Description
The PPT describes about importance of teams and groups.
Teams & Groups
Groups
•
•
•
Group: two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Formal: groups defined by the orgn structure, with designated work assignments establishing tasks. Behaviour stipulated by and directed towards orgn goals. (command and task groups) Informal: alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment that appear in response to the need for social contact. (interest and friendship groups).
Group Structure -- Roles
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• •
•
• •
All group members are actors, each playing a role. A set of expected behaviour patterns attributed to someone occupying a given position in a social unit. Role identity: Certain attitudes and behaviour consistent with a role Role perception: An individual’s view of how he or she is supposed to act in a given situation. Role expectations: How others believe a person should act in a given situation. Role conflict: A situation in which an individual is confronted by divergent role expectations.
Group Structure
•
• • • •
Norms: All groups have established norms, that is, acceptable standards of behaviour that are shared by the group members. Norms tell people what the ought to or ought not do under certain circumstances. Conformity: Adjusting one’s behaviour to align with the norms of the group. Status: A socially defined position or rank given to groups or group members by others. Social loafing: The tendency for individuals to expend less effort when working collectively than when working individually. Cohesiveness: Degree to which group members are attracted to each other and are motivated to stay in the group.
Group Processes
•
•
•
• -
Synergy: An action of two or more substances that results in an effect that is different from the sum of the individual summation of the substances. Social facilitation effect: The tendency of performance to improve or decline in response to the presence of others. Group tasks: Complex or simple moderate the group processes. More complex, more the need to use group support. Group Decision making: Groups generate more complete information and knowledge They are also time consuming Groups enable better accuracy and creativity, also acceptance Individual provide more speed
Teams
? Team members work as individual and jointly
? Teams meld member efforts and have a collective
work product ? Members build on each others contribution and communicate in a unified voice ? Members accountable for their joint products
To use a team approach
? Work requires a range of different skills, views or
expertise ? Sufficient time to organise a team ? Reward system and culture support a team ? Need to build commitment to a course of action or a set of decisions ? Issues being worked on requires refinement ? High need for innovation and coordination ? Individuals desire a team experience
Team Roles: Functional
? Initiator: Suggests, proposes new ideas for accomplishing goal
? Information seeker: Probes members for clarification, facts,
etc. for use
? Coordinator: Pulls together related ideas or clarifies ? ? ? ?
relationships among various suggestions Summarizer: Restates suggestions / ideas offered. Ensures full consideration in discussions Recorder: Writes, lists points, creates visual record of ideas Critic: Evaluates team decisions or problem solving solution against standards Time keeper: Sets time limits for activities and announces
Team Roles: Building Relationships
? Encourager: Conveys understanding and acceptance of team
? ? ? ?
?
member’s point of view Harmonizer: Mediates differences or reconcile disagreements Gate keeper: Keeps communication channels open, balanced; encourage silent members; regulate dominant ones Consensus seeker: Checks if team is ready to take a decision or choose among alternatives Procedure monitor: Ensures involvement, open communication, active discussion; intervenes when discussion goes off track. Candor monitor: Checks openness of the group to see if people are really saying what they think
Dysfunctional roles
? Aggressor: Puts people and their ideas down
? Blocker: Is negative and stubbornly resistant to ideas ? Recognition seeker: Attempts to call attention on self on
personal achievements ? Playboy: Displays lack of interest & involvement in team activity; cynical, nonchalant, horsing around ? Dominator: Asserts control by interrupting, forcing own views, giving directives, asserting a superior status
Group Development
? Forming
? Storming ? Norming
? Performing
? Adjourning
Team building involves:
? Regular working sessions
? Tackling own problems --- with help? ? Identify root causes; tackle real issues
? Openness, honesty, risk taking
? Action orientation, commitment to decisions ? Individual willingness to put in time and effort ? Leader accepts feedback ? Development of interpersonal skills
Effective Teams
? Clear purpose
? Informality ? Participation
? Listening
? Consensus decision ? Open communication ? Clear role and assignments ? Shared leadership ? Style diversity
Successful Teams
? Establish urgency, demanding performance standards &
? ?
?
? ? ? ?
direction Select members for skills, skill potential; not personality Pay particular attention to first meetings and actions Set some clear rules of behaviour Set an seize upon a few immediate performance oriented tasks and goals Challenge group frequently with fresh facts and information Spend lots of time together Exploit the power for positive feedback, recognition & reward
Signs of team trouble
? Team mission not clear
? Meetings are formal ? Great participation, little accomplishment ? Talk bypassing communication
? Disagreement are aired privately after meeting
? Decision by formal leader(s) with little involvement of other ?
?
? ?
members Members are not open because trust is low Confusion / disagreement about work / role Other external critical groups not cooperating Overloaded with people of the same style
doc_973790262.ppt
The PPT describes about importance of teams and groups.
