group & team concept

8/2/2019 Group & Team Concept

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GROUP & TEAM CONCEPT


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Agroup is defined as two or more individuals,interacting and interdependent, who have come togetherto achieve particular objectives.

Agroup is a set of two or more people who interact witheach other to achieve certain goals or meet certain needs.

Ateam is a formal work group in which there is a highlevel of interaction among group members who workintensely together to achieve a common goal. A group

whose members work intensely with each other toachieve a specific, common goal or objective is known as

Team. All teams are groups but not all groups are teams.


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A group/team is effectivewhen it satisfies three criteria:

o Production output: the product of the groups workmust meet or exceed standards of quality and quantity

o Member satisfaction: membership in the group mustprovide people with short-term satisfaction and facilitatetheir long-term growth and development

o Capacity for continued cooperation: how the group

completes a task should maintain or enhance the groupsability to work together; groups that dont cooperate cannotsurvive


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Why Do People Join Groups?

Security

Status

Social needs

PowerGoal Achievement


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Types of Groups

a. Managers establish formal work groups to helpthe organization achieve its goals. The goals of aformal work group are determined by the needs of the

organization.b. Informal work groups emerge naturally inorganizations because organizational membersperceive that membership in a group will help them

achieve their goals or meet their needs.


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Types of Formal Work Groups. Types include;

Command group: a collection of subordinates whoreport to the same supervisor. Command groups are

based on the basic reporting relationships inorganizations and are frequently represented onorganizational charts as departments.

Atask force is a collection of people who come together

to accomplish a specific goal. Once the goalhas been accomplished, the task force is usuallydisbanded


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Types of Informal Work Groups

Afriendship group is a collection of organizationalmembers who enjoy each others company andsocialize with each other (often both on and off the

job).Members of an organization form interestgroupswhen they have a common goal or objective(related to their organizational membership) that they

are trying to achieve by uniting their efforts.


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Why Have Teams Become So Popular?

Teams typically outperform individuals

Teams use employee talents better

Teams are more flexible and responsive to changes in

the environmentTeams facilitate employee involvement

Teams are an effective way to increase motivation


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Deciding When to Use a Team

Always use a team when many perspectives areneeded and acceptance of decision is critical and youneed more options to take the decision. Use team

when the problem is complex and unstructured andyou need to get advice and suggestions to solve theproblem. When individuals judgments areunreliable and individuals are unwilling to take

necessary risks.


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How Do We Measure Team Effectiveness

We can measure theteam effectiveness by measuring theiro Productivityo Cohesiono Learning/ growth & developmento Integration with the rest of the organization.


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Types of Teams

Project Team: Is convened for a specific purpose and disbandsafter completing its task.

Problem-Solving Teamso Twenty years ago, teams were just beginning to grow in popularityand most took similar form.

They are typically composed of 512 hourly employees from thesame department who met for a few hours each week to discuss

ways of improving quality, efficiency, and the work environment.o Members share ideas or offer suggestions on how work processesand methods can be improved. Rarely are they given the authority tounilaterally implement their suggested actions.

o One of the most widely practiced applications during the 1980swas quality circles.


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Self-Managed Work Teamso Problem-solving teams did not go far enough in getting employees involvedin work-related decisions and processes. This led to experimentation withtruly autonomous teams.

o These groups of employees (typically 1015 in number) perform highly

related or interdependent jobs and take on many of the responsibilities oftheir former supervisors.

o This includes planning and scheduling of work, assigning tasks tomembers, collective control over the pace of work, making operatingdecisions, and taking action on problems.

o Fully self-managed work teams even select their own members and havethe members evaluate each others performance. As a result supervisory roles

become less important.


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Cross-Functional Teamso These are teams made up of employees from about thesame hierarchical level, but from different work areas,

who come together to accomplish a task.Many organizations have used horizontal, boundary-spanning groups for years. IBM created a large task forcein the 1960smade up of employees from acrossdepartments in the companyto develop the highly

successful System 360.A task force is really nothing other than a temporarycross-functional team.


