week6 understanding groups and teams

Malaysian Institute of Aviation Technology

Bachelor of Aviation Management 1

Principle of Management

Week 7

Understanding Groups and Teams.


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• Table of contents;– Reflecting last week. – Understanding group behaviour.

• Stages of group behaviour.• Basic group concepts.• Team profiling test. • Group decision making.• Work group behaviour.

– Turning Group into Effective Teams.– Developing and managing Effective Teams. – Reading assignment (Group Discussion and presentation).– Summary.– Motivating your self.


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Group Behaviour.

Teams.

Effective Teams


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• Group: – Two or more interacting and interdependent individuals who come together to achieve

particular goals.• Formal – work groups established by the organization that have designated work

assignments and specific tasks– Appropriate behaviors are established by and directed towards organizational

goals• Informal – for social nature – occur naturally in the workplace in response to the need

for social contact

• Example of Formal Groups.– Command Group – Basic traditional work groups determined by formal authority

relationships and depicted on the organisational chart. They typically includes a manager and those subordinates who report directly to the manager.

– Cross-functional teams – These bring together the knowledge and skills of individuals from various work areas in order to come up with solutions to operational problems. Cross-functional teams also include groups whose members have been trained to do each other’s job.

– Self Managed Teams – assembly of essentially independent groups that, in addition to doing their operating jobs, take on traditional management responsibilities such a hiring, planning and scheduling, and performance evaluations.

– Task forces – These are temporary groups created to accomplish a specific task. Once the task is complete the group is disbanded.


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Example for Informal Groups

• Among your department members

• Discussion among employees at office pantry.



• Forming.• The first stage of group development in which people join

the group and then define the group’s purpose, structure and leadership.

• Storming.• The second stage of group development which is characterised

by intra - group conflict.

• Norming.• The third stage of group development, which is characterised

by close relationships and cohesiveness.

• Performing.• The fourth stage of group development, when the group a fully

functional.

• Adjourning.• The final stage of group development for temporary groups during which

group members are concerned with wrapping up activities rather than task performance.

Stages of Group Development


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Basic Group Concepts:

• Role – a set of behaviour patterns expected of some one occupying a given position in a social unit. • Norms – Acceptable standards or expectations shared by a group’s members. • Status system – A prestige grading , position or rank within a group.

• Free rider tendency – a group phenomenon in which individual members reduce their individual efforts and contributions as the group increases in size.

• Group cohesiveness – the degree to which group members are attached to one another and share the group’s goals.

• Conflict – Perceived incompatible differences that result in interference or opposition.


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ExternalConditionsImposed onThe group.

Group members resources.

Groupstructure.

GroupProcesses.

Group Tasks.

Performance andsatisfaction.

Group Behaviour Model.


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• Work Group Behaviour.1) External conditions imposed on the group, including the

organization’s overall strategy, authority structure, formal regulations, employee selection criteria and etc)

2) Group members resources, including members’ knowledge, abilities, skills and personal characteristics)

3) Group structure. – (group are not unorganized crowds. – they have structure the shapes members behavior with group performance)

4) Group process.- (communication patterns used by members to exchange information, group decision process, conflict and so on)

5) Group tasks.



The relationship between Cohesiveness and Productivity. (Group Structure)

High. LOW.

LOW.

High.

Cohesiveness

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Org

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ls Strong increaseIn productivity

DecreaseIn productivity

No significant effecton productivity

Moderate increaseIn productivity


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• Group Decision Making:– Advantages over individuals decisions.

• Group provide more complete information.• Group generate more alternatives.• Group increase acceptance of a solution.• Group increase legitimacy.

– Disadvantages of group decision making.• Time consuming.• Risk minority domination.• There are pressure to conform.• Ambiguous responsibility.

• Group Think:– A type of conformity in which group members withhold deviant, minority or unpopular views in order to appear to agreement.


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Techniques for improving group decision making

Increased Creativity.

Electronic Meeting.

Nominal Group Technique(NCT).

Brainstorming.