Teams & Groups
Groups
•
•
•
Group: two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Formal: groups defined by the orgn structure, with designated work assignments establishing tasks. Behaviour stipulated by and directed towards orgn goals. (command and task groups) Informal: alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment that appear in response to the need for social contact. (interest and friendship groups).
Group Structure -- Roles
•
• •
•
• •
All group members are actors, each playing a role. A set of expected behaviour patterns attributed to someone occupying a given position in a social unit. Role identity: Certain attitudes and behaviour consistent with a role Role perception: An individual’s view of how he or she is supposed to act in a given situation. Role expectations: How others believe a person should act in a given situation. Role conflict: A situation in which an individual is confronted by divergent role expectations.
Group Structure
•
• • • •
Norms: All groups have established norms, that is, acceptable standards of behaviour that are shared by the group members. Norms tell people what the ought to or ought not do under certain circumstances. Conformity: Adjusting one’s behaviour to align with the norms of the group. Status: A socially defined position or rank given to groups or group members by others. Social loafing: The tendency for individuals to expend less effort when working collectively than when working individually. Cohesiveness: Degree to which group members are attracted to each other and are motivated to stay in the group.
Group Processes
•
•
•
• -
Synergy: An action of two or more substances that results in an effect that is different from the sum of the individual summation of the substances. Social facilitation effect: The tendency of performance to improve or decline in response to the presence of others. Group tasks: Complex or simple moderate the group processes. More complex, more the need to use group support. Group Decision making: Groups generate more complete information and knowledge They are also time consuming Groups enable better accuracy and creativity, also acceptance Individual provide more speed
Teams
? Team members work as individual and jointly
? Teams meld member efforts and have a collective
work product ? Members build on each others contribution and communicate in a unified voice ? Members accountable for their joint products
To use a team approach
? Work requires a range of different skills, views or
expertise ? Sufficient time to organise a team ? Reward system and culture support a team ? Need to build commitment to a course of action or a set of decisions ? Issues being worked on requires refinement ? High need for innovation and coordination ? Individuals desire a team experience
Team Roles: Functional
? Initiator: Suggests, proposes new ideas for accomplishing goal
? Information seeker: Probes members for clarification, facts,
etc. for use
? Coordinator: Pulls together related ideas or clarifies ? ? ? ?
relationships among various suggestions Summarizer: Restates suggestions / ideas offered. Ensures full consideration in discussions Recorder: Writes, lists points, creates visual record of ideas Critic: Evaluates team decisions or problem solving solution against standards Time keeper: Sets time limits for activities and announces
Team Roles: Building Relationships
? Encourager: Conveys understanding and acceptance of team
? ? ? ?
?
member’s point of view Harmonizer: Mediates differences or reconcile disagreements Gate keeper: Keeps communication channels open, balanced; encourage silent members; regulate dominant ones Consensus seeker: Checks if team is ready to take a decision or choose among alternatives Procedure monitor: Ensures involvement, open communication, active discussion; intervenes when discussion goes off track. Candor monitor: Checks openness of the group to see if people are really saying what they think
Dysfunctional roles
? Aggressor: Puts people and their ideas down
? Blocker: Is negative and stubbornly resistant to ideas ? Recognition seeker: Attempts to call attention on self on
personal achievements ? Playboy: Displays lack of interest & involvement in team activity; cynical, nonchalant, horsing around ? Dominator: Asserts control by interrupting, forcing own views, giving directives, asserting a superior status
Group Development
? Forming
? Storming ? Norming
? Performing
? Adjourning
Team building involves:
? Regular working sessions
? Tackling own problems --- with help? ? Identify root causes; tackle real issues
? Openness, honesty, risk taking
? Action orientation, commitment to decisions ? Individual willingness to put in time and effort ? Leader accepts feedback ? Development of interpersonal skills
Effective Teams
? Clear purpose
? Informality ? Participation
? Listening
? Consensus decision ? Open communication ? Clear role and assignments ? Shared leadership ? Style diversity
Successful Teams
? Establish urgency, demanding performance standards &
? ?
?
? ? ? ?
direction Select members for skills, skill potential; not personality Pay particular attention to first meetings and actions Set some clear rules of behaviour Set an seize upon a few immediate performance oriented tasks and goals Challenge group frequently with fresh facts and information Spend lots of time together Exploit the power for positive feedback, recognition & reward
Signs of team trouble
? Team mission not clear
? Meetings are formal ? Great participation, little accomplishment ? Talk bypassing communication
? Disagreement are aired privately after meeting
? Decision by formal leader(s) with little involvement of other ?
?
? ?
members Members are not open because trust is low Confusion / disagreement about work / role Other external critical groups not cooperating Overloaded with people of the same style
doc_973790262.ppt