group & team behaviour

8/7/2019 group & team behaviour

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By :Name Pulkit Gupta

Enrollment No. - 1011001112

Group & Team Behaviour


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What is a Group?

Two or more people interacting andinterdependent, who have come together to

achieve particular objectives.Why do people join groups?-AffiliationSecurity

StatusSelf-esteemPowerGoal achievement


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What is a team?

Team is a number of persons associated in some joint action

Teams are groups of people who work actively together to achieve apurpose for which they are all accountable

Teams are especially appropriate for conducting tasks that are high incomplexity and have many interdependent subtasks.


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Comparison between Groups andTeams

Work GroupsGoal- to share

information Synergy-

neutral/negative Accountability-

individual Skills-random and

varied Leadership- clearly

focused leader

Work Teams

Goal- collectiveperformance

Synergy-positive Accountability-

individual andmutual

Skills-complementary

Leadership-sharedleadership


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Why organizations are preferringteams?

Structural change

Increased interdependence among different

functionsEmphasis on creative decisions

Tasks are requiring multi skills, judgment andexperience.


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Types of GroupsFormal & Informal GroupsCommand group

Task group

Interest groupFriendship group


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Formal Groups A group is formal when it is purposely designed to

accomplish an organizational objective or task. It iscreated via a formal authority for some definedpurpose.

Informal GroupsThese emerge naturally in response to the commoninterests of organizational members. They are formedspontaneously without any formal designation. Theseresult due to personal bonds and social interactionamong people who work together at the same place

and may have similarities as well as differences in theirnature and their outlook.


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Stages of GroupDevelopment

Five Stage Model - forming, storming, norming,performing, adjourning

Punctuated Equilibrium Model -First meeting sets the groups direction.First phase of group activity is one of inertiaA transition takes place at the end of this first

phase.The transition initiates major changes.A second phase of inertia follows the transition.Groups last meeting is characterized by

markedly accelerated activity


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Stages of Group Development


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FormingForming

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A time for defining:taskresponsibilitiesgoals

StructuregroupLeader?


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Forming What weForming What we FeelFeel

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excitementAnticipationPrideattachmentSuspicion


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StormingStorming

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earned titletask and the effectspolar positionsSeparationcharged and emotionalconflict


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Storming What weStorming What we FeelFeel

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tensionJealousy

Fluctuations

ConcernQuestioning


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NormingNorming

14

acceptingComfortable

manage conflict

Competitionresponsibility


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Norming What weNorming What we FeelFeel

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ComfortRelief

optimism

spirit


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PerformingPerforming

16

solving problemsdirecting behavior

productivity

Goalsinterdependence


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Performing What wePerforming What we FeelFeel

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SatisfactionReflection

Tolerance


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AdjourningAdjourning

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Temporary groupsWrapping things up


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Adjourning What weAdjourning What we FeelFeel

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UpbeatDepressed


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Completion

Transition

First

Meeting

Phase 1

Phase 2

(High)

(Low)

A (A+B)/2

Time

B

Performance


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GROUPS DYNAMICS

People

Tasks

Resource

Goals

Size

Setting

Information

Technology

Task

performance Member

satisfactionNorms

Conflict

Cohesion

Decisions

CommunicationInputs

Throughputs

Outputs


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Factors influencing GroupBehaviour

Roles- role identity, role perception, roleexpectation, role conflict

Norms-performance norms, appearance

norms, social norms, allocation ofresources norms Conformity of normsDeviant workplace behavior

Status-

socially defined position or rank status and norm status equity status and culture


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Size- task accomplishment, problem solving

Social loafing ( the tendency to put lessefforts when working collectively thanwhen working individually)

Cohesiveness- the degree to which groupmembers are attracted to each other and aremotivated to stay in the groupResults in More participation, More

success, More communication, Morepersonal satisfaction, High Productivity


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Roles in GroupsRoles in Groups

Task-oriented rolesRoles performed by group members to

ensure that the tasks of the group areaccomplished

Maintenance rolesRoles performed by group members to

maintain good relations within the group

Individual rolesRoles performed by group members that are

not productive for keeping the group on task


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Roles That Build TaskRoles That Build Task

AccomplishmentAccomplishment

Initiating


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Group Decision MakingStrengths

More complete

information andknowledge

More alternatives

Increased diversity of

viewsHigh quality decisions

Increased acceptance ofa solution

WeaknessesTime consumingConformity pressuresDominated by one or a

few membersAmbiguous

responsibilityGroupthink


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Group think- Norm for consensus overridesthe realistic appraisal of alternative courses ofaction.

