unit 1 - groups & teams

UNIT 1UNIT 1GROUP DYNAMICS & TEAMS IN GROUP DYNAMICS & TEAMS IN

MODERN WORKPLACEMODERN WORKPLACE

WHY LEARN WHY LEARN ABOUT TEAMS ABOUT TEAMS AND GROUPS????AND GROUPS????

Approximately 80% of Fortune 500 companies now have half or more of their employees on teams

In the 21st century

“ Teams will be replacing individuals as the basic building blocks of the organizations.”

None of us is as smart as all of us

None of us

is

as smart as

all of us

Organizations all over the Organizations all over the world are placing more world are placing more

emphasis on “teams” rather emphasis on “teams” rather than individual “stars.”than individual “stars.”

WHY ??????WHY ??????

VS

The head of Templeton The head of Templeton Emerging Market Funds Emerging Market Funds stated- “The funds are stated- “The funds are run by teams of people run by teams of people and do not depend on and do not depend on one person.”one person.”

DEFINING GROUPDEFINING GROUP

Two / more persons who interact with each other in such a manner that behaviour of one is influenced by the behaviour of others.

-Marvin Shaw (3I’s-interaction,

interdependent, influence)

GROUPS

INFORMAL FORMAL

COMMAND TASK

REFERENCEINTEREST

FRIENDSHIP MEMBERSHIP

Types of groupsTypes of groups

Formal groups.– Officially designated to serve a specific

organizational purpose.– May be permanent or temporary.

• Permanent work groups are command groups in the vertical organization structure.

• Temporary work groups are task groups specifically created to solve a problem or perform a a defined task.

Types of Formal groupTypes of Formal groupA

LKH

C

JIE

DB

F G

B, E, F, GC, H, I, JD, K, LA, B, C,D

COMMAND GROUP(boss & immediate sub-ordinate)

A, H, K, E TASK GROUP

Informal groups.

– Emerge out of social interactions

– Not officially designated by the organization.

– Types of informal groups.

• Friendship groups.

• Interest groups.

• Membership groups

• Reference groups

TYPESTYPES• Interest Groups:This group is formed of people who come

together for achieving some common objective. E.g.: Employees who come together to have their time of work changed.

• Friendship groups:These are social bonding/affiliations which

frequently extend outside work situation. These may be based on age, similar views or similar interests. These satisfy the need for affiliation in an individual.

TYPESTYPES• Reference groups: This is a group with which a person

identifies or to which he would like to belong. E.g Jain samaj, Teacher’s association.

• Membership group: This group is the one to which a person

consciously belongs. He may or may not have a deep relationship with the group. Red cross, a students association.

Benefits of informal groups.– Can speed up work flow by

supplementing formal lines of authority.

– Can satisfy needs that are thwarted or unmet by the formal group.

– Can provide members with social satisfaction, security, and a sense of belonging.

Why the need for Informal Why the need for Informal groups?groups?

1.a. People form groups because of the innate drive to bond. Some writers suggest that group formation is hardwired through evolutionary development of human species.

1.b. Social learning theory says we define us by group affiliations. If we belong to a group viewed favorably we see our selves favourably.

Why the need for Informal Why the need for Informal groups?groups?

2.In a group , people can accomplish tasks that cannot be achieved by individual persons alone. e.g theatre club

3. People tend to form groups in stressful situations because we are comforted by the physical presence of other people and are therefore motivated to be near them.

Difference between formal Difference between formal and informal groupsand informal groups

• Formal group1. It is deliberate &

planned

2. The purpose is achievement of goals of organisation.

3. Status is determined by position or responsibilities of the job.

4. Communication is through chain of command

• Informal group1. It is voluntary &

spontaneous

2. Social satisfaction.

3.It depends on the feelings of members.

4. Communication is through informal channels.

Difference between formal Difference between formal and informal groupsand informal groups

5. This is under the control of management

6. Behavior is regulated by rules and regulations

7. Rewards are both financial as well as non financial

5. There control is in hands of group members and

not management .6. Regulated by norms, values &beliefs of group.

