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NOVA INTERNATIONAL COLLEGE

Presentation Of
INNOVATION & CHANGE MANAGEMENT

By

Gopal Niraula

Group
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Two or more people who interact with each other to accomplish certain goals or meet certain needs.
A group
Who

is a collection of individual

have significantly interdependent relations with each

other Whose group identity is recognised by non-members Who have differentiated roles in the group.

Team
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A group of people working together to achieve common objectives or goals.

All

teams are groups but not all groups are teams. Value of teams is increasing because of their roles in employee motivation, productivity, employee satisfaction, improving communication, expanding job skills, etc.

Fig. Groups and Teams Contribution to Organisational Effectiveness

Competitive Advantage with Groups & Teams

Performance

Enhancement: Make use of synergy correct others errors, bring new ideas

Workers in a group have the opportunity to produce more or better output than separate workers.
Members

to bear. Managers should build groups with members of complimentary skills. Responsive to Customers: Difficult to achieve given many constraints.
Safety issues, regulations, costs. Cross-functional teams provide the wide variety of skills needed.

Teams

consist of members of different departments.

Competitive Advantage with Groups & Teams

Innovation:

individuals rarely possess the wide variety of skills needed.

Team members also uncover flaws and develop new ideas. Managers should empower the team for the full innovation process.

Motivation:

members of groups, and particularly teams, are often better motivated and satisfied than individuals.
It is fun to work next to other motivated people. Team members see their contribution to the team.

Teams

also provide social interaction.

Types of Group & Team

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Groups & Teams

Formal Groups created by managers

CrossFunctional Teams Top Mgmt. Teams SelfManaged Teams

Informal Groups created by workers

Friendship Groups

Interest Groups

CrossCultural Teams

R&D Teams

Command Groups

Task Forces

Types of Group & Team

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Type of Team
Top-management team Research and development team Command groups A group composed of the CEO, the president, and the heads of the most important departments A team whose members have the expertise and experience needed to develop new products A group composed of subordinates who report to the same supervisor, also called a department or unit, A committee of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem; also called an ad hoc committee

Task forces

Types of Group & Team

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Type of Team
Self-managed work team Cross-functional teams Cross-cultural teams A group of employees who supervise their own activities and monitor the quality of the goods and services they provide. composed of members from different departments composed of members from different cultures or countries An informal group composed of employees who enjoy each others company and socialize with each other. An informal group composed of employees seeking to achieve a common goal related to their membership in an organization.

Friendship group

Interest group

Self-managed Work Team

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Keys to effective self managed teams:

Give the team enough responsibility and autonomy to be self-managing. The teams task should be complex enough to include many different steps. Select members carefully for their diversity, skills, and enthusiasm. Managers should guide and coach, not supervise. Determine training needs and be sure it is provided.

The team is free to decide:

Which

working methods will be used Who shall belong to the group Who shall perform which duties

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Dynamics affect how a group or team functions.

Group Size
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Group size affects how a group performs.

Advantage of small groups

Interact

more with each other and easier to coordinate their efforts More motivated, satisfied, and committed Easier to share information Better able to see the importance of their personal contributions

Group Size
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Advantages of large groups

More

resources at their disposal to achieve group goals Enables managers to obtain division of labor advantage

Disadvantages of large groups

Problem

of communication and coordination Lower level of motivation Members might not think their efforts are really needed

Group Task
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Group tasks impact how a group interacts. Task interdependence shows how the work of one

member impacts another; as interdependence rises, members must work more closely together.

Task interdependence Types: Pooled Task Interdependence: each member of a group makes separate and independent contributions to group performance. Sequential Task Interdependence: requires specific behaviors to be performed by group members in a predetermined order. Reciprocal Task Interdependence: the activities of all work group members are fully dependent on one another so that each members performance influences the performance of every other member of the group.

Task Interdependence
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Group Roles
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Role:

set of behaviors a group member is expected to perform because of their position in the group.
In cross-functional teams, members perform roles in their specialty. Managers need to clearly describe expected roles to group members when they are assigned to the group.

Role-making occurs as workers take on more roles as group members.

Self-managed teams may assign the roles to members themselves.

Group Leadership
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Effective leadership is a key ingredient in high performing groups, teams, and organizations. Formal groups created by an organization have a leader appointed by the organization. Groups that evolve independently in an organization have an informal leader recognized by the group.

Group Cohesiveness
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Group Cohesion - interpersonal attraction binding group members together Enables groups to exercise effective control over the members Groups with high cohesiveness
demonstrate

lower tension & anxiety demonstrate less variation in productivity demonstrate better member satisfaction, commitment, & communication

Group Cohesiveness
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Level of Participation: as cohesiveness rises, so will participation.

Participation helps get members actively involved, but too much can waste time.

Level of Conformity: as conformity rises, so does cohesiveness.

With too much conformity, performance can suffer.

Level of Group Goal Accomplishment: as cohesiveness rises, the emphasis on group accomplishment will rise.

High levels of cohesiveness can cause the group to focus more on itself than the firm.

Factors Leading to Group Cohesiveness

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Group Cohesiveness

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