Group Notes Class Ppt1

8/7/2019 Group Notes Class Ppt1

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Groups, Teams and

Organizational Effectiveness

� Group

± Two or more people

who interact with

each other to

accomplish certain

goals or meet certain

needs.



Groups, Teams and


� Team

± A group whose members work intensely

with each other to achieve a specific,common goal or objective.

± All teams are groups but not all groups areteams.

� Teams often are difficult to form.� It takes time for members to learn how to

work together.



Groups and Teams as

Performance Enhancers

� Factors that contribute to synergy

± Ability of group members to bounce ideas

off one another

± To correct one another¶s mistakes

± To bring a diverse knowledge base to bear

on a problem

± To accomplish work that is too vast for anyone individual to achieve



Groups¶ and Teams¶ Contributions to




The Types of Groups and Teams in

Organizations



The Types of Groups and Teams

� Formal Group

± A group that

managersestablish to

achieve

organization

goals.



Formal Groups

� Cross-functional teams

± composed of members from different

departments

� Cross-cultural teams

± composed of members from different

cultures or countries




� Informal Group

± A group that managers or nonmanagerial

employees form to help achieve their own

goals or to meet their own needs.




Type of Team

Top-mana ementteam

A roup omposed of the , the president,and the heads of the most importantdepartments

Resear h andde elopment team

A team whose mem ers ha e the expertiseand experien e needed to de elop newprodu ts

ommand roups A roup omposed of su ordinates whoreport to the same super isor, also alled a

department or unit,

Task for es A ommittee of mana ers or nonmana erialemployees from arious departments or di isions who meet to sol e a spe ifi ,mutual pro lem; also alled an ³ad ho ´

ommittee




Type of Team

Self-mana ed workteam

A roup of employees who super ise their own a ti ities and monitor the quality of the

oods and ser i es they pro ide.

Virtual team A team whose mem ers rarely or ne er meetfa e to fa e and intera t y usin ariousforms of information te hnolo y su h asemail, omputer networks, telephone, fax and

ideo onferen es.

riendship roup An informal roup omposed of employeeswho enjoy ea h other¶s ompany andso ialize with ea h other.

Interest roup An informal roup omposed of employeesseekin to a hie e a ommon oal related totheir mem ership in an or anization.



Self-Managed Wor Teams

Keys to effective self managed teams:

± Give the team enough responsibility andautonomy to be self-managing.

± The team¶s task should be complex enoughto include many different steps.

± Select members carefully for their diversity,skills, and enthusiasm.

± Managers should guide and coach, notsupervise.

± Determine training needs and be sure it isprovided.



Virtual Teams

� team hose

members rarely meet

face-to-face

� Interact by usingvarious forms of

information

technology

� Email, computer

net or s, telephone,

fa , and

videoconferences



Friendship Groups

An informal group composed of employees

who enjoy one another¶s company and

socialize with

one another



Interest Groups

An informal group of

employees

seeking to

achieve a

common goal

related to their

membership in anorganization



Group Dynamics: Interdependence

� Pooled

± Members make separate, independentcontributions to group such that group

performance is the sum of each member¶scontributions




� Se uential

± Members perform

tasks in a

sequential order

making it difficult

to determine

individual

performance since

one member

depends on

another.




� eciprocal

± Work performed

by one group

member is

mutually

dependent on

work done by

other members.



Group oles

� Group oles

± The set of behaviors and tasks that a group

member is expected to perform because of

his or her position in the group.



Group oles

� In cross-functional teams, members are

expected to perform roles in their specialty.

� Managers should clearly describe expected

roles to group members when they areassigned to the group.

� Role-making occurs as workers take on more

responsibility in their roles as group members.

� Self-managed teams may assign the roles to

members themselves.



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.



The Stages of Group Development



Stages of Group Development

� Forming

± Group members get to know each other andreach common goals.

� Storming ± Group members disagree on direction and

leadership. Managers need to be sure theconflict stays focused.

� Norming

± Close ties and consensus begin to developbetween group members.



Stages of Group Development

� Performing

± The group begins to do its real work.

� djourning ± Only for task forces that are temporary.

± Note that these steps take time!



Group Dynamics

� Conformity and Deviance

± Members conform to norms to obtain rewards,imitate respected members, and because theyfeel the behavior is right.

± When a member deviates, other members willtry to make them conform, expel the member,or change the group norms to accommodatethem.

± Conformity and deviance must be balanced for high performance from the group.

± Deviance allows for new ideas in the group.



Group Cohesiveness

� The degree to which members are

attracted to their group

� Three major consequences ± Level of participation

± Level of conformity to group norms

± Emphasis on group goal accomplishment



Sources and Conse uences of

Group Cohesiveness



Factors Leading to Group

Cohesiveness

Factor

Group Size Smaller groups allo for high cohesiveness;Lo cohesiveness groups ith many

members can benefit from splitting into t o

groups.

Managed Diversity Diverse groups often come up ith better solutions.

Group Identity Encouraging a group to adopt a uni ueidentity and engage in competition ith

others can increase cohesiveness.

Success Cohesiveness increases ith success;finding ays for a group to have some smallsuccesses increases cohesiveness.



Managing Groups and Teams

for High Performance

� Motivating group members to achieveorganizational goals:

± Members should benefit when the group

performs well²rewards can be monetary or in other forms such as special recognition.

± Individual compensation is a combination of both individual and group performance.

± Make additional resources (beyondcompensation) such as choice assignmentsavailable to high-performance groups.





� Social loafing

± The human tendency to put forth less effortin a group than individually.

± Results in possibly lower group performanceand failure toattain groupgoals





� educing social loafing:

± Make individual efforts identifiable and

accountable.

± Emphasize the valuable contributions of

individual members.

± Keep group size at an appropriate level.



Three Ways to educe Social Loafing



Quality Circle

� Quality Circles are (informal) groups of

employees who voluntarily meet together

on a regular basis to identify, define,

analyze and solve work related

problems.



Quality circle

� Other Names of Quality Circles

� Small Groups

� Action Circles� Excellence Circles

� Human Resources Circles

� Productivity Circles



What Ta es Place During Quality

Circle Meetings?

� Identifying a theme or a problem to work on.

� Getting training as required to enable

members to analyze problems.

� Analyzing problem(s).

� Preparing recommendations for implementing

solution(s).

� Follow up of implementation of suggestions.� Prepare for a presentation to the

management.



Structure of Quality Circles Program

Six Basic Elements

� Circle participants or members.

� Circle leaders/deputy leaders.

� Program facilitator.� Steering/advisory committee.

� Top management.

� Non-participatingmanagement/members.



Problem Solving Tools and

Techni ues Used by Quality Circles

� Brainstorming.

� Pareto analysis.

� Cause and effect diagram (or fish bonediagram or Ishikawa diagram).

� Histogram.

� Scatter diagram� Check sheet

� Control charts and graphs



Documents

Group Notes Class Ppt1