group & team behaviour
TRANSCRIPT
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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
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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
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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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Summary andSummary and
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
Summary andSummary and
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Summary andSummary and
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?