7. Rewards are mainly non-financial rewards in terms of feelings, status & prestige.

COMPARING GROUPS AND TEAMSCOMPARING GROUPS AND TEAMSWORK GROUPS WORK TEAMS

GOAL

SYNERGY

ACCOUNTABILITY

SKILLS

Collective Performance

Positive

Individual & mutual

Complementary

Share information

Neutral (sometimes-ve)

Individual

Random &varied

What is the difference between What is the difference between a team and a group ???a team and a group ???

• Teams have a collective performance

• The synergy is positive in teams

• Accountability is mutual as well as individual

• The skills of the teams are complementary

• The members of the groups only share information

• The synergy is neutral sometimes negative.

• In a group the accountability is individual.

• The skills of the members are random and varied.

So one So one important differenceimportant difference between groups and teams between groups and teams

is:is: All teams are groups , but not

all groups are teamsThus : Employees regularly meeting

over lunch is a group not a team. A department can be a team

only if the criteria for team are met.

PRE- REQUISITES FOR A PRE- REQUISITES FOR A TEAMTEAM

TEAMS Groups of two or more people who• interact • influence each other , • Interdependent• Aware of the fact that they are in the group• mutually accountable for achieving common

purposes or objectives

WHAT CAN TEAMS DO?WHAT CAN TEAMS DO?

Because under the right conditions they:

• Can have better performance • Can develop better products. • have better service knowledge• Can make better decision . (Identifying problems developing alternatives

choosing from those alternatives.)

•They can quickly share information and coordinate tasks, where as these processes are slower and prone to errors in traditional department led by supervisors.•Can provide superior customer service because they provide more breadth of knowledge and expertise.•Employees are also more potentially energized when working in teams , they have a drive to bond and are motivated to fulfill goals of the group they identify with.

• They are able to perform more enriched jobs in team settings , where the task is too complex for individuals to perform.

For the above reasons , team work is considered an important ingredient in knowledge management.

What is the challenge for What is the challenge for organisations?organisations?

• To create true teams, rather than making a random combination of people who happen to share the same office.

• So there has to be a right mix of people

• Most organisatons don't have adequate knowledge/ lack of knowledge on how to build teams

What are the stages ofWhat are the stages ofgroup/team development?group/team development?

A group or team passes through five lifecycle stages.– Forming.– Storming.– Norming.– Performing.– Adjourning.

What are the stages ofWhat are the stages ofteam/group development?team/group development?

Forming stage.– Initial entry of members to

a group.– Members concern’s

include:• Getting to know each other.• Discovering what is

considered acceptable behavior.

• Determining the group’s real task.

• Defining group rules.GROUP

MEMBER


Storming stage.– A period of high emotionality

and tension among group members.

– Members concern’s include:• Formation of coalitions and

cliques.• Dealing with outside demands.• Clarifying membership

expectations.• Dealing with obstacles to group

goals.• Understanding members’

interpersonal styles.

MEMBER

GROUP


Norming stage.– The point at which the

group really begins to come together as a coordinated unit.

– Members concern’s include:

• Holding the group together.

• Dealing with divergent views and criticisms.

• Dealing with a premature sense of accomplishment. GROUP

MEMBER


Performing stage.– Marks the emergence of a

mature, organized, and well-functioning group.

– Members deal with complex tasks and handle internal disagreements in creative ways.

– Primary challenge is to continue to improve relationships and performance.

MEMBER

GROUP


Adjourning stage.

– Particularly important for

temporary groups.

– A well-integrated group

is:

• Able to disband when its

work is finished.

• Willing to work together in

the future.

MEMBER

GROUP

The Punctuated –Equilibrium The Punctuated –Equilibrium model for temporary groups model for temporary groups

(with deadlines)(with deadlines)

Temporary groups or teams with deadlines don’t seem to follow the previous model. Studies indicate that they have their own unique sequencing of actions or inaction

Steps of Punctuated Steps of Punctuated Equilibrium modelEquilibrium model

1. Their first meeting set’s the group’s direction.2. There first phase of group activities is one of

inertia.3. A transition takes place at the end of this first

phase which occurs exactly when the group has used up half its allotted time

4. A transition initiates major changes5. A second phase of inertia follows the transition6. The group’s last meeting is characterized by

markedly accelerated activity. This pattern is called the punctuated

equilibrium model.

