working in groups face to face & virtual
TRANSCRIPT
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Working in Groups
Lecture Week 2
Week commencing 03 Oct 2011
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Working in Groups 2
Groups
• Artificial aggregations - statistical, social categories,
• Unorganised Aggregates - public, crowd, audience
• Units with patterned relationships-
culture,
• Structured social units – community, family
• Deliberately designed social units - team
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Working in Groups 3
Groups & Behaviour
• Properties of individuals
• Relationship among them
• Properties of the environment• Task or situation
• Behaviour setting
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Working in Groups 4
Relevant Analysis
• Production
• Member Support
• Group well being
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Working in Groups 5
Modes
• Inception
• Problem Solving
• Conflict resolution
• Execution
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Working in Groups 6
Tasks for Groups
• Generate – plans and Ideas
• Choose – solving problems with correct
answers and deciding issues with no right
answer
• Negotiate – into resolving conflicts of view
and interest
• Execute – into resolving conflicts of power
and executing performance tasks
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Working in Groups 7
Short term Project teams
• Cyclical process
• Disciplined approach
• Hierarchy established and accepted• Specialist individual skills
• Possible duplication of skills
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Working in Groups 8
Storming
Dorming
Forming
Norming
Performing
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Working in Groups 9
Forming
• understanding the tasks and how the team
is made up focus on issues such as :
– TORs for the team
– Who is the leader
– What is expected of individuals
– What sort of behaviour is appropriate
– Where will the meetings be
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Working in Groups 10
Storming
• The team review the information collected and
conflict may occur. Team resolves:
– What role do team members wish to fulfil
– How qualified are the team members for the task – Are tasks and timescales practical
– How well do team work together
– Do all team members work in the same way
– Is the right person in-charge
– What are the effects of alliances outside the team
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Working in Groups 11
Norming
• Team begins to harmonise and will
consider the mission of the team: – Formulation of plans for achieving the objectives
– Standards to which the team members will operate
– How team will deal with conflict (external/internal)
– How to make the most effective use of individual skills,
knowledge & experience
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Working in Groups 12
Performing
• By this stage the team should be
sufficiently clear about what it is going to
do and how it is going to do it. It should
begin to deliver and the cohesiveness of the team begins to be reinforced by
achievement on the task
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Working in Groups 13
Dorming
• The effective team slowly becomes
complacent and begins to review:
– Are the TORs different ?
– Does the team need to do things differently ?
– What is going to be different ?
– Does the team need new skills and
knowledge ?
– Does the team need new procedures and
standards ?
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Working in Groups 14
Belbin’s Self-Perception
• Eight Team Roles
• Each individual has strengths
• Multiple strengths• Competitive Teams where most roles are
filled adequately
• Some individuals fill more than one role
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Working in Groups 15
Roles
• Company worker CW
• Chairman CH
• Shaper SH
• Plant PL
• Resource Investigator RI
• Monitor Evaluator ME
• Team Worker TW
• Complete Finisher CF
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Working in Groups 16
Other Views
• 5 Team roles :
– Driver
– Planner
– Enabler
– Executive
– Controller
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Virtual Groups 17
Organisations
“….bureaucracy is the best
administrative form for the rational
and efficient pursuit of organisational goals”
Max Weber
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Virtual Groups 18
Bureaucracy Properties
• Rules and Procedures
• Principal of Hierarchy
• Division of Labour & specialisation• Impersonality
• Competence
• Record Keeping
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Virtual Groups 19
Advantages and Disadvantages
• Control
• Order
• Efficiency
• Stability
• Memory
• Rule by reason
• Barriers to change
• Dissatisfaction
• Low Discretion
• Red tape
• Power politics
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Virtual Groups 20
Authority
• Managers unwilling to surrender authority
• Empire building
• Company politics
Result is the bureaucracy is characterised
as being “conservative and inflexible”which discourages innovation
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Virtual Groups 21
Rules and Impersonal
• Inability to deal with anything unusual
• Frustration among employees
• Excessive red tape• Changes take long time
• Specialisation – alienation and
estrangement
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Virtual Groups 22
In support of Bureaucracy
• Large organisations could not be run
without bureaucracy. Eg Inland Revenue,
Defence …etc
• Associated with higher level of
performance than informal organisations.
• Bureaucracy are very efficient in stable
environment,
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Virtual Groups 23
Size of Organisation
High Performing Firms
Low Performing Firms
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Virtual Groups 24
Virtual Organisations
• Allow for greater flexibility
• Faster responsiveness
• Is that better ? – Jury is still out
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Virtual Groups 25
What is a virtual Organisation?
• …when producing work deliverables
across different locations, at different work
cycles, and across cultures
• Where common theme is temporary.
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Virtual Groups 26
What is a virtual Organisation?
• Continual restructuring to capture the
value of a short term market opportunity
and are then dissolved to make way for
restructuring to a new virtual entity.
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Virtual Groups 27
Virtual Organisations & Cultures
• Electronically networked organisationsthat transcend conventional organisationalboundaries – with linkages which may
exist within, and between organisations.
• Where Information Technology is used to
enhance organisational activities whilereducing the need for physical or formalised structures.
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Virtual Groups 28
This Reflects
• The Virtual Organisation Culture (strategic
positioning)
• Internal and External Networks
• The Market
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Virtual Groups 29
Virtual Culture
Virtual Org.
Culture
E – bus
Culture
E – Market
Culture
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Virtual Groups 30
Models of Virtuality
• Virtual face
• Co-alliance model
• Star alliance model• Value alliance Model
• Market alliance Model
• Virtual broker
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Virtual Groups 31
Summary
• Virtual Organisations are Dynamic
systems
• Traditional hierarchical management and
control may not apply
• Change is constant
•Core competences are the important, andorganisation needs to leverage them to
gain strategic advantage
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Virtual Groups 32
Models
• Six models not exclusive- just one way of
classifying. Others just as valid.
• Some models are essentially an electronic
reimplementation of traditional forms of
doing business.
• Others are add-ons for added value –
such as collaborations, value chain
integration to Cyber communities.
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Working in Groups 33
References
“Successful Team building” John Davis,
Peter Millburn, Terry Murphy, Martin
Woodhouse; Kogan Page Ltd, London.
ISBN 0749408111
“Team roles at work”
Belbin, R. M. (Raymond Meredith),
Butterworth-Heinnemann, 1993. ISBN
0750609257