GROUPS & TEAMIBS GURGAON

GROUP MEMBERS:SHIKHAR MEHTASHIVAM GIRDHARSHIVAM GAMBHIRSRISHTI KAUSHALSUMIT BANGATANYA GUPTA

SECTION-A

GROUPS & TEAMS GROUPS

A number of people or things that are located, gathered, or classed together.

TEAMS

A group of players forming one side in a competitive game or sport.

A group is a collection of individuals who coordinate their individual efforts. On the other hand, at team is a group of people who share a common team purpose and a number of challenging goals.

Groups Vs. TeamsGroups Teams

Goals Goals may be discussed in general terms.

Clear, elevating goals drive all aspects of team accomplishment.

Roles and Responsibilities

Roles and responsibilities may be discussed but are not always explicitly defined or developed.

Roles and responsibilities are clearly developed and discussed.

Rules Rules are not formally developed and evolve according the group’s needs

Rules and operating procedures are clearly discussed and developed to help team work together.

Methods Group members interact, and work is usually divided.

Team members collaborate and coordinate efforts. Team members work togetherinterdependently.

1) Forming 2) Storming3) Norming4) Performing5) Adjourning

Team development in an organisation

1) Formal2) Command3) committees4) informal

Types of groups in an organisation

Baggu: seamless communication between bi-coastal teams

Working away from headquarters, even if you have a small team (and an office in place) can prove difficult because the epicenter of information, culture, and brand energy is removed. Replicating the effectiveness of HQ in another location has a number of challenges but the team at Baggu has managed to use both technology and and a dedicated company ‘liason’ to help maintain open lines of communication between the two offices.

Baggu’s design and operations team is based on the west coast, while sales is in New York. With Asana, they’ve managed to create a seamless communication flow and ensure that all teammates are always in sync, despite the timezone difference. Amy, a product manager in New York City, runs the Baggu schedule and serves as the connector between sales and the creative team. Using templates in Asana, she ensures that each project and task has all the information teammates need to stay in the loop (including photos, when needed).

Some examples of teamwork1)

Pagelines: collaboration with a distributed workforce

As more and more companies adopt flexible policies regarding remote workers, teamwork, which often assumes face-to-face interactions, takes on a slightly different form. Pagelines, whose entire team is remote, relies on a number of tools to ensure they’re productive, focused on the most important goals, and feel like a team, even when their interactions are mostly virtual.

Tools of an effective team include:

1. Asana to make everything actionable: The Pagelines team relies on one golden rule: “If it’s not in Asana, it doesn’t exist.” All meetings have tasks as an outcome, and at the end of a meeting they always ask, “What are the tasks that have come out of this meeting?”

2. Hipchat for staying in sync: The Pagelines team uses Hipchat as their ‘public’ chat; the whole team chats in one room, sharing links and ideas. They also feed automatic updates into Hipchat including new code updates, customer cancellations, and positive feedback from customers. This keeps the team laser-focused on customers.

3. Google Hangouts for face-to-face interactions: If an idea will take more than 5 back-and-forth chats in Hipchat, the Pagelines team defers to taking a video call.

2)

DinnerLab: clarity and culture preservation, despite hyper growth

One of the biggest challenges for teams who undergo intense growth over a short period of time is ensuring that there’s clarity with regard to bigger company goals. Preserving culture and enabling each individual to run full speed ahead is extremely important. DinnerLab has managed to do all these things with finesse.

With a presence in 20 different cities, 25 people in their corporate office in New Orleans, 25-30 teammates across the United States, and nearly 1,000 part time employees, DinnerLab’s biggest challenge is to keep everything out of email and in Asana. Additionally, once a month, they have a company-wide Google Hangout to make sure everyone is aligned with their team goals.

3)

Udacity: teamwork beyond ‘work’

Great teamwork doesn’t always mean ‘work.’ In fact, the more a team can have fun, the more likely they are to trust each other, and want to collaborate. Udacity takes this concept to heart, offering employees a variety of activities.

You can take a page from their book by:

Scheduling a weekly team exercise time: “A coworker and I are both getting in shape for our respective weddings. Sadly, working at Udacity has been more conducive to snacking than fitness, so we make a point to play Dance Central once a week in our company game room. I find that these sessions help re-energize me for the rest of the day,” said Jennie Kim.

Making any day a special day: At Udacity, every other Friday is Fancy Friday, a day when the team dresses up to fit some sort of theme. Past themes have included Bumpit Friday (big hair), Fancy Feet, and Oscar Night. They recently had a panda-themed Fancy Friday: everyone wore black and white, and ate ice cream sandwiches. The team also hosts Recess after work: a small party focused on something silly, like making snocones, dim sum (for Chinese New Year) or whipping up their own ice cream.

4)

Case Study :

The buck (does not) stop here!

The buck stops here : The need to act or take responsibility, that other people pass on to other people, ultimately ends.

Therefore, this case study highlights how this very thing did not happen in the University of South Arras, a small university around 200 km from Paris, in France.

The relevance of this phrase?

Total Quality Management is based on the principle that every member of staff must be committed to maintaining high standards of work in every aspect of a company's operations.

Question : 1) Comment on the leadership style of the programme director Poor production Lack of control

Increasing Costs

Questions from the case :

Laissez-Faire

QUESTION : 2) IS THERE A SENSE OF OWNERSHIP AMONG THE PROGRAMME MANAGERS? WHAT CAN BE DONE TO INSTIL A SENSE OF BELONGINGNESS AMONG THEM?

Central concern:

Owners run the place.

Compliance is easier and simpler than dealing with people who feel a sense of ownership. Leaders who emphasize control want compliance.

Ownership declines where people feel controlled.

According to the case, the programme managers do not have any sense of ownership. Putting acquisitions, allegations and running away from work proves that there’s not even any transparency in the organization and it could be unethical to keep information away from owners.

Compelling mission drives organizations where taking ownership rises above manipulation. But, where mission is obscure, people just go through the motions and that is what happened in the case.

The programme managers did not have any sense of ownership but if they had it, they could have completed the project report on time and must have even started for international audit 2 report.

Here, sense of ownership in programme managers could have been created by the leader/director by 5 ways-

i. Allow for mistakesii. Let managers speak outiii. Clarify where things are headediv. Illustrate benefits beyond moneyv. Show respect

Sense of belongingness-o Feeling like a part of team, being welcomed and ‘fitting-in’ is integral to managers as well as to all the staff performance in the

workplace.

o A sense of belongingness is a human need, just like the need of food and shelter. Feelings that you belong is most important in seeing value in life and in coping with intensely painful emotions.

o A sense of belonging to a greater community improves your motivation, health and happiness. When you see your connection to others, you know that all people struggle and have difficult times.

o Sense of belongingness can be achieved by various ways-

i. Be aware of workplace dynamicsii. Encourage participationiii. Be fairiv. Create a safe environmentv. Be honestvi. Embrace diversity.