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Virtual Teamso The previous types of teams do their work face to face.

Virtual teams use computer technology to tie togetherphysically dispersed members in order to achieve acommon goal.

They allow people to collaborate online.Virtual teams can do all the things that other teams do.They can include members from the same organization orlink an organizations members with employees fromother organizations.

They can convene for a few days to solve a problem, a fewmonths to complete a project, or exist permanently.


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Quality Circle Team: employees who meetperiodically to discuss ways of improving

work quality. - a group of workers from the samefunctional area who meet regularly touncover and solve work-related problems and seek

work improvement opportunities


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Why Teams Are Good for Organizations

More resources for problem solvingo Improved creativity and innovationo Improved quality of decision makingo Greater commitments to taskso Increased motivation of memberso Better control and work disciplineo More individual need satisfaction


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Factors Affecting Teams

Work Designo Team Compositiono Contexto Process


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Work Design: Autonomy Task Feedback

Work design play important role in the performanceof a team. Kind of autonomy, task itself and thefeedback system in organization related to the work

design are essential ingredient of work design.


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Team Composition Ability Personality Roles Size Flexibility

Selection of right team members is the starting point for the successof any team. Type of team member personalities matching with thetype of task they are going to perform, clear role identification, sizeof team and role and flexibility with in the working relationship ofthe team members are the essential

components of team composition that play important role in theeffectiveness of a team. Similarly other factor like context andprocess affects the performance a team.


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Context Resources Leadership Performance evaluation and rewards


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Process Common purpose Specific goals Team worth Conflict management Avoid social loafing


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Building the Team

Get them togethero Keep them informed vacuums tend to fill withnegativityo Keep them involved the working groups make it

their project tooo Ensure everyone sees themselves, understands theirrole in the new worldo Dont focus on differences, focus on similaritieso Add value to individuals and you multiply team

effectiveness.o Impart Spiritual life on a daily basis.o Value added to cohesion stimulates synergism.o Remove Ineffective Members


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Define PurposeDefine Time Line

o Have regular review against goalso Begin with smaller assignments and test at higherlevelso A Weak Link can destroy your team.o Stronger members identify the link.o Stronger members have to help.o Stronger members begin to resent.o Stronger members become less effective.

o Stronger members begin to question the leadersability.o Facts you must accept.o Not everyone will take the journey.


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Not everyone can take the journey.o Will not work on personal weaknesses.o Will not work with the rest of the team.o Can not fulfill the expectations of their area.o As a Leader you are a catalyst within the team tomove it o Increase the value of every member.

o Increase individual commitment to shared values.o Remind them of the Big Picture.o Uplift other team members


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A TEAM-BASED ORGANIZATION

Team Based OrganizationImplementing a team-based approach toorganizational structure can empower employees andincrease cooperation among different skills anddisciplines. Based on the belief that organizationalgoals will be achieved not by individuals workingtogether separately, but by groups of people who

share responsibility for outcomes and who workefficiently and effectively in team

based Organizations


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based OrganizationsTraditional Team-based

Individual command structures Collective structuresManager controls Team monitors

Vertical hierarchy Horizontal integrationStability and uniformity Change and flexibilityOne best way to organize Organization-specificManagers manage Self-managing teams

R l f L d i th T B d


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Roles of a Leader in the Team-BasedOrganization

Defining the teams missiono Building trust and inspiring teamworko Coaching team members and group memberstoward higher levels of performanceo Serving as a model of teamwork, including powersharingo Facilitating and supporting teams decisions

o Expanding the teams capabilitieso Creating a team identityo Emphasizing pride in being outstanding


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Anticipating and influencing changeo Inspiring the team toward higher levels ofperformanceo Enabling and empowering group members toaccomplish their worko Selecting team-oriented memberso Using technology that facilitates teamwork

group & team concept

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