Group & Team Behaviour

By : Name Pulkit Gupta Enrollment No. - 1011001112

What is a Group?
Two or more people interacting and interdependent,

who have come together to achieve particular objectives. Why do people join groups? Affiliation Security Status Self-esteem Power Goal achievement

What is a team?
Team is a number of persons associated in some joint

action Teams are groups of people who work actively together to achieve a purpose for which they are all accountable Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks.

Comparison between Groups and Teams

Work Groups Work Teams

Goal- to share

information Synergyneutral/negative Accountabilityindividual Skills-random and varied Leadership- clearly focused leader

Goal- collective

performance Synergy-positive Accountabilityindividual and mutual Skills- complementary Leadership-shared leadership

Why organizations are preferring teams?

Structural change Increased interdependence among different

functions Emphasis on creative decisions Tasks are requiring multi skills, judgment and experience.

Types of Groups
Formal & Informal Groups

Command group
Task group Interest group Friendship group

Formal Groups
A group is formal when it is purposely designed to accomplish an organizational objective or task. It is created via a formal authority for some defined purpose.

Informal Groups
These emerge naturally in response to the common interests of organizational members. They are formed spontaneously without any formal designation. These result due to personal bonds and social interaction among people who work together at the same place and may have similarities as well as differences in their nature and their outlook.

Stages of Group Development

Five Stage Model - forming, storming, norming,

performing, adjourning
Punctuated Equilibrium Model First meeting sets the groups direction. First phase of group activity is one of inertia A transition takes place at the end of this first

phase. The transition initiates major changes. A second phase of inertia follows the transition. Groups last meeting is characterized by markedly accelerated activity

Stages of Group Development

Forming
A time for defining:

task responsibilities goals Structure group Leader?

10

Forming What we Feel

excitement Anticipation Pride attachment Suspicion

11

Storming

earned title task and the effects polar positions Separation charged and emotional conflict

12

Storming What we Feel

tension

Jealousy
Fluctuations Concern Questioning

13

Norming
accepting

Comfortable
manage conflict Competition responsibility

14

Norming What we Feel

Comfort

Relief
optimism spirit

15

Performing
solving problems

directing behavior
productivity Goals interdependence

16

Performing What we Feel

Satisfaction

Reflection
Tolerance

17

Adjourning
Temporary groups

Wrapping things up

18

Adjourning What we Feel

Upbeat

Depressed

19

 Punctuated Equilibrium Model

(High)

Performance

Phase 2

Completion

First Meeting
Transition Phase 1

(Low) A (A+B)/2 Time B

GROUPS DYNAMICS
People Tasks Resource Goals Size Setting Information Technology
Inputs

Throughputs
Task performance Member satisfaction

Norms Conflict Cohesion Decisions Communication

Outputs

Factors influencing Group Behaviour

Roles- role identity, role perception, role

expectation, role conflict

Norms-performance norms, appearance norms,

social norms, allocation of resources norms Conformity of norms Deviant workplace behavior Status- socially defined position or rank status and norm status equity status and culture

 Size- task accomplishment, problem solving

Social loafing ( the tendency to put less efforts

when working collectively than when working individually)

Cohesiveness- the degree to which group members

are attracted to each other and are motivated to stay in the group
Results in More participation, More success,

More communication, More personal satisfaction, High Productivity

Roles in Groups
Task-oriented roles Roles performed by group members to ensure that the tasks of the group are accomplished Maintenance roles Roles performed by group members to maintain good relations within the group Individual roles Roles performed by group members that are not productive for keeping the group on task

Roles That Build Task Accomplishment

Initiating Seeking information and opinions Providing information and opinions Clarifying Elaborating Summarizing Stating the goal or problem, making proposals about how to work on it, setting time limits Asking group members for specific factual information related to the task or problem Sharing information or opinions related to the task or problems Helping one another understand ideas and suggestions that come up in the group Building on one anothers ideas and suggestions Reviewing the points covered by the group and the different ideas stated so that decisions can be based on full information Periodic testing about whether the group is nearing a decision or needs to continue discussion

Consensus Testing

Group Decision Making

Strengths More complete Weaknesses Time consuming Conformity pressures

information and knowledge More alternatives Increased diversity of views High quality decisions Increased acceptance of a solution

Dominated by one or a

few members Ambiguous responsibility Groupthink

 Group think- Norm for consensus overrides the

realistic appraisal of alternative courses of action.

