Groups and Teams

Types of Teams and Groups• Largely social-sports and leisure clubsLargely social-sports and leisure clubs• Work or task oriented – workplace groups, Work or task oriented – workplace groups,

committees, task and project groups, other committees, task and project groups, other ad hoc but organized gatheringad hoc but organized gathering

• Based on norms and expectations of society Based on norms and expectations of society – above all the family (nuclear and extended)– above all the family (nuclear and extended)

• Based on the beliefs and values of the Based on the beliefs and values of the members – churches and religious groupsmembers – churches and religious groups

• Based on the expertise of members – Based on the expertise of members – professional bodies, legalized associationsprofessional bodies, legalized associations

• Mutual interest: trade unions; also hobbies Mutual interest: trade unions; also hobbies and interestsand interests

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Purpose of Organizational Groups• Distribution of work, by department, division, function,

location, skill, aptitude, expertise, quality etc• Controlling work, through the placing of managers and

supervisors at the head of the teams and groups of people constituted for the purpose of conducting work

• Project work and problem solving, often constituted on ad hoc basis and for the life and duration, of the specific matter in hand (though there are certain circumstances were this leads to future activities

• Creative activities, brainstorming, information, pooling and gathering, the generation of bursts of energy and enlightenment in response to given issues

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Purpose of Organizational Groups• To conduct inquiries into past activities, both successful and

unsuccessful

• To investigate and resolve conflicts, grievances, disputes and arguments between individuals and groups

• Clusters: of persons of same profession or occupation from different departments-for the purposes of gathering general information and knowledge for understanding of total organizational and professional picture

• To take responsibility for the direction and management of a particular organization's activities and services

• To coordinate and harmonize sets of activities often from different sources, functions, divisions, departments, expertise

• To implement initiatives, directions, policies, strategies, and decisions

• For other specific organizational matters, especially health, safety, staff relations and consultation

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Theories of Group Formation• Propinquity Theory: Individual affiliate with one another

because of spatial or geographical proximity• IAS Theory: (Homan’s )

Interaction Activities Sentiments• Balance Theory (Theodore Newcomb): Groups formed

on the basis of common relevant objects such as religion, politics, life styles, marriage, work, authority etc

• Exchange Theory: (Thibaut J W/ Kelley H H): Rewards > Cost = Minimum level of outcome must exist for attraction and affiliationRewards from interaction gratify needs whileCosts incur anxiety, frustration, embarrassment, or fatigue

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Formation of Groups (Tuckman and Jensen)

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Why do individual join groups?

• Security• Status• Self-esteem• Affiliation• Power• Goal Achievement04/08/23 09:12 Dr Ashutosh N Misal 6

Benefits of Groups• Improved performance in

terms of quality, productivity, speed, flexibility and customer service

• Better decision making• Reduced cost• Easier adaptation to change• Fewer and simpler job

classification• Increased commitment• Improvement in innovative

ideas

• Increased interaction interpersonal relationship and communication

• Improved motivation and performance

• Improved learning• Opportunities to perform

best of their abilities• Reduced duplication of

efforts• Increased cooperation• Decreased destructive

conflict

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Issues facing work groups• Atmosphere and relationship – nature of relationship; closeness,

friendliness, formality and informality

• Participation: the nature and extent to which participation is to be allowed

• Understanding and acceptance of aims and objectives, and the commitment required for this

• Availability, access and use of information

• Means for handling disagreements and conflict

• Means and methods of decision making

• Evaluation and appraisal of member performance

• Evaluation and appraisal of group performance

• Expression of feelings; how this should be done

• Leadership; relating both to the total group and the individual tasks for which it has been constituted

• Maintenance activities; including the development of group members and the bringing in of new and fresh talents and expertise as and when required

• Achievement and success

• Coping with failure

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Group Dynamics• is concerned with interaction and forces

between group members in a social situation

• Understanding the internal nature of the group, why the group is formed, how they form, the structure of the group, how they function, and its effect on other group members, other groups and the organization

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Concepts relevant to Group Dynamics• Norms: Norms are set of beliefs, feelings,

and attitudes commonly shared by members/ rules of standard behaviour that apply to members– Performance Norms: Standard of performance– Appearance Norms: Dress Code– Behaviour Norms: General Behaviour Development of Norms: over a long period

of time – when going gets tough; tough gets going

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Concepts relevant to Group Dynamics• Status: Official position as well as the

importance and deference given to an individual which depends on personal attributes, charismatic disposition, demographic characteristics, educational level, experience, service, expertise, record etc

• Cohesion: Degree of closeness and bond individual has with other members and group on which the strength depends – used in achieving the targets

• Conformity: Sticking to the group’s decision and

norms irrespective of individual opinion…non-conformists may also be the members of the group but then they are subsequently isolated from the group

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Concepts relevant to Group Dynamics• Group Think: a phenomenon in which norms for

consensus overrides the realistic appraisal of alternative course of action

• Group Cohesiveness:

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Togetherness

Past Experience

Degree of Participation

Attitude and Value

Group Size

Entry Norms

Threats and Challenges

COHESION

Group Factors and Characteristics that affect cohesion, behaviour and effectiveness of Groups Group Size: Cohesiveness depends upon the close

interaction of members – 8 to 10 is ideal number for cohesiveness of group

Size and Scale of the task Nature of the task: Physical, laborious, complex,

expert etc Individual Roles: Expertise, contribution, involvement

leading to harmony and integration Individual ambitions and aspirations: Career paths,

goals, pay and rewards, aspirations, esteem Group Culture: the way in which group members

think, believe, feel and act04/08/23 09:12 Dr Ashutosh N Misal 13

Group Factors and Characteristics that affect cohesion, behaviour and effectiveness of Groups

Group/ Entry Norms: Standards of behaviour and integrity. There are