A

PERFORMANCE

High

Low Phase 1Transition

Phase 2completion1st

meeting

(A+B)/2Time

A B

PUNCTUATED EQUILIBRIUM MODEL

TYPES OF TEAMSTYPES OF TEAMS

TEAMS

PROBLEM-SOLVING

CROSS-FUNCTIONAL

VIRTUALSELF-

MANAGED

QUALITY CIRCLE

TIGER TEAMS

SKUNK WORKS

How do teams contribute to the How do teams contribute to the high performance workplace?high performance workplace?

Problem-solving teams.- Way to involve the

employees. - Include a wide variety of

teams whose members meet regularly to collectively examine important workplace issues.

– Quality circle.• A special type of employee

involvement team.• Team meets periodically to

address problems relating to quality, productivity, or cost.

?

GROUP

MEMBER


• Problem-Solving Groups– One recent innovation is the use of tiger

teams—small groups of high-performing people who are challenged by a company’s executive team to take problems and find workable solutions.

TYPES OF TEAMSTYPES OF TEAMSCross-functional teams.

– Consist of members representing different functional departments or work units.

– Used to overcome functional problem.

– Used to solve problems with a positive combination of functional expertise and integrative thinking.

Type of cross functional Type of cross functional teamteam

•SKUNKWORKS - Cross-functional teams. - Usually separated from the main

organization. - Borrow people and resources - Relatively free rein to develop

new products or services.

Today Skunk Works referred to as : Today Skunk Works referred to as : Innovative teams or work units that Innovative teams or work units that

consist of an:consist of an:

1. Entrepreneurial team leader ( an innovation champion)

2. This leader borrows people and resources which is called as bootlegging.

3. Has relatively free rein to create a product or develop a service

4. They are usually separated from the main organisation , so that they are independent of corporate bureaucracy.

ENTREPRENEUR(INNOVATIVE LEADER)

M1M2 M3

M4

FACTORY PREMISESSKUNK WORK

How did this word How did this word originate???originate???

• In the early 1940s, Lockheed Corporation now Lockheed martin formed a secret unit of 43 engineers and 30 shop mechanics to develop the first fighter jet to fly faster than 500 miles perhour.

• Located in a large circus tent outside the company’s production area, the group became known as the “SKONK WORKS” because the stench of a nearby plastic factory made the tent a smell like the hidden distillery of the same name

• The innovative Lockheed group , which is credited with numerous aerospace innovations over the years, eventually changed its name to “ SKUNK WORKS”

LOCKHEEDCORPORATION

Engineers and mechanics( SKUNK WORKS)

FIGHTER JET (500miles per hour)

PLASTIC FACTORY

Smell fromDistillery called skonk works


Virtual teams.– Members meet at least

part of the time electronically and with computer support.

– Groupware facilitates virtual meetings and group decision making.

Technology

GROUP

MEMBER


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.


Self-managing teams.– Small groups are empowered to make

the decisions needed to manage themselves on a daily basis.

– Teams make decisions on:• Scheduling work.• Allocating tasks.• Training in job skills.• Evaluating performance.• Selecting new team members.• Controlling quality of work.

GROUP

MEMBER


How self-managing teams work.– Are permanent and formal elements of

the organizational structure.– Team members assume duties

otherwise performed by the manager or first-line supervisor.

– The team should include between 5 and 15 members.

– Members rely on multiskilling.


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.

CREATING CREATING EFFECTIVE TEAMSEFFECTIVE TEAMS

TEAM

MEMBER

OBJECTIVES

PERSONALOBJECTIVES

EFFECTIVE TEAM

Achieved

Achieved

CREATING CREATING EFFECTIVE TEAMSEFFECTIVE TEAMS

Team Effectiveness is the extent to which

a team achieves its objectives, achieves the needs and

objectives of its members, and sustains itself over time.

Characteristics of anCharacteristics of an effective team effective team

by Glenn Parkerby Glenn Parker

• Clear purpose• Participation• Informality• Use of effective listening techniques• Civilized disagreement• Consensus decision making• Open communication• Clear roles and work assignments• Shared leadership• Style diversity- The team has abroad spectrum of group

process and skills.• Self assessment• External relations- The team pays attention to

developing outside relationships ,resources , credibility.