Group shift- a change in the decision riskbetween the groups decision and individualdecision that members within the group would

make. It can be either towards conservatismor greater risk.


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Symptoms of Groupthink

The illusion of overconfidence andinvulnerability.

Belief in the inherent morality of the group.

Pressures for conformity.

Self Censorship.

Illusion of unanimity.


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Techniques of Group DecisionMaking

BrainstormingBrainstorming This involves a group ofpeople, usually between 5 and 10, sittingaround a table in a classroom settinggenerating ideas in the form of free

association.

Delphi TechniqueDelphi Technique This involvesobtaining the opinions of expertsphysically separated from each other andunknown to each other.


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Nominal TechniqueNominal Technique This involves highlystructured procedures employed forgenerating and analyzing various ideas andalternatives.

FishbowlingFishbowling In this technique the decisionmaking group of experts is seated around acircle with a single chair in the centre of the

circle. Exchanges are made between thecentre and the group.


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Didactic InteractionDidactic Interaction The group to makethe decision is split into two sub groups , onefavoring the go decision and the otherfavoring the no go decision. They meet and

discuss their findings after which they changeplaces to understand the opposite viewpointand take a decision on mutual acceptance.


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Types of Teams

Problem solving teamsSelf-managed teams( Hewlett-Packard,

GM, Pepsi,Xerox etc)Cross functional teams( automobile

companies like BMW, Honda, GE,Toyota, Ford)Virtual teams work across space, time,

and organizational boundaries with links

strengthened by webs of communicationtechnologies. (NIIT, HP, Shell, Boeing,Ford)


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Characteristics of anCharacteristics of an

Effective TeamEffective Team

1. Clear Purpose

2. Informality3. Participation

4. Listening

5. disagreement6. Consensusdecisions

7. communication

8. Clear rules9. leadership

10. relations

11. diversity

12. Self-assessment

Factors responsible for creating an


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Factors responsible for creating aneffective team( A team-effectivenessmodel)

Context- Adequate resources, leadership,climate of trust, performance evaluationand rewards

Composition- Ability, personality, roles,diversity (demography), size, memberflexibility, preference for team work

Process-common purpose, specific goals,team efficacy, conflict, social loafing,

synergyWork Design- Autonomy, skill variety, task

identity, task significance, feedback


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Common Problems thatCommon Problems that

Teams ExperienceTeams Experience

FlounderingOverbearing and/or Dominating MembersReluctant MembersUnquestioned Acceptance of OpinionsRush to AccomplishmentAttributionDiscounts and PlopsWanderlustFeuding Members

A M d l f TA M d l f T


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A Model of TeamA Model of Team

EffectivenessEffectiveness

Team

effectiveness

Work design

Autonomy Skill variety Task identity

Task significance

Process

Common purpose

Specific goals Team efficacy Conflict Social loafing

Composition

Ability Personality Roles and diversity

Size Flexibility Preference for teamwork

Context

Adequate resources

Leadership Performance

evaluationand rewards


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SkillsSkillsTeams need the following skills to perform

effectively:Technical expertiseProblem-solving and decision-making skills

Interpersonal skills


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Roles That Build andRoles That Build and

Maintain a TeamMaintain a Team

Harmonizing

Compromisin


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Roles of Team LeadersRoles of Team Leaders

Creating a real teamSetting a clear and meaningful direction

Making sure that the structure will supportworking effectively

Ensuring that the team has a supportiveorganizational environment

Providing expert coaching


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Creating Effective Teams Creating Effective Teams

Work DesignWork Design

Effective teams need to work together andtake collective responsibility to complete

significant tasks. They must be more than ateam-in-name-only.

C ti Eff ti TCreating Effecti e Teams


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Creating Effective TeamsCreating Effective Teams

Process Process

Common PurposeSpecific Goals

Team Efficacy

Managed Level of ConflictAccountability


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Creating a Team CharterCreating a Team Charter

names and contact informationHow will communication

team ground rules

decisionspotential conflicts

conflicts resolved

i S i i l


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Increasing Socio-emotionalIncreasing Socio-emotional

CohesivenessCohesiveness

Keep the group relatively small.Strive for a favourable public image to

increase the status and prestige ofbelonging.

