group process and innovation

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NOVA INTERNATIONAL COLLEGE

PresentationOf

INNOVATION & CHANGE MANAGEMENT

By Gopal Niraula

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GROUP PROCESS AND INNOVATION

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Group

Two or more people who interact with each other to accomplish certain goals or meet certain needs.

A group is a collection of individual Who have significantly interdependent relations with each

other Whose group identity is recognised by non-members Who have differentiated roles in the group.

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Team

A group of people working together to achieve common objectives or goals.

All teams are groups but not all groups are teams.

Value of teams is increasing because of their roles in employee motivation, productivity, employee satisfaction, improving communication, expanding job skills, etc.

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Groups’ and Teams’ Contribution to

Organisational Effectiveness

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Fig. Groups’ and Teams’ Contribution to Organisational Effectiveness

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Competitive Advantage with Groups & Teams

Performance Enhancement: Make use of synergy Workers in a group have the opportunity to produce more or

better output than separate workers.Members correct other’s errors, bring new ideas to

bear.Managers should build groups with members of

complimentary skills. Responsive to Customers: Difficult to achieve given

many constraints. Safety issues, regulations, costs. Cross-functional teams provide the wide variety of skills

needed.Teams consist of members of different departments.

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Competitive Advantage with Groups & Teams

Innovation: individuals rarely possess the wide variety of skills needed. Team members also uncover flaws and develop new ideas. Managers should empower the team for the full innovation

process. Motivation: members of groups, and particularly

teams, are often better motivated and satisfied than individuals. It is fun to work next to other motivated people. Team members see their contribution to the team.

Teams also provide social interaction.

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Cross-Functional

Teams

Cross-Functional

Teams

InterestGroups

InterestGroups

Groups & TeamsGroups & Teams

Formal Groups created by managers

Formal Groups created by managers

Cross-CulturalTeams

Cross-CulturalTeams

TopMgmt.Teams

TopMgmt.Teams

R & DTeams

R & DTeams

Self-Managed

Teams

Self-Managed

Teams

CommandGroups

CommandGroups

TaskForces

TaskForces

Informal Groups created by workers

Informal Groups created by workers

FriendshipGroups

FriendshipGroups

Types of Group & Team

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Types of Group & Team

Type of Team

Top-management team

A group composed of the CEO, the president, and the heads of the most important departments

Research and development team

A team whose members have the expertise and experience needed to develop new products

Command groups A group composed of subordinates who report to the same supervisor, also called a department or unit,

Task forces A committee of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem; also called an “ad hoc” committee

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Types of Group & Team

Type of Team

Self-managed work team

A group of employees who supervise their own activities and monitor the quality of the goods and services they provide.

Cross-functional teams

composed of members from different departments

Cross-cultural teams

composed of members from different cultures or countries

Friendship group An informal group composed of employees who enjoy each other’s company and socialize with each other.

Interest group An informal group composed of employees seeking to achieve a common goal related to their membership in an organization.

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Self-managed Work Team

Keys to effective self managed teams: Give the team enough responsibility and autonomy to be self-

managing. The team’s task should be complex enough to include many

different steps. Select members carefully for their diversity, skills, and

enthusiasm. Managers should guide and coach, not supervise. Determine training needs and be sure it is provided.

The team is free to decide: Which working methods will be used Who shall belong to the group Who shall perform which duties

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Dynamics affect how a group or team functions.

Group Dynamics

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Group Size

Advantage of small groups Interact more with each other and easier to coordinate

their efforts More motivated, satisfied, and committed Easier to share information Better able to see the importance of their personal

contributions

Group size affects how a group performs.

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Group Size

Advantages of large groups More resources at their disposal to achieve group goals Enables managers to obtain division of labor

advantage

Disadvantages of large groups Problem of communication and coordination Lower level of motivation Members might not think their efforts are really needed

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Group Task

Group tasks impact how a group interacts.

Task interdependence Types:Pooled Task Interdependence: each member of a group makes separate and independent contributions to group performance.Sequential Task Interdependence: requires specific behaviors to be performed by group members in a predetermined order.Reciprocal Task Interdependence: the activities of all work group members are fully dependent on one another so that each member’s performance influences the performance of every other member of the group.

Task interdependence shows how the work of one member impacts another; as interdependence rises, members must work more closely together.

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Task Interdependence

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Group RolesGroup Roles

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. Managers need to clearly describe expected roles to group

members when they are assigned to the group. Role-making occurs as workers take on more roles as group

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

themselves.

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Group Leadership

Effective leadership is a key ingredient in high performing groups, teams, and organizations.

Formal groups created by an organization have a leader appointed by the organization.

Groups that evolve independently in an organization have an informal leader recognized by the group.

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Group Cohesiveness

Group Cohesion - interpersonal attraction binding group members together

Enables groups to exercise effective control over the members

Groups with high cohesiveness demonstrate lower tension & anxiety demonstrate less variation in productivity demonstrate better member satisfaction, commitment,

& communication

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Group CohesivenessGroup Cohesiveness

Level of Participation: as cohesiveness rises, so will participation.

Participation helps get members actively involved, but too much can waste time.

Level of Conformity: as conformity rises, so does cohesiveness.

With too much conformity, performance can suffer. Level of Group Goal Accomplishment: as cohesiveness

rises, the emphasis on group accomplishment will rise. High levels of cohesiveness can cause the group to focus more on

itself than the firm.

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Factors Leading to Group Cohesiveness

MemberSimilarit

yMember Interacti

on

GroupSize

SomewhatDifficult

Entry

GroupSuccess

ExternalCompetitio

n &Challenges

Group Cohesiveness

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