Group shift- a change in the decision risk between

the groups decision and individual decision that members within the group would make. It can be either towards conservatism or greater risk.

Symptoms of Groupthink
The illusion of overconfidence and invulnerability.
Belief in the inherent morality of the group. Pressures for conformity. Self Censorship. Illusion of unanimity.

Techniques of Group Decision Making

Brainstorming This involves a group of

people, usually between 5 and 10, sitting around a table in a classroom setting generating ideas in the form of free association.
Delphi Technique This involves obtaining the

opinions of experts physically separated from each other and unknown to each other.

 Nominal Technique This involves highly

structured procedures employed for generating and analyzing various ideas and alternatives.
Fishbowling In this technique the decision

making group of experts is seated around a circle with a single chair in the centre of the circle. Exchanges are made between the centre and the group.

 Didactic Interaction The group to make the

decision is split into two sub groups , one favoring the go decision and the other favoring the no go decision. They meet and discuss their findings after which they change places to understand the opposite viewpoint and take a decision on mutual acceptance.

Types of Teams
Problem solving teams

Self-managed teams( Hewlett-Packard, GM,

Pepsi,Xerox etc) Cross functional teams( automobile companies like BMW, Honda, GE, Toyota, Ford) Virtual teams work across space, time, and organizational boundaries with links strengthened by webs of communication technologies. (NIIT, HP, Shell, Boeing, Ford)

Characteristics of an Effective Team

1. Clear Purpose 2. Informality 3. Participation 4. Listening 5. disagreement 6. Consensus decisions

7. communication 8. Clear rules 9. leadership 10. relations 11. diversity 12. Self-assessment

Factors responsible for creating an effective team( A team-effectiveness model)

Context- Adequate resources, leadership, climate

of trust, performance evaluation and rewards Composition- Ability, personality, roles, diversity (demography), size, member flexibility, preference for team work Process-common purpose, specific goals, team efficacy, conflict, social loafing, synergy Work Design- Autonomy, skill variety, task identity, task significance, feedback

Common Problems that Teams Experience

Floundering Overbearing and/or Dominating Members Reluctant Members Unquestioned Acceptance of Opinions Rush to Accomplishment Attribution Discounts and Plops Wanderlust Feuding Members

A Model of Team Effectiveness

Work design
Autonomy Skill variety Task identity Task significance Team effectiveness

Composition
Ability Personality Roles and diversity Size Flexibility Preference for teamwork

Process
Common purpose Specific goals Team efficacy Conflict Social loafing

Context
Adequate resources Leadership Performance evaluation and rewards

Skills
Teams need the following skills to perform

effectively:
Technical expertise Problem-solving and decision-making skills Interpersonal skills

Roles That Build and Maintain a Team

Harmonizing Compromising Gatekeeping Mediating conflict among other members, reconciling disagreements, relieving tensions Admitting error at times of group conflict Making sure all members have a chance to express their ideas and feelings and preventing members from being interrupted Helping a group member make his or her point. Establishing a climate of acceptance in the group

Encouraging

Roles of Team Leaders

Creating a real team

Setting a clear and meaningful direction

Making sure that the structure will support

working effectively Ensuring that the team has a supportive organizational environment Providing expert coaching

Creating Effective Teams Work Design

Effective teams need to work together and take

collective responsibility to complete significant tasks. They must be more than a team-in-nameonly.

