Groups

1
MANAGING GROUP TEAM
2
WHAT IS A GROUP?

• A group is any number of people who share goals
• Often communicate with one another over a period
  of time
• They are few enough so that each individual may
  communicate with all the others, person-to-person

3
INFORMAL GROUPS

• That develops out of the day-to-day activities,
  interactions and sentiments that the members have
  for each other
• Informal groups typically meets their members
  security and social needs
• In the work setting, the purpose of informal
  group is not necessarily related to
  organizational goals
• Close communication process among members
• Sometimes, huge impact on decision-making

4
EFFECTIVE GROUPS

• Members know why the group exists and have shared
  goals
• Support agreed upon guidelines or procedures for
  decision-making
• Communicate freely among themselves
• Receive and give help to each other
• Deal with conflict within the group
• Diagnose individual and group processes and
  improve their own and the group functioning

5
WHAT IS A TEAM?

• A team is a small number of employees with
  complementary competencies (abilities, skills and
  knowledge) who are committed to common
  performance goals and working relationships for
  which they hold themselves mutually accountable
• The heart of any team is a shared commitment by
  its members for their joint performance

6
FUNCTIONAL TEAMS

• Usually include individuals who work together
  daily on similar tasks
• Functional teams often exist within the
  functional departments
• Several functioning teams may exist in one
  department
• e.g. sales force team in Marketing Department

7
CROSS-FUNCTIONAL TEAMS

• These teams bring together people from various
  work areas to identify and solve mutual problems
• May consist of members from several specialties
  or functions and deal with problems that cut
  cross departmental and functional lines to
  achieve their goals
• Are often most effective in situations that
  require innovation, speed and a focus on
  responding to customer needs

8
TEAM DEVELOPMENT

• Forming Stage
• Storming stage
• Norming stage
• Performing stage
• Adjourning stage

9
FORMING STAGE

• Members often focus on
• defining or understanding goals
• developing procedure for performing their tasks
  in this stage
• Team development in this stage involves getting
  acquainted and understanding leadership and other
  member roles

10
STORMING STAGE

• This stage is characterized by conflicts over
  work behaviour, relative priorities of goals, who
  is to be responsible for what and the
  task-related guidance and discretion of the team
  leader
• Competition over the leadership role and conflict
  over goals may dominate this stage
• Some members may withdraw or try to isolate
  themselves from the emotional tension generated
• The key is to manage conflict during this stage,
  not to suppress it or withdraw from it

11
NORMING STAGE

• Work behaviours in this stage evolve into a
  sharing information, acceptance of different
  opinions and positive attempts to make decisions
  that may require compromise
• Team members set rules by which the team will
  operate
• Cooperation and sense of shared responsibility
  develop among team members

12
PERFORMING STAGE

• Members show how effectively and efficiently they
  can achieve results together during this stage
• The roles of individual members are accepted and
  understood
• Members have learned when they should work
  independently and when they should help each other

13
ADJOURNING STAGE

• Termination of work behaviours and disengagement
  from social behaviours occurs during this stage
• A problem-solving or cross-functional team
  created to investigate and report on a specific
  issue within a certain period time has
  well-defined points of adjournment
• Other teams such as self-managed and virtual
  teams may go on indefinite