In which group members are presented with a problem, each member independently writes downHis or her ideas on the problem, then each member presents one idea until all ideas have been

Presented. No discussion takes place until all ideas have been presented.

An idea generating processThat encourages alternativesWhile withholding criticism.

Decision making groups thatInteract by using linked

Computers.



• Traditional view of conflict:– The view that all conflict is bad and must be avoided.

• Human relations view of conflict:– The view that conflict is a natural and inevitable outcome in any

group.

• Interactionist view of conflict:– Some conflicts are necessary for a group to perform effectively.

• Functional Conflict:– Conflict that support a group’s goals and improve its

performance.

• Dysfunctional conflict:– Conflicts that prevent a group from achieving its goals.

Conflict Management (under group processes – con’t)



BA C

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Low

High

Level of Conflicts HighLow

Situation:

• Level of conflict. Low or none. Optimal. High.• Type of conflict. Dysfunctional. Functional. Dysfunctional.• Group’s internal Apathetic Viable Disruptive Characteristic. Stagnant Self critical Chaotic • Level of Group Performance. Low. High. Low.

Conflicts & Groups Performance



• Task Conflicts: – Conflicts over content and goals of the works.

• Relationship conflict:– Conflict based on interpersonal relationship.

• Process conflict:– Conflict over how work gets done.



Ass

erti

ven

ess

Cooperativeness

Resolving conflict by satisfying one’s own needs at the expense of another’s

Forcing

Accommodating

Collaborating

Compromising

Avoiding

Resolving conflict by each party giving up something

of values

Resolving conflict by placing another’s needs

and concerns above one’s own.

Resolving conflict by withdrawing from or

suppressing it.

Resolving conflict by seeking an advantageous

solution for all parties

Conflict-Resolution Techniques



IncreasesPerformance

TakesAdvantage of

Workforcediversity

Allows Managers to

Do more Strategic

Management.

IncreasesFlexibility

CreateEsprit de

corps

Why UseTeams ?

Turning group into Effective Teams



• Types of teams in organization.– Work teams – Formal groups made up of interdependent

individuals who are responsible for the attainment of a goal.– Functional teams – A type of work team that is composed of a

manager and his or her subordinates from a particular functional area.

– Self managed team – A type of work team that operates without a manager and is responsible for a complete work process or segment.

– Virtual team – A type of work team that uses computer technology to link physically dispersed members in order to achieve common goal.

– Cross functional team – A type of work team that is a hybrid grouping of individuals who are experts in various specialties and who work together on various tasks.



Purpose

Duration

Structure

Membership

• Product development.• Problem solving.• Reengineering.• Any other organisational purposes Desired.

• Supervised.• Self managed.

• Functional.• Cross – functional.

• Permanent.• Temporary.

Categories of Teams



Externalsupport

Internal support

AppropriateLeadership

NegotiatingSkills

GoodCommunication

UnifiedCommitment

MutualTrust

Relevant Skills

ClearGoals

CharacteristicOfAn

Effective Teams



• Communicate.

• Be supportive.

• Be respectful.

• Be fair.

• Be predictable.

• Demonstrate competence.

Six Suggestions to Help Managers Build Trust.



• Planning.

• Organising.

• Leading.

• Controlling.

Managing Teams.



• Gain Sharing.– A group incentive program that shares the

gains of the efforts of group members with those group members.



• Summary.1. a. Formal groups are…

b. Informal groups are…2. The five stages of group developments are… 3. a. A role is …

b. Norm is…4. The five variables of group behaviour are…5. a. The advantages of group decision making are…

b. The disadvantages of group decision making are…6. Why are teams become increasingly popular?7. The four most common type of teams are…8. Effective work teams are characterised by…9. How manager can build trust?



Motivating your self.• Personal Goals.

• Negotiating – with the Inner You. • Keep practicing on your writing. Use the websites BAMG09.

week6 understanding groups and teams

Business

group cohesiveness

group performance

group tasks

group phenomenon

group think

group processes

group members resources

work group behaviour