Practical Events

ManagementLecture Eight: Teams and

Teambuilding

Lecture Overview

Groups

Influence

Formation

Teamwork

Team Characteristics

Team Roles

Work Roles

Leadership

Conflict Management

Groups in Organisations

Defining yourself

Secondary groups

Primary groups

Group Influence

Sense of identity

Structure

Norms and expectations

Pressure to conform

Sense of security

Mutual support

Unification

Shared knowledge

(Lashley & Lee-Ross, 2003)

Group Formation

Personal attraction

Group activities

Group goals

Security and social affiliation

Status and self esteem

Power

(Wood, 1994)

Teamwork

“Teams are special. They evolve from groups who have learned to work together skilfully”

(Honey, 1998:161)

“Members identify and fully use one another’s resources and facilitate their mutual interdependence toward more effective problem solving and task accomplishment”

(Reddy & Jamieson, 1998:77)

Characteristics of Teams

Taking care of ourselves

Taking care of each other

Taking care of facilities, equipment and supplies

Having balance in our lives

Giving the other person the benefit of the doubt

Bringing our best to each situation

Putting the other person first

Thinking ‘we’ and supporting other group members

Melding our goals with the group’s goals

Appreciating the strengths, diversity and limitations each person brings to the team

(Jordan, 1999)

Leadership Approaches

Directive

Consultative

Participative

Defining Conflict

A process in which an effort is purposely made by A to offset the efforts of B by some form of blocking that will result in frustrating B in attaining his or her goals or furthering his or her interests”

(Robbins, 1998:168)

Views of Conflict

The Traditional view (1930s and 1940s)

The Human Relations view (1940s to 1970s)

The Interactionist view (present)

Causes of Conflict

Competition for limited resources

Differences in objectives

Misunderstandings

Personality clashes

Poor performance

Lack of cooperation

Disagreements over methods

Disputes over areas of responsibility or authority

Failure to comply with rules or policies

Communications breakdowns

The Conflict Process

Stage One Potential opposition

Stage Two Cognition and personalisation

Stage Three Behaviour

Stage Four Outcomes

Managing Conflict

Competition – when quick, decisive action is required

Collaboration – to find an integrative solution

Avoidance – when issues are trivial

Accommodation – when you are wrong

Compromise – when goals are important but want to avoid disruption