• Team building Games

Defining and Classifying GroupGroup(s)Two or more individuals interacting and interdependent, who have come together to achieve particular objectives.

Formal Group

A designated work group defined by the organization’s structure.

Eg- committee, small departments, a research development lab, management team, assembly line

Informal Group

A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact.

Eg – 3 employees from 3 different departments have lunch together

Defining & Classifying Group

Command Group

A group composed of the individuals who report directly to a given manager.

EG- Director + team of lecturer’s

Task Group

Those working together to complete a job or task.

Eg- cultural committees etc

Interest Group

Those working together to attain a specific objective with which each is concerned.

Friendship Group

Those brought together because they share one or more common characteristics.

Eg- clubs

5- Stage Model of Group Development

Forming StageThe first stage in group development, characterized by much uncertainty. ( awareness, commitment, acceptance)

Storming StageThe second stage in group development, characterized by intragroup conflict. ( conflict, clarification, belonging )Norming StageThe third stage in group development, characterized by close relationships and cohesiveness.( cooperation, development, support )

5- Stage Model of Group Development

• Performing StageThe fourth stage in group development, when the group is

fully functional. ( productivity, achievement, pride)

Adjourning Stage /Mourning Stage

The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance. Separation, recognizing, satisfaction

Stages of Group Development

Group Structure Roles

Role(s)

A set of expected behavior patterns attributed to someone occupying a given position in a social unit.

Role Identity

Certain attitudes and behaviors consistent with a role.

Role Perception

An individual’s view of how he or she is supposed to act in a given situation.

Group Structure Roles

Role Expectations

How others believe a person should act in a given situation.

Psychological Contract

An unwritten agreement that sets out what management expects from the employee and vice versa.

Role Conflict

A situation in which an individual is confronted by divergent role expectations.

Group Structure

Conformity

Adjusting one’s behavior to align with the norms of the group.

Reference Groups

Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

Group Structure - Norms (cont’d)

Deviant Workplace Behavior

Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both.

Typology of Deviant Workplace Behavior

E X H I B I T 8–5E X H I B I T 8–5

Category Examples

Production Leaving earlyIntentionally working slowlyWasting resources

Property Sabotage Lying about hours worked Stealing from the organization

Political Showing favoritismGossiping and spreading rumorsBlaming coworkers

Personal Aggression Sexual harassmentVerbal abuseStealing from coworkers

Source: Adapted from S.L. Robinson, and R.J. Bennett. “A Typology of Deviant Workplace Behaviors: A Multidimensional Scaling Study,” Academy of Management Journal, April 1995, p. 565.

Group Structure - StatusStatus

A socially defined position or rank given to groups or group members by others.

Group Structure - Size

Other conclusions:• Odd number groups do better than even.

• Groups of 7 or 9 perform better overall than larger or smaller groups.

Other conclusions:• Odd number groups do better than even.

• Groups of 7 or 9 perform better overall than larger or smaller groups.

Social LoafingThe tendency for individuals to expend less effort when working collectively than when working individually.

Group Structure - CompositionGroup Demography

The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover.

Group Structure - Cohesiveness

Increasing group cohesiveness:1. Make the group smaller.

2. Encourage agreement with group goals.

3. Increase time members spend together.

4. Increase group status and admission difficultly.

5. Stimulate competition with other groups.

6. Give rewards to the group, not individuals.

7. Physically isolate the group.

Increasing group cohesiveness:1. Make the group smaller.

2. Encourage agreement with group goals.

3. Increase time members spend together.

4. Increase group status and admission difficultly.

5. Stimulate competition with other groups.

6. Give rewards to the group, not individuals.

7. Physically isolate the group.

Cohesiveness

Degree to which group members are attracted to each other and are motivated to stay in the group.

