group process and innovation
TRANSCRIPT
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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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