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Organisational Behaviour: Teams & Groups

1. The document discusses teams and groups in organizations, noting that teams are gradually replacing groups. A team is defined as a small number of people with complementary skills committed to a common purpose. 2. Teams offer several benefits to organizations like enhanced performance and increased quality. Teams go through different stages of formation and can be made more effective with cooperation and trust. 3. Types of teams discussed include work teams, virtual teams, problem-solving teams, and quality circles. Guidelines are provided for enhancing team performance, and issues that can affect teams are also covered.

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Gautam Dua
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131 views

Organisational Behaviour: Teams & Groups

1. The document discusses teams and groups in organizations, noting that teams are gradually replacing groups. A team is defined as a small number of people with complementary skills committed to a common purpose. 2. Teams offer several benefits to organizations like enhanced performance and increased quality. Teams go through different stages of formation and can be made more effective with cooperation and trust. 3. Types of teams discussed include work teams, virtual teams, problem-solving teams, and quality circles. Guidelines are provided for enhancing team performance, and issues that can affect teams are also covered.

Uploaded by

Gautam Dua
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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ORGANISATIONAL BEHAVIOUR

TEAMS & GROUPS

LEARNING OBJECTIVES
1. Groups and teams are common in organizations and the latter are gradually replacing the former. 2. A team is a group of small number of people with complementary skills and committed to a common purpose. 3. Teams offer several benefits to organizations, major advantages being enhanced performance and increased quality. 4. As in groups, teams are also of different types. There are work teams, virtual teams, problem solving teams and the like. 5. Teams formation passes through different stages. Starting from planning, a team proceeds through several phases and reaches the final one. 6. Teams can be made more effective provided there is cooperation and trust. 7. Quality circles and self-managed teams are typical teams found in organizations. 8. Key terms given at the end of the chapter.

Meaning of Team

A team is small number of people with complementary skills who are committed to a common purpose, common performance, and an approach for which they hold themselves mutually accountable.

Features of Teams

They are empowered to share various management and leadership functions. They plan, control and improve their own work processes. They set their own goals and inspect their own work. They often create their own schedules and review their performance as a group. They may prepare their own budgets and coordinate their work with other departments. They usually order materials, keep inventories and deal with suppliers. They are frequently responsible for acquiring any new training they might need. They may hire their own replacement or assume responsibility for disciplining their own members. They, and not others outside the team, take responsibility for the quality of their products or services.

Benefits from Team

Enhanced performance Employee benefits Reduce employee turnover & cost reduction Quality decision Improved process Global competitiveness Organization enhancements

Differences Between Groups and Teams

Types of Teams

Guidelines to Enhance Team Performance


Have a small team membership not to exceed 12. Take care to ensure that teams comprise members with atleast three types of skill : technical skills, problem solving and decision making skills, and interpersonal skills. Let the teams have specific goals and develop commitment to realize the goals. Have proper leadership and structure for teams. Leadership and structure provide focus and direction. Dont allow members to hide inside a group and indulge in social loafing. Establish appropriate performance evaluation and suitable rewards system. Ensure the team members develop high mutual trust. High performance teams are characterized by high mutual trust. Establish demanding performance standards and provide direction. Create a sense of urgency in the first meeting. Set clear rules of behaviour. Regularly challenge the team with new projects or problems to solve.

Team Issues

Facilitators of Empowered Teams

Key Terms

Teams TQM Empowered team

Virtual team Quality circle

ORGANISATIONAL BEHAVIOUR

GROUP DYNAMICS

Definition of Group

A collection of two or more interacting individuals with a stable pattern of relationship between them, who share common goals and who perceive themselves as being a group.

LEARNING OBJECTIVES
1.

2.

3.

4.

5.

6.

Small groups-formal, or informal - are inevitable in organisations. A group refers to a collection of individuals who have mutually dependent relationships. Groups are of various types. There are formal and informal groups, open and closed, in-groups and out-groups. People join groups of some type seeking affiliation, security, esteem and for other similar reasons. A group does not come into existence overnight. It passes through different stages before abandoning itself. Groups serve several useful purposes to an organisation, main benefit being task accomplishment. Groups need structuring for effective functioning. Group leadership, group norms, group size, group roles, group tasks and group cohesiveness are the issues relevant in group structuring.

Types of Groups

Contributions of Formal Groups


Contributions to Organisations 1. Accomplish complex, independent tasks that are beyond the capabilities of individuals. 2. Create new ideas 3. Coordinate interdepartmental efforts. 4. Solve complex problems requiring varied information and perspectives. 5. Implement action plans. 6. Socialise and train newcomers. Contributions to Individuals 1. Satisfy needs for affiliation. 2. Confirm identity and enhance self-esteem. 3. Test and share perceptions of social reality. 4. Reduce feelings of insecurity and powerlessness. 5. Provide a mechanism for solving personal and interpersonal problems.

Contributions of Informal Groups


Contributions to Individuals 1. Satisfaction of social and affiliation needs. 2. Satisfaction of needs for security and support. 3. Enhanced status for members if the group is perceived by others as prestigious. 4. Enhanced feelings of self-esteem if a member is valued by other group members. 5. Feeling more competent by sharing the power of the group to influence and achieve. Contributions to Organisations 1. Solidify common social values and expectations congruent with organisational culture. 2. Provide and enforce guidelines for appropriate behaviour. 3. Provide social satisfaction unlikely for anonymous individual workers to experience. 4. Provide a sense of identity that often includes a certain degree of status. 5. Enhance members access to information. 6. Help integrate new employees into the formal expectations of the organization.

Stages of Group Development

Some Roles Commonly Played by Group Members


Task-Oriented Roles
Initiator-Contributors Recommend new-solutions to the group members Information Seekers Attempt to obtain the necessary facts Opinion givers Share own opinion with others

Relations-Oriented Roles
Harmonisers Mediate group conflicts

Self-Oriented Roles

Blockers Act stubborn and resistant to group Compromisers Recognition Seekers Shift opinions to create Call attention to their own group harmony achievements Encouragers Dominators Praise and encourage others Assert authority by manipulating the group Energisers Expediters Avoiders Stimulate the group into action Suggest ways the groups Maintain distance, isolate whenever interest drops can operate more smoothly themselves from fellow group members

Four Sources of Group Norms

How Cohesiveness and Productivity Norms Affect Group Productivity

Group Cohesiveness Causes and Consequences

Key Terms

Groups Norms Roles Status congruence Groupthink Risky shifts Social loafing

Group dynamics Group development Tasks Cohesiveness Polarisation Cautious shifts

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