Creating Effective Teams Process

Common Purpose

Specific Goals
Team Efficacy Managed Level of Conflict Accountability

Creating a Team Charter

names and contact information How will

communication team ground rules decisions potential conflicts conflicts resolved

Increasing Socio-emotional Cohesiveness

Keep the group relatively small. Strive for a favourable public image to increase

the status and prestige of belonging. Encourage interaction and cooperation. Emphasize members common characteristics and interests. Point out environmental threats (e.g., competitors achievements) to rally the group.

Increasing Instrumental Cohesiveness

Regularly update and clarify the groups

goal(s). Give every group member a vital piece of the action. Channel each group members special talents toward the common goal(s). Recognize and equitably reinforce every members contributions. Frequently remind group members they need each other to get the job done.

Relationship Between Group Cohesiveness, Performance Norms, and Productivity

High

Cohesiveness

Low

Performance Norms

High

High productivity

Moderate productivity

Low

Low productivity

Moderate to low productivity

Guidelines for Effective Decision Making

Be sure that the purpose of the group is well

defined and clearly understood. Be sure that the group members communicate freely with each other. Be sure that the group has access to all the necessary resources of information. Be sure that the group is not dominated by any member including the leader. Be sure that the size of the group is adequate.

Characteristics of Ineffective Teams

Not sharing

Overdependence
Failure conflict Not resolving Subgroups

What is Trust?
A trust exercise involves engaging team members in a way that will induce trust between them. They are sometimes difficult exercises to implement as there are varying degrees of trust between individuals and varying degrees of individual comfort trusting others in general.

Dimensions of Trust

Dimensions of Trust
Integrity
Honesty and truthfulness

Competence
Technical and interpersonal knowledge and skills

Consistency
Reliability, predictability, and good judgment in handling

situations

Loyalty
Willingness to protect and save face for a person

Openness
Willingness to share ideas and information freely

Building Trust
working for others

team player.
openness. fair. feelings. consistency confidence. competence.

Sports Teams as Models

Good Models
Successful teams integrate

Poor Models
All sport teams arent alike Work teams are more varied

cooperation and competition Successful teams score early wins Successful teams avoid losing streaks Practice makes perfect Successful teams use halftime breaks Winning teams have a stable membership Successful teams debrief after failures and successes

and complex A lot of employees cant relate to sports metaphors Workteam outcomes arent easily defined in terms of wins and losses

Contemporary Issues in Managing Teams

Turning individuals into team players ( selection,

orientation, training, opportunity) Diversity and team performance Reinvigorating mature teams Managing reward Issue of team leadership Managing conflicts

BUILD A HIGH

PERFORMANCE

TEAM
Communicate high standards

Set tone from first meeting

Create sense of urgency Choose members with needed skills Set clear rules; model desired behaviors Give positive feedback Reward high performance

5 4

Beware! Teams Arent Always the Answer

Questions to determine whether a team fits the

situation:
Can the work be done better by more than one

person? Does work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? Are members of the group interdependent?

Summary and Implications

What are teams and groups?

Groups are simply the sum of individual efforts. Teams

generate positive synergy through coordinated efforts. Does everyone use teams? Teams have become an essential part of the way business is being done, with a large majority of companies now using them. Do groups and teams go through stages while they work? Two different models were presented:
The five stage model: forming, storming, norming, performing, and

adjourning The punctuated-equilibrium model: describes the pattern of development of specific to temporary groups with deadlines

Summary and Implications

How do we create effective teams? For teams to be effective, careful

consideration must be given to resources, the teams composition, work design, and process variables How do virtual teams work? Virtual teams function much as face-to-face teams, but have more challenges. Virtual team members need to communicate more about themselves at the start of projects. Are teams always the answer? Ask
Can the work be done better by more than one person? Does the work create a common purpose or set of goals for the

people in the group that is more than the aggregate of individual goals? Are the members of the group interdependent?