Encourage interaction and cooperation.Emphasize members common

characteristics and interests.Point out environmental threats (e.g.,

competitors achievements) to rally thegroup.

I i I l


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Increasing InstrumentalIncreasing Instrumental

CohesivenessCohesiveness

Regularly update and clarify the groupsgoal(s).

Give every group member a vital pieceof the action.

Channel each group members specialtalents toward the common goal(s).

Recognize and equitably reinforce everymembers contributions.

Frequently remind group members theyneed each other to get the job done.

Relationship Between GroupRelationship Between Group


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Relationship Between GroupRelationship Between Group

Cohesiveness, Performance Norms,Cohesiveness, Performance Norms,

and Productivityand Productivity

Cohesiveness

Low

HighHigh

productivity

Moderate

productivity

Low

productivity

Moderate to

low productivity

Perfor m

a

nceNorm

s

High Low

G id li f Eff ti D i i


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Guidelines for Effective DecisionMaking

Be sure that the purpose of the group iswell defined and clearly understood.

Be sure that the group memberscommunicate freely with each other.

Be sure that the group has access to all thenecessary resources of information.

Be sure that the group is not dominated byany member including the leader.

Be sure that the size of the group isadequate.

Ch i i f I ff iCh t i ti f I ff ti


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Characteristics of IneffectiveCharacteristics of Ineffective

TeamsTeams

Not sharingOverdependence

Failure

conflict

Not resolving

Subgroups


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What is Trust?What is Trust?

A trust exercise involves engaging team members in a way

that will induce trust between them. They are sometimes

difficult exercises to implement as there are varying degreesof trust between individuals and varying degrees of individual

comfort trusting others in general.


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Dimensions of TrustDimensions of Trust


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Dimensions of Trust

IntegrityHonesty and truthfulness

CompetenceTechnical and interpersonal knowledge and skills

ConsistencyReliability, predictability, and good judgment in

handling situations

Loyalty

Willingness to protect and save face for a personOpennessWillingness to share ideas and information freely


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Building TrustBuilding Trust

working for othersteam player.openness.fair.feelings.consistencyconfidence.

competence.


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Sports Teams as ModelsSports Teams as Models

Good ModelsSuccessful teams integrate

cooperation and competitionSuccessful teams score early

winsSuccessful teams avoid

losing streaksPractice makes perfectSuccessful teams use

halftime breaks

Winning teams have a stablemembership

Successful teams debriefafter failures and successes

Poor ModelsAll sport teams arent

alike

Work teams are morevaried and complex

A lot of employees cantrelate to sportsmetaphors

Workteam outcomes

arent easily defined interms of wins and losses


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Contemporary Issues in

Managing Teams

Turning individuals into team players( selection, orientation, training, opportunity)

Diversity and team performanceReinvigorating mature teamsManaging rewardIssue of team leadershipManaging conflicts

BUILD A HIGH PERFORMANCE


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BUILD A HIGH PERFORMANCETEAM

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Communicate high standardsSet tone from first meeting

Create sense of urgency

Choose members with needed skills

Set clear rules; model desired behaviors

Give positive feedback

Reward high performance

Be are! Teams ArentBeware! Teams Arent


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Beware! Teams ArentBeware! Teams Arent

Always the AnswerAlways the Answer

Questions to determine whether a team fitsthe situation:Can the work be done better by more than

one person?Does work create a common purpose or set

of goals for the people in the group that ismore than the aggregate of individual goals?

Are members of the group interdependent?

Summary andSummary and


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ImplicationsImplications

What are teams and groups?

Groups are simply the sum of individual efforts. Teams generatepositive synergy through coordinated efforts.

Does everyone use teams?

Teams have become an essential part of the way business is

being done, with a large majority of companies now using them.Do groups and teams go through stages while they work?

Two different models were presented:The five stage model: forming, storming, norming, performing, and adjourning

The punctuated-equilibrium model: describes the pattern of development ofspecific to temporary groups with deadlines



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ImplicationsImplications

How do we create effective teams?For teams to be effective, careful consideration must be given

to resources, the teams composition, work design, and processvariables

How do virtual teams work?

Virtual teams function much as face-to-face teams, but havemore challenges. Virtual team members need to communicatemore about themselves at the start of projects.

Are teams always the answer?AskCan the work be done better by more than one person?Does the work create a common purpose or set of goals for the people in

the group that is more than the aggregate of individual goals?Are the members of the group interdependent?

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group & team behaviour