GROUP & TEAM CONCEPT

Agroup isdefinedastwoormoreindividuals,

interactingandinterdependent,whohavecometogether toachieveparticularobjectives. Agroup isasetoftwoormorepeoplewhointeractwith eachothertoachievecertaingoalsormeetcertainneeds. Ateam isaformalworkgroupinwhichthereisahigh levelofinteractionamonggroupmemberswhowork intenselytogethertoachieveacommongoal.Agroup whosemembersworkintenselywitheachotherto achieveaspecific,commongoalorobjectiveisknownas Team. Allteamsaregroupsbutnotallgroupsareteams.

Agroup/teamiseffective whenitsatisfiesthreecriteria: oProduction output: theproductofthegroupswork mustmeetorexceedstandardsofqualityandquantity oMember satisfaction: membershipinthegroupmust providepeoplewithshort-termsatisfactionandfacilitate theirlong-termgrowthanddevelopment oCapacity for continued cooperation: howthegroup completesataskshouldmaintainorenhancethegroups abilitytoworktogether;groupsthatdontcooperatecannot survive

Why Do People Join Groups?

Security Status Socialneeds Power GoalAchievement

Types of Groups
a.Managersestablishformal work groups tohelp theorganizationachieveitsgoals.Thegoalsofa formalworkgrouparedeterminedbytheneedsofthe organization. b.Informal work groups emergenaturallyin organizationsbecauseorganizationalmembers perceivethatmembershipinagroupwillhelpthem achievetheirgoalsormeettheirneeds.

Types of Formal Work Groups.Typesinclude;

Command group: acollectionofsubordinateswho reporttothesamesupervisor.Commandgroupsare basedonthebasicreportingrelationshipsin organizationsandarefrequentlyrepresentedon organizationalchartsasdepartments. Atask force isacollectionofpeoplewhocometogether toaccomplishaspecificgoal.Oncethegoal hasbeenaccomplished,thetaskforceisusually disbanded

Types of Informal Work Groups

Afriendship group isacollectionoforganizational memberswhoenjoyeachotherscompanyand socializewitheachother(oftenbothonandoffthe job). Membersofanorganizationforminterest groups whentheyhaveacommongoalorobjective (relatedtotheirorganizationalmembership)thatthey aretryingtoachievebyunitingtheirefforts.

Why Have Teams Become So Popular?

Teamstypicallyoutperformindividuals Teamsuseemployeetalentsbetter Teamsaremoreflexibleandresponsivetochangesin

theenvironment Teamsfacilitateemployeeinvolvement Teamsareaneffectivewaytoincreasemotivation

Deciding When to Use a Team

Alwaysuseateamwhenmanyperspectivesare

neededandacceptanceofdecisioniscriticalandyou needmoreoptionstotakethedecision.Useteam whentheproblemiscomplexandunstructuredand youneedtogetadviceandsuggestionstosolvethe problem.Whenindividualsjudgmentsare unreliableandindividualsareunwillingtotake necessaryrisks.

How Do We Measure Team Effectiveness

Wecanmeasurethe

teameffectivenessbymeasuringtheir oProductivity oCohesion oLearning/growth&development oIntegrationwiththerestoftheorganization.

Types of Teams
Project Team:Isconvenedforaspecificpurposeanddisbands

aftercompletingitstask.

Problem-Solving Teams oTwentyyearsago,teamswerejustbeginningtogrowinpopularity andmosttooksimilarform. Theyaretypicallycomposedof512hourlyemployeesfromthe samedepartmentwhometforafewhourseachweektodiscuss waysofimprovingquality,efficiency,andtheworkenvironment. oMembersshareideasoroffersuggestionsonhowworkprocesses andmethodscanbeimproved.Rarelyaretheygiventheauthorityto unilaterallyimplementtheirsuggestedactions. oOneofthemostwidelypracticedapplicationsduringthe1980s wasqualitycircles.

 Self-Managed Work Teams

oProblem-solvingteamsdidnotgofarenoughingettingemployeesinvolved inwork-relateddecisionsandprocesses.Thisledtoexperimentationwith trulyautonomousteams. oThesegroupsofemployees(typically1015innumber)performhighly relatedorinterdependentjobsandtakeonmanyoftheresponsibilitiesof theirformersupervisors.

oThisincludesplanningandschedulingofwork,assigningtasksto members,collectivecontroloverthepaceofwork,makingoperating decisions,andtakingactiononproblems.

oFullyself-managedworkteamsevenselecttheirownmembersandhave themembersevaluateeachothersperformance.Asaresultsupervisoryroles becomelessimportant.

Cross-Functional Teams oTheseareteamsmadeupofemployeesfromaboutthe samehierarchicallevel,butfromdifferentworkareas, whocometogethertoaccomplishatask. Manyorganizationshaveusedhorizontal,boundaryspanninggroupsforyears.IBMcreatedalargetaskforce inthe1960smadeupofemployeesfromacross departmentsinthecompanytodevelopthehighly successfulSystem360. Ataskforceisreallynothingotherthanatemporary cross-functionalteam.

