group vs teams formulation of group
TRANSCRIPT
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Team Versus Group
Presented to
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9-1
Fundamentals of Group
Behavior
Group
two or more freely interacting people with shared
norms and goals and a common identity
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9-2
Group Development Process
Stage 1: Forming
Group members tend to be uncertain and
anxious about their roles, the people in charge
and the groups goals
Mutual trust is low
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9-3
Group Development Process
Stage 2: Storming
Time of testing
Individuals try to determine how they fit intothe power structure
Procrastination may occur
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9-4
Group Development Process
Stage 3: Norming
Questions about authority and power are
resolved through unemotional, matter-of-fact
group discussion
Group cohesiveness
a we feeling binding group members together
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9-5
Group Development Process
Stage 4: Performing
Activity focused on solving task problems
Climate of open communication, strongcooperation, and lots of helping behavior
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9-6
Group Development Process
Stage 5: Adjourning
Work is done
Time to move on to other things
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Prentice Hall, 2000 Chapter 7 7
What
Makes
PeopleJoin
Groups?
StatusSecurity
PowerGoal
Achievement
Self-Esteem Affiliation
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Group Tasks
Decision-making
Large groups facilitate the pooling of information
about complex tasks.
Smaller groups are better suited to coordinating
and facilitating the implementation of complex
tasks.
Simple, routine standardized tasks reduce the
requirement that group processes be effective in
order for the group to perform well.
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Group Decision Making
Strengths
More complete
information
Increased diversity of
views
Higher quality of
decisions (moreaccuracy)
Increased acceptance
of solutions
Weaknesses
More time
consuming (slower)
Increased pressure to
conform
Domination by one
or a few members Ambiguous
responsibility
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Group Decision Making
GroupthinkPhenomenon in which the norm for consensus overrides (to set
aside) the realistic appraisal of alternative course of action. a
form of conformity to opinion of majority & not listening to
the minority or unpopular views
Group shift
A change in decision risk between the groups decision
and the individual decision that member within the groupwould make; can be either toward conservatism or greater
risk.
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Symptoms Of The Groupthink
Phenomenon
Group members rationalize any resistance to theassumptions they have made.
Members apply direct pressures on those whoexpress doubts about shared views or whoquestion the alternative favored by the majority.
Members who have doubts or differing point of
views keep silent about misgivings (doubts).
There appears to be an illusion (false impression)of unanimity (agreement).
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Group Decision-Making Techniques
Interacting Groups
Typical groups, in which the members interact with each
other face-to-face.
Nominal Group Technique
A group decision-making method in which individual membersmeet face-to-face to pool their judgments in a systematic but
independent fashion.they are presented with a problem. They write
ideas on it independently then each member share ideas one by one
until all ideas have been presented. no discussion starts until all
ideas have been presented
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Group Decision-Making Techniques
Electronic Meeting
A meeting in which members interact on computers,
allowing for anonymity (secrecy) of comments and
aggregation of votes.
Brainstorming
An idea-generation process that specifically encourages
any and all alternatives, while withholding any criticism
of those alternatives.
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Conflict management
Conflict
Perceived incompatible differences that result
in interference or opposition
Traditional view
All conflict is bad & must be avoided
Interactionist viewView that some conflict is necessary for a
group to perform effectively
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Types of conflict
Functional conflicts
Conflict that supports a groups goal & improve its performance
Dysfunctional conflicts
Conflict that prevents a group from achieving its goals
Task conflict
Over contents & goals of the work
Relationship conflict
Based on interpersonal relationships
Process conflict
Conflict over how works get done
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Conflict resolution techniques
Avoiding
Resolving conflict by withdrawing from or suppressing them
Accomodating
Resolving conflict by placing anothers needs & concerns above your own
Compromising
Resolving conflict by each party giving up something of value
Collaborating
Resolving conflict by seeking an advantageous solution for all parties
Forcing
Resolving conflict by satisfying ones own needs at the expense of anothers
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TEAMSTEAM Stands for
Together Everyone tochieve More
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What is TeamBriefly, Team can be defined as:
small group with complementary skills whohold themselves mutually accountable forcommon purpose.
Benefit of Team Formation:
Teams are more flexible and responsive tochanges.
Teams facilitate employee involvement. Teams are an effective way to democratize and
increase motivation.
Team increase performance.
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Requirements of a Team
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General Advice for Team Building:
Be patient and kind with your team.
Fix the problem instead of blaming people.
Establish regular, effective meetings.
Limit the size of work teams to three to sevenmembers.
Nurtures team members and encourage them to
hel each other.
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Team Versus Group: Whats the
Difference
Work Group
A group that interacts primarily to
share information and to make
decisions to help each groupmember perform within his or her
area of responsibility.
Work Team
A group whose individual efforts
result in a performance that is
greater than the sum of the
individual inputs.
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Comparing Work Groups and Work
Teams
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categories of teams
Purpose teams e.g. product development,problem solving
Structure
supervised v/s self-managed
Membership
Functional v/s cross-functional
Duration
Permanent v/s temporary
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Types of Teams
Problem-Solving Teams
Groups of 5 to 12 employees from the
same department who meet for a few hours
each week to discuss ways of improving
quality, efficiency, and the workenvironment.
Self-Managed Work Teams
Groups of 10 to 15 people who take onthe responsibilities of their former
supervisors.
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Types of Teams (contd)
Task forces
Committees
Cross-Functional Teams
Employees from about the same hierarchical level, but
from different work areas, who come together to
accomplish a task.
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Types of Teams (contd)
Virtual Teams
Teams that use computer
technology to tie together
physically dispersed members in
order to achieve a common goal.
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A Team-
EffectivenessModel
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Creating Effective Teams
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Creating Effective Teams (contd)
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Key Roles of Teams
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Creating Effective Teams (contd)
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Creating Effective Teams (contd)
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Effects of Group Processes
+
=
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Creating Effective Teams: Diversity
Group DemographyThe degree to which members of a group share a common
demographic attribute, such as age, sex, race, educational
level, or length of service in the organization, and the
impact of this attribute on turnover.
Cohorts
Individuals who, as part of agroup, hold a common attribute.
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Turning Individuals Into Team Players
The Challenges
Overcoming individual resistance to team membership. so that individual
consider himself to be a part of team not as an individual only
Countering the influence of individualistic cultures.
Introducing teams in an organization that has historically valued individual
achievement. Shaping Team Players
Selecting employees who can fulfill their team roles.
Training employees to become team players.
Reworking the reward system to encourage cooperative efforts whilecontinuing to recognize individual contributions.
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Teams and Quality Management
Team Effectiveness and Quality Management Requires
That Teams:
1. Are small enough to be efficient and effective.
2. Are properly trained in required skills.
3. Allocated enough time to work on problems.
4. Are given authority to resolve problems and take
corrective action.5. Have a designated champion to call on when needed.
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Beware: Teams Arent Always the Answer
Three tests to see if a team fits the situation:
Is the work complex and is there a need for different
perspectives? diversity of opinion)
Does the work create a common purpose or set of goals forthe group that is larger than the aggregate of the goals for
individuals?(synergy)
Are members of the group involved in interdependent
tasks?
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