A Model of Team A Model of Team EffectivenessEffectiveness

ORGANISATION & TEAM

ENVIRONMENT

•Reward systems•Communication systems•Physical space•Organisational environment•Organisational structure•Organisational leadership

TEAM PROCESSES

•Task characteristics•Team size•Team composition

TEAM DESIGN

•Task development•Team norms•Team roles•Team cohesiveness

TEAM EFFECTIVENESS

•Achieve organisational goals

•Satisfy member needs

•Maintain team survival

Organizational and Team Organizational and Team EnvironmentEnvironment

• Reward systems: Members should be rewarded for team performance. Rewards should be based on individual contribution. Then, rewards tend to work better

Communication systems- Poor communication system can starve a team of valuable information and feedback or it may lead to information overload. Particular importance when team members are geographically dispersed. Work space should be so designed that it encourages face to face dialog.



Physical space

The layout of the plant is very important in ensuring smooth functioning in the organisation.It may improve communication among membersIt also shapes employee perceptions about being together as a team and influences the team’s ability to accomplish tasks.


Organizational environmentIt refers to the conditions of the workplace.A competitive external environment can motivate employees to work together more closely. If the organization cannot secure resources , the team cannot fulfill its performance targets. So, environment should be conducive for the teams to finish their objectives.

Organization and Team Organization and Team EnvironmentEnvironment

Organization Structure• It refers to the hierarchy in the

organisation.• Many teams fail because the

organizational structure does not support them.

• Teams work better when there are few layers of hierarchy.

• Teams should be given autonomy and responsibility for their work.

Organization and Team Organization and Team EnvironmentEnvironment

Organizational leadershipTeams require ongoing support from senior executives to get the work done.

• They also require team leaders or facilitators who provide coaching and support.

• Team leaders are also enablers (ensure teams have the authority to solve their own problems and resources to accomplish their tasks.)

TEAM DESIGN FEATURESTEAM DESIGN FEATURES• Putting together a team is rather

like designing a mini organization. Three main elements to consider when designing teams are:

1. Task characteristics2. Team size3. Team composition

TEAM DESIGNTEAM DESIGNTask characteristicsTask characteristics

It refers to the constituents of the job, what it entails.Well structured tasks Vs Ill defined tasks

More Effective when teams work on well-structured tasksTask interdependence- Degree to which a task requires employees to share common inputs or outcomes, or to interact in the process of executing their work.

The higher the level of task interdependence greater the need for people to work in teams than alone.

Ensure that task interdependence is highest when team members have to share same goals and to minimize task interdependence when employees work towards different goals.Levels of Task Interdependence

Pooled InterdependenceSequential InterdependenceReciprocal Interdependence


1. Pooled interdependence- Lowest level of interdependence , in which individuals operate independently except for reliance on a common resource or authority .e.g. sharing common cafeteria and other resources.

2. Sequential interdependence-It occurs where the output of one person becomes the direct input for another person or unit. e.g packaging department

3. Reciprocal Interdependence-In this the work output is exchanged back and forth among the individuals.


LEVELS OF TASK INTERDEPENDENCE

RESOURCES

Employee1Employee1 Employee1

Employee1(Output)

Employee1(Output)

Employee1

Employee1

Employee1

Employee1 Employee1

1.

2.

3

I/P I/P


LEVELS OF TASK INTERDEPENDENCE

TEAM DESIGNTEAM DESIGNTEAM SIZETEAM SIZE

• Important concern for the organizations.

• Team size should be optimal. (Large enough to perform work

and small enough for better co-ordination between members)

• Large teams mostly less effective.

TEAM DESIGNTEAM DESIGNTEAM COMPOSITIONTEAM COMPOSITION

• Team members should have complementary skills.

• Team members must possess knowledge and skills to attain the desired objectives..

• Homogeneous teams (Members with similar personal backgrounds and characteristics)

Vs Heterogeneous teams (Members with diverse personal backgrounds and characteristics)

TEAM DESIGNTEAM DESIGNTEAM COMPOSITIONTEAM COMPOSITION

• HETEROGENEOUS TEAMS-Longer to develop, might experience more

conflictBut effective as it people look at a problem

from different angels, have broader knowledge base.

• HOMOGENEOUS TEAMS- Less conflicts, better interpersonal relations.• So, team composition should depend on the task,

skill set of people and circumstances

HOMOGENEOUS

HETEROGENEOUS

TEAM PROCESSESTEAM PROCESSESTeam DevelopmentTeam Development

FORMING

ADJOURNING

STORMING

NORMING

PERFORMING

• Informal guidelines and code of conduct to regulate behaviour of members in the group.