Virtual Teams

oTheprevioustypesofteamsdotheirworkfacetoface. Virtualteamsusecomputertechnologytotietogether physicallydispersedmembersinordertoachievea commongoal. Theyallowpeopletocollaborateonline. Virtualteamscandoallthethingsthatotherteamsdo. Theycanincludemembersfromthesameorganizationor linkanorganizationsmemberswithemployeesfrom otherorganizations. Theycanconveneforafewdaystosolveaproblem,afew monthstocompleteaproject,orexistpermanently.

Quality Circle Team: employeeswhomeet

periodicallytodiscusswaysofimproving workquality.-agroupofworkersfromthesame functionalareawhomeetregularlyto uncoverandsolvework-relatedproblemsandseek workimprovementopportunities

Why Teams Are Good for Organizations

Moreresourcesforproblemsolving

oImprovedcreativityandinnovation oImprovedqualityofdecisionmaking oGreatercommitmentstotasks oIncreasedmotivationofmembers oBettercontrolandworkdiscipline oMoreindividualneedsatisfaction

Factors Affecting Teams

WorkDesign

oTeamComposition oContext oProcess

Work Design:

Autonomy Task Feedback Workdesignplayimportantroleintheperformance ofateam.Kindofautonomy,taskitselfandthe feedbacksysteminorganizationrelatedtothework designareessentialingredientofworkdesign.

 Team Composition

Ability Personality Roles Size Flexibility

Selectionofrightteammembersisthestartingpointforthesuccess ofanyteam.Typeofteammemberpersonalitiesmatchingwiththe typeoftasktheyaregoingtoperform,clearroleidentification,size ofteamandroleandflexibilitywithintheworkingrelationshipof theteammembersaretheessential componentsofteamcompositionthatplayimportantroleinthe effectivenessofateam.Similarlyotherfactorlikecontextand processaffectstheperformanceateam.

Context

Resources Leadership Performanceevaluationandrewards

Process

Commonpurpose Specificgoals Teamworth Conflictmanagement Avoidsocialloafing

Building the Team

Getthemtogether

oKeeptheminformedvacuumstendtofillwith negativity oKeeptheminvolvedtheworkinggroupsmakeit theirprojecttoo oEnsureeveryoneseesthemselves,understandstheir roleinthenewworld oDontfocusondifferences,focusonsimilarities oAddvaluetoindividualsandyoumultiplyteam effectiveness. oImpartSpirituallifeonadailybasis. oValueaddedtocohesionstimulatessynergism. oRemoveIneffectiveMembers

DefinePurpose DefineTimeLine

oHaveregularreviewagainstgoals oBeginwithsmallerassignmentsandtestathigher levels oAWeakLinkcandestroyyourteam. oStrongermembersidentifythelink. oStrongermembershavetohelp. oStrongermembersbegintoresent. oStrongermembersbecomelesseffective. oStrongermembersbegintoquestiontheleaders ability. oFactsyoumustaccept. oNoteveryonewilltakethejourney.

Noteveryonecantakethejourney.

oWillnotworkonpersonalweaknesses. oWillnotworkwiththerestoftheteam. oCannotfulfilltheexpectationsoftheirarea. oAsaLeaderyouareacatalystwithintheteamto moveit oIncreasethevalueofeverymember. oIncreaseindividualcommitmenttosharedvalues. oRemindthemoftheBigPicture. oUpliftotherteammembers

A TEAM-BASED ORGANIZATION
Team Based Organization

Implementingateam-basedapproachto organizationalstructurecanempoweremployeesand increasecooperationamongdifferentskillsand disciplines.Basedonthebeliefthatorganizational goalswillbeachievednotbyindividualsworking togetherseparately,butbygroupsofpeoplewho shareresponsibilityforoutcomesandwhowork efficientlyandeffectivelyinteam

based Organizations Traditional Team-based

IndividualcommandstructuresCollectivestructures

ManagercontrolsTeammonitors VerticalhierarchyHorizontalintegration StabilityanduniformityChangeandflexibility OnebestwaytoorganizeOrganization-specific ManagersmanageSelf-managingteams

Roles of a Leader in the Team-Based Organization

Definingtheteamsmission

oBuildingtrustandinspiringteamwork oCoachingteammembersandgroupmembers towardhigherlevelsofperformance oServingasamodelofteamwork,includingpower sharing oFacilitatingandsupportingteamsdecisions oExpandingtheteamscapabilities oCreatingateamidentity oEmphasizingprideinbeingoutstanding

Anticipatingandinfluencingchange

oInspiringtheteamtowardhigherlevelsof performance oEnablingandempoweringgroupmembersto accomplishtheirwork oSelectingteam-orientedmembers oUsingtechnologythatfacilitatesteamwork