B'A Business Studies

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B.A Business Studies

• Management of Change
• Lecture 10
• Managing Teams
• Observing Intervening in Group Processes

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• Why should the manager of change be concerned
  with team building?
• What should they look for in groups or teams?
• How can teams by made to function better?
• View the film Twelve Angry Men as a simulation
  to develop participants skills at observing
  inter-personal processes within teams

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By the end of this session you should

• Be able to explain the term group process
• Be able to describe the stages of group or team
  formation (Tuckman Jensen)
• Be able to identify various team roles styles
  (Belbin, Kolb)
• Be aware of your own preferred team roles
• Have gained practice in observing analysing
  group processes

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Group Process

• In all human interaction there are 2 major
  ingredients content process
• Content
• the subject matter or the task upon which the
  group is working.
• Process
• Concerned with what is happening between to
  group members while the group is working.
• Group Process (or dynamics)
• Deals with such items of morale, feeling tone,
  atmosphere, influence, participation, styles of
  influence, leadership struggles, conflict,
  competition, cooperation etc
• Major cause of ineffective group action
• Sensitivity to group process diagnose group
  problems early deal with them more effectively

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Observation Guidelines to process-analyse Group
Behaviour

• Participation
• Influence
• Styles of Influence
• Decision-making Procedures
• Task functions
• Maintenance functions
• Group Atmosphere
• Membership
• Feelings
• Norms

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Groups Types

• Primary Groups
• Direct face-to-face contact
• Small departments
• Project teams
• Families
• Communications rapid and direct
• Secondary Groups
• Factories
• Communities
• Long assembly lines
• Less solid and cohesive than primary groups

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Groups Types

• Formal Groups
• Deliberately created by management
• Particular predetermined purposes
• Task/Function/Status within managerial hierarchy
  /Length of service with the firm
• Clearly defined
• Tasks carefully delineated
• Informal Groups
• Can form without management support
• Common interest and cause
• Organise themselves
• Aims can conflict with managements
• To satisfy needs of its individual members.

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Group Norms

• How things should be done
• A common attitude, feeling or belief
• May relate to
• working methods
• How much work should be done
• How enthusiastically work should be done
• quality of output
• relations with management (and trade unions)
• How people should be addressed and treated
• Individuals and groups

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Group Formation Development

• Physical interaction
• Other important factors encouraging group
  formation
• Physical proximity
• Physical attraction
• Rewards and penalties attached to mixing with
  certain other people
• Need to co-operate with others in order to
  achieve personal objectives
• Emotional support

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Group Development Tuckman (1965)

• Four Stages
• The orientation or Forming phase
• Confrontation or Storming phase
• Differentiation or Norming phase
• Collaboration or Performing phase

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Resistance to Change

• A group supports and reinforces the individuals
  view of the outside world
• Conformity to group norms
• Individuals must modify their behaviour to fit in
• Obedience to the group
• Self-perpetuating identity
• Groups often resistant to change
• Deviation from norms individual may be excluded

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Group Cohesion

• The degree to which the group members are
  prepared to co-operate, to continue their
  association with the group and to share common
  goals and perspectives.
• Cohesion encourages conformity to group norms
• Causes groups to be stable in their behaviour
• Increased pressures for conformity can stifle
  initiative

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Group Cohesion

• Several factors contribute to the creation of
  group cohesion
• Frequency and intimacy of interactions
• Nature of external environment
• Exclusivity of membership
• Homogeneity of membership
• Members enthusiasm for group objectives
• Ease of communication within the group
• Nature of the task
• Nature of the incentive system

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Effects of Cohesion

• High cohesion
• high morale productivity
• Co-ordination of activities is made easier
• Group monitor efficiency of its own activities
• Members encouraged to work hard
• Conflict with management
• Enthusiasm might be directed against aims of
  management
• Powerful informal groups can arise to oppose
  managements wishes
• Management must relate group and organisational
  goals
• Establish clear links between individual, group
  and organisational success

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Team Building - BELBIN

• Theory - certain types of individual do not
  perform well when working together in the same
  team.
• Argued that people have different psychological
  characteristics which cause them to adopt
  particular roles at work, that an appropriate
  combination of persons assuming various roles is
  essential for the creation of a well-balance
  team.
• 9 team roles
• Specific roles according to psycholgical make up
  of team member

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Belbins Team Role Descriptions

• Company Worker
• Need
• Clear objectives
• Clear procedures
• Direction
• Good At
• Turning concepts/ideas into practice
• Showing common sense
• Weaknesses
• Inflexible attitudes
• Change resistant

• Chairman
• Good At
• Organising people
• Co-ordinating activities
• Commanding respect
• Communication
• Need not be
• Charismatic
• intellectual

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Team Role Descriptions

• Shaper
• Good At
• Behind the scene facilitation
• Influencing group decisions
• Setting priorities
• Driving people their way
• Character
• Work covertly
• Self-confident
• Willing to risk unpopularity to get their ideas
  across
• Weaknesses
• Intolerant of vague people vague ideas

• Plant
• Good At
• Innovation
• Solving problems
• Using intelligence imagination
• Character
• Original, independent, imaginative
• Weaknesses
• Impractical
• Bad at communicating to others with different
  outlooks

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Team Role Descriptions

• Resource Investigator
• Good At
• Boundary spanning
• Networking
• Verbal communication
• Character
• Outgoing
• Relaxed personality
• Entrepreneur
• Weaknesses
• Over-enthusiastic
• Creates diversions
• No follow-up

• Monitor-Evaluator
• Good At
• Critical thinking
• Objectivity
• evaluation
• Character
• Slow, thorough, serious
• Weaknesses
• Can be over-cautious
• Over-critical
• Can hold back creative progress

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Team Role Descriptions

• Teamworker
• Good At
• Supporting others
• Getting consensus
• Group Mother Figure
• Getting the best from people
• Character
• Flexible
• Popular
• Has good listening skills
• Weaknesses
• Indecisive
• Not a battler
• Dont like friction
• Wont compete

• Completer-Finisher
• Good At
• Creating urgency
• Keeping deadlines
• Watching detail
• Character
• Strong sense of order
• Purposive
• perfectionist
• Weaknesses
• Impatience with other members who lack same
  qualities

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PLANT
CO-ORDINATOR
MONITOR-EVALUATOR
IMPLEMENTOR (OR CO. WORKER)
COMPLETER-FINISHER
RESOURCE INVESTIGATOR
SHAPER
TEAMWORKER
SPECIALIST