group notes class ppt1
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8/7/2019 Group Notes Class Ppt1
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Groups, Teams and
Organizational Effectiveness
� Group
± Two or more people
who interact with
each other to
accomplish certain
goals or meet certain
needs.
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Groups, Teams and
Organizational Effectiveness
� Team
± A group whose members work intensely
with each other to achieve a specific,common goal or objective.
± All teams are groups but not all groups areteams.
� Teams often are difficult to form.� It takes time for members to learn how to
work together.
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Groups and Teams as
Performance Enhancers
� Factors that contribute to synergy
± Ability of group members to bounce ideas
off one another
± To correct one another¶s mistakes
± To bring a diverse knowledge base to bear
on a problem
± To accomplish work that is too vast for anyone individual to achieve
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Groups¶ and Teams¶ Contributions to
Organizational Effectiveness
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The Types of Groups and Teams in
Organizations
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The Types of Groups and Teams
� Formal Group
± A group that
managersestablish to
achieve
organization
goals.
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Formal Groups
� Cross-functional teams
± composed of members from different
departments
� Cross-cultural teams
± composed of members from different
cultures or countries
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The Types of Groups and Teams
� Informal Group
± A group that managers or nonmanagerial
employees form to help achieve their own
goals or to meet their own needs.
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The Types of Groups and Teams
Type of Team
Top-mana ementteam
A roup omposed of the , the president,and the heads of the most importantdepartments
Resear h andde elopment team
A team whose mem ers ha e the expertiseand experien e needed to de elop newprodu ts
ommand roups A roup omposed of su ordinates whoreport to the same super isor, also alled a
department or unit,
Task for es A ommittee of mana ers or nonmana erialemployees from arious departments or di isions who meet to sol e a spe ifi ,mutual pro lem; also alled an ³ad ho ´
ommittee
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The Types of Groups and Teams
Type of Team
Self-mana ed workteam
A roup of employees who super ise their own a ti ities and monitor the quality of the
oods and ser i es they pro ide.
Virtual team A team whose mem ers rarely or ne er meetfa e to fa e and intera t y usin ariousforms of information te hnolo y su h asemail, omputer networks, telephone, fax and
ideo onferen es.
riendship roup An informal roup omposed of employeeswho enjoy ea h other¶s ompany andso ialize with ea h other.
Interest roup An informal roup omposed of employeesseekin to a hie e a ommon oal related totheir mem ership in an or anization.
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Self-Managed Wor Teams
Keys to effective self managed teams:
± Give the team enough responsibility andautonomy to be self-managing.
± The team¶s task should be complex enoughto include many different steps.
± Select members carefully for their diversity,skills, and enthusiasm.
± Managers should guide and coach, notsupervise.
± Determine training needs and be sure it isprovided.
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Virtual Teams
� team hose
members rarely meet
face-to-face
� Interact by usingvarious forms of
information
technology
� Email, computer
net or s, telephone,
fa , and
videoconferences
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Friendship Groups
An informal group composed of employees
who enjoy one another¶s company and
socialize with
one another
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Interest Groups
An informal group of
employees
seeking to
achieve a
common goal
related to their
membership in anorganization
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Group Dynamics: Interdependence
� Pooled
± Members make separate, independentcontributions to group such that group
performance is the sum of each member¶scontributions
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Group Dynamics: Interdependence
� Se uential
± Members perform
tasks in a
sequential order
making it difficult
to determine
individual
performance since
one member
depends on
another.
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Group Dynamics: Interdependence
� eciprocal
± Work performed
by one group
member is
mutually
dependent on
work done by
other members.
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Group oles
� Group oles
± The set of behaviors and tasks that a group
member is expected to perform because of
his or her position in the group.
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Group oles
� In cross-functional teams, members are
expected to perform roles in their specialty.
� Managers should clearly describe expected
roles to group members when they areassigned to the group.
� Role-making occurs as workers take on more
responsibility in their 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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The Stages of Group Development
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Stages of Group Development
� Forming
± Group members get to know each other andreach common goals.
� Storming ± Group members disagree on direction and
leadership. Managers need to be sure theconflict stays focused.
� Norming
± Close ties and consensus begin to developbetween group members.
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Stages of Group Development
� Performing
± The group begins to do its real work.
� djourning ± Only for task forces that are temporary.
± Note that these steps take time!
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Group Dynamics
� Conformity and Deviance
± Members conform to norms to obtain rewards,imitate respected members, and because theyfeel the behavior is right.
± When a member deviates, other members willtry to make them conform, expel the member,or change the group norms to accommodatethem.
± Conformity and deviance must be balanced for high performance from the group.
± Deviance allows for new ideas in the group.
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Group Cohesiveness
� The degree to which members are
attracted to their group
� Three major consequences ± Level of participation
± Level of conformity to group norms
± Emphasis on group goal accomplishment
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Sources and Conse uences of
Group Cohesiveness
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Factors Leading to Group
Cohesiveness
Factor
Group Size Smaller groups allo for high cohesiveness;Lo cohesiveness groups ith many
members can benefit from splitting into t o
groups.
Managed Diversity Diverse groups often come up ith better solutions.
Group Identity Encouraging a group to adopt a uni ueidentity and engage in competition ith
others can increase cohesiveness.
Success Cohesiveness increases ith success;finding ays for a group to have some smallsuccesses increases cohesiveness.
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Managing Groups and Teams
for High Performance
� Motivating group members to achieveorganizational goals:
± Members should benefit when the group
performs well²rewards can be monetary or in other forms such as special recognition.
± Individual compensation is a combination of both individual and group performance.
± Make additional resources (beyondcompensation) such as choice assignmentsavailable to high-performance groups.
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Managing Groups and Teams
for High Performance
� Social loafing
± The human tendency to put forth less effortin a group than individually.
± Results in possibly lower group performanceand failure toattain groupgoals
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Managing Groups and Teams
for High Performance
� educing social loafing:
± Make individual efforts identifiable and
accountable.
± Emphasize the valuable contributions of
individual members.
± Keep group size at an appropriate level.
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Three Ways to educe Social Loafing
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Quality Circle
� Quality Circles are (informal) groups of
employees who voluntarily meet together
on a regular basis to identify, define,
analyze and solve work related
problems.
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Quality circle
� Other Names of Quality Circles
� Small Groups
� Action Circles� Excellence Circles
� Human Resources Circles
� Productivity Circles
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What Ta es Place During Quality
Circle Meetings?
� Identifying a theme or a problem to work on.
� Getting training as required to enable
members to analyze problems.
� Analyzing problem(s).
� Preparing recommendations for implementing
solution(s).
� Follow up of implementation of suggestions.� Prepare for a presentation to the
management.
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Structure of Quality Circles Program
Six Basic Elements
� Circle participants or members.
� Circle leaders/deputy leaders.
� Program facilitator.� Steering/advisory committee.
� Top management.
� Non-participatingmanagement/members.
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Problem Solving Tools and
Techni ues Used by Quality Circles
� Brainstorming.
� Pareto analysis.
� Cause and effect diagram (or fish bonediagram or Ishikawa diagram).
� Histogram.
� Scatter diagram� Check sheet
� Control charts and graphs
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