.

Group: Two or more people who interact with each other to accomplish a goal.

Team: The group who work intensively with each other to achieve a specific common goal.

Some quotes

Characteristics of a well-Functioning, Effective Group

Relaxed, comfortable, informal atmosphere

Task well understood & accepted

People express feelings & ideas

Members listen well & participate

Group aware of its operation & function

Clear assignments made & accepted

Groups & Teams Impact.

Groupsand

TeamsCan...

Enhance Performance

IncreaseInnovation

IncreaseMotivation

& Satisfaction

Gaining aCompetitiveAdvantage

Teams Vs Groups

Foundations of work groupsTypes of work groups: Formal

- Group officially created by an organization for a specific purpose.

Informal- Group established by employees (not the organisation) to serve members’ interests or social needs.

FOUNDATIONS OF WORK GROUPS.

Work groups

Formalgroups

Informalgroups

Command orfunctional

groups

Task groups

Interest groups

Friendshipgroups

Permanenttask groups

Temporarytask groups

Formal groups.Groups officially created by an

organization for a specific purpose.

Command or functional groupsA manager and all their subordinates

Task groupsPermanent (eg. Standing Committee)Temporary (eg. Project team)

Standing Task / Command Group.

The Standing Taskgroup are formed by subordinates reporting directly to the particular manager and are determined by the formal organizational chart. E.g. an assistant regional transport officer and his two transport supervisors form a command group.

Task Group.The task groups are composed of people who

work together to perform a task but involve a cross- command relationship. Its boundaries are not located within its immediate hierarchical superior. E.g. for finding out who was responsible for causing wrong medication order would require between ward in charge, senior sisters and head nurse.

Informal groupsGroups established by employees (not theorganisation) to serve members’ interests or social needs. Interest groups Friendship groups

Interest Group. The interest group involves people who

come together to accomplish a particular goal with which they are concerned .Office employees joining hands to go to vacation or get vacation schedule changed form an interest group .

Friendship group. The friendship group are formed by people

having one or more common features .The people coming from a same college ,martial status, political views or having same language to speak belong to a friendship group.

Types of Work Teams. Problem-Solving Teams

◦ A team from the same department or functional area that’s 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 Teams (cont.) Cross-Functional Team

◦ A type of team with a mix of specialists from various organizational areas who are focused on a common objective.

Virtual Team◦ A type of work team that uses technology to link

physically dispersed members in order to achieve a common goal.

◦ Academic researchers often work on virtual teams with their colleagues at others institutes.

How work groups operate.

InputsGroup composition

Member rolesGroup size

ProcessesGroup normsCohesivenessDevelopment

OutcomesPerformanceSatisfaction

Compatibility

Work-group inputs.Work group composition

Two selection factors:

Member characteristics:Task-relevant skillsAppropriate interpersonal skillsContribution to group diversity

Attraction to the group:Identification of reason for wanting to join group as being appropriate to group task

Work-group inputs.Member roles

Group-task roles◦Initiator-

contributor◦Information

seeker◦Information

giver◦Coordinator

Role. Set of behaviors a group member is expected to perform because of their position in the group.

In cross-functional teams, members perform roles in their specialty.

Self-managed teams may assign the roles to members themselves.

Work-group inputs.Member roles (cont’d)

Group maintenance roles(help encourage unity, good interpersonal

relations)◦Encourager◦Standard setter◦Group observer◦Follower

Work-group inputs.Member roles (cont.)

Self-oriented roles (harmful to group)◦Aggressor◦Blocker◦Recognition seeker◦Dominator

Work-group inputs.Group size.

Its affects how a group performs. Normally, keep group small (2 to 9 members). Small groups interact better and tend to be more motivated.

Use large groups when more resources are needed. Division of labor is possible with large group.

Work-group processes.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.

Work-group processes.Positive synergy.

Force resulting when combined gains are greater than group-process losses (the whole is greater than the sum of its parts)

Negative synergy.Force resulting when group-process losses are greater than gains achieved from combining the forces of the group (you could have done the job better or faster yourself)

Work-group processes.Group norms.

The standards (degrees of acceptability and unacceptability) for conduct that help individuals judge what is right or good or bad in a given social setting.

Are culturally derived and vary from one culture to another.

Are usually unwritten, yet have a strong influence on individual behavior.

Work-group processes.Group cohesiveness.

Degree to which members are attracted to a group, are motivated to remain in it, and are mutually influenced by one another.

Can be in helpful if group norms are in line with organisational goals.

Work-group processes.

Determinants of group cohesiveness:- Similar attitudes and values- Mutual understandings- Major successes

Work-group processes.Group development.

Forming stage.The first stage of group development in which people

join the group and then define the group’s purpose, structure, leadership and reach common goals.

Storming stage. The second stage of group development, where there is a conflict between team members' natural working styles. People may work in different ways for all sorts of reasons but, if differing working styles cause unforeseen problems, they may become frustrated. This is the stage where many teams fail.

Work-group processes.Group development.

Norming stage.The third stage of group development, when people start to resolve their

differences, appreciate colleagues' strengths, and respect your authority as a leader. People develop a stronger commitment to the team goal, and you start to see good progress towards it.

Performing Stage.The fourth stage of group development, when the group is fully functional and

works on the group task

Adjourning Stage.The final stage of group development for temporary groups, during which

groups prepare to disband

Stages of Group Development.

Performing

Adjourning

Norming

Storming

Forming

Note that these steps take time!

OUTCOMESPerformance SatisfactionCompatibility

Work-group Outcomes.