Group Decision Making

• Strengths– More complete

information– Increased diversity of

views– Higher quality of

decisions (more accuracy)

– Increased acceptance of solutions

• Weaknesses– More time

consuming (slower)– Increased pressure

to conform– Domination by one

or a few members– Ambiguous

responsibility

Group Decision-Making Techniques

Electronic Meeting

A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.

Brainstorming

An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives.

Group Decision-Making Techniques

Nominal Group Technique• A group decision making method in which individual

members meet face-to-face to pool their judgments in a systematic but independent fashion.

Delphi Decision Technique Used in situations where group members are unable to meet face to face.

The process.A series of questions is distributed to a panel.Panel members submit their responses to a decision coordinator.The decision coordinator summarizes the responses, and sends the summary along with a follow-up questionnaire to the panel.Panel members send in their responses.The process is repeated until a consensus is reached.

Team Versus Groups: What’s the Difference

Work group

A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility

Prentice Hall, 2001 Chapter 9 21

Share information

Neutral (may be negative)

Individual

Random and varied

Goal

Synergy

Accountability

Skills

Collective performance

Positive

Individual and mutual

Complementary

Work GroupsWork Groups Work TeamsWork Teams

Comparing Work Groups and Work Teams

Types of Teams • PROBLEM SOLVING TEAMS- Groups of 5-12 employees from the

same department who meet for a few hours each week to discuss ways of improving quality efficiency and the work environment

Eg – Quality circles

• CROSS FUNCTIONAL TEAMS - Employees from about the same hierarchical level , but from different work areas, who come together to accomplish a task

Eg- Emergency trauma teams – surgeons, doctors, nurses, technicians

Eg – Company selling its self in job fairs then members from Mktg,Finance, HR would be at the stall

Eg- The boeing company created a team made up of employees from production, planning, quality , tooling etc

Companies like Honda, Toyota, Daimler Chrysler M&M use such teams

• VIRTUAL TEAMS – Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

• Eg- Wipro technologies has a Meet your people programme which helps the managers interact with each other through yearly basis

A Team-Effectiveness Model

Team Design•Autonomy•Skill variety•Task identity•Task significance

Composition•Ability•Personality•Roles & diversity•Size

Processes• Team Member Relationships:

Cohesiveness

• Common purpose

• Specific goals

• Team efficacy

• Conflict

• Team roles: Task- &Relationship-Oriented

Interpersonal

Problem solving

Technical skills

Extroversion, agreeableness, conscientiousness

Adviser

Maintainer

Assessor, creator

• SELF MANAGED TEAMS – Groups of 10-15 people who take on responsibilities of their former supervisors.– Teams make decisions on:

• Scheduling work.• Allocating tasks.• Training in job skills.• Evaluating performance.• Selecting new team members.• Controlling quality of work.

EG- Hero HONDA the operator on the assembly line also undertakes quality checks maintenance activities

EG – In Arkansas Eaton company which manufactures hydraulic hose that is used in tractors and trucks threw open the assembly line to 285 workers into more than 50 SMTS

High performance teams.

– High performance teams:• Have strong core values.

• Turn a general sense of purpose into specific performance

objectives.

• Have the right mix of skills.

• Possess creativity.

• They work best with the smaller organizations as employees know each other very well.

Eg- John Akers of IBM was replaced by Lou Girstner to make the IBM team as hpt.

Eg – Florida newspaper Tallahasse having all women employees in frontline staff

Virtual Teams

Key advantages of virtual teams.– Brings cost effectiveness and speed to

teamwork.– Brings computer power to information

processing and decision making.

Key disadvantage of virtual teams.– Direct personal contact among members

suffers.

Benefits of self-managing teams.– Productivity and quality improvements.– Production flexibility.– Faster response to technological change.– Reduced absenteeism and turnover.– Improved work attitudes.– Improved quality of work life.

Operational difficulties for self-managing

teams.

– Impact on supervisors and others accustomed to a

more traditional way of working.

– Self-managing teams are not appropriate for all

organizations.