• Expected to be followed by all the members of the group.

• Two types of NormsBehaviour Norms ( Rules defining day-to-

day behaviour of people at work)Work Norms ( Rules defining behaviour

related specifically with the task at hand.)

TEAM PROCESSESTEAM PROCESSESTeam NormsTeam Norms

• Every team has different roles which the members have to perform.

• Roles are set of behaviours that people are expected to perform because they hold certain positions in a team and organisation.

• Belbin’s model has nine main roles – 1. Plant 6.Resource Investigator 2. Co-ordinator 7. Shaper 3. Monitor (Evaluator) 8. Team worker 4. Implementor 9. Specialist 5. Completer

TEAM PROCESSESTEAM PROCESSESTeam RolesTeam Roles

Degree of attraction people feel towards the team or willingness of people to remain members of team.

Glue or Espirit de corps that holds the group together.

Important factor in deciding the team’s success.

TEAM PROCESSESTEAM PROCESSESTeam CohesivenessTeam Cohesiveness

TEAM PROCESSESTEAM PROCESSESFactors influencing Team CohesivenessFactors influencing Team Cohesiveness

TEAM COHESIVENESS

Member similarityTeam Size

Member Interaction

Entry in team

External competition

Team success

ConsequencesTeams with high cohesion- • Spend more time together.• Share information frequently.• Satisfied with each other.• Provide better social support in stressful situations.• More sensitive to each other’s needs.• Better interpersonal relations• Less conflicts.

TEAM PROCESSESTEAM PROCESSESTeam CohesivenessTeam Cohesiveness

TEAM BUILDINGTEAM BUILDING

Any formal activity intended to improve the development and functioning of a work team.Common among existing teams and sometimes applied to newly established teams.

TEAM BUILDINGTEAM BUILDING

TYPES OF

TEAM BUILDING

ROLE DEFINITION

INTER--PERSONALPROCESSES

PROBLEM SOLVING

GOALSETTING

TYPES OF TEAM BUILDINGTYPES OF TEAM BUILDINGRole Definition: Team members describe perceptions of their own

role and their expectations from other team members. It is then discussed with the entire team.Helps in getting clarity about different roles.

Goal setting:This type of team building clarifies goals, increases team’s motivation to accomplish these goals, establishes a feedback system to check the progress in achievement of these goals.

TYPES OF TEAM BUILDINGTYPES OF TEAM BUILDINGProblem Solving: This type of team building focuses on decision

making i.e how to identify a problem and find out a solution for that. For this purpose, Simulation games are used.

Interpersonal Processes:This type of team building focuses on improving interpersonal processes like communication, trust between team members. Techniques used are Dialogue sessions, obstacle course challenges etc.

IS TEAM BUILDING IS TEAM BUILDING EFFECTIVE?EFFECTIVE?

Team building activities cannot be generalized for all the organizations. Team’s specific need has to be identified.

Its not a one shot activity but an ongoing process.

Team building occurs not only in a workshop, but also on the job

DYSFUNCTIONS OF TEAMSDYSFUNCTIONS OF TEAMS

Social LoafingIt is a situation in which people exert less effort (and usually perform at a lower level) when working in groups than when working alone.


Social LoafingAlso known as “Ringlemann

Effect" (named after Ringlemann, a German psychologist)

More likely to occur in large teams where individual output is difficult to identify.


Situations when Social Loafing is less common:

When task is interesting.

When group’s objective is important.

When members have strong Collectivist value.

MINIMIZING SOCIAL LOAFING

Form smaller teams as the performance becomes noticeable.

Specialize tasks- contribution of each member can be seen when they perform different work activity.

Measure individual performance

Increase Job enrichment – social loafing is minimized if team members are given motivating jobs

Select motivated employees

Select people who have Collectivist value (belief in Team work)


PROCESS LOSSESTeams take time to develop and maintain. These hidden costs are referred to as process lossesThese resources (time and energy) are expended towards team development and maintenance rather than the task.To reconcile different opinions, people have to spend energy and efforts.Adding new people to the team also requires additional inputs in terms of making them familiar with the team.


unit 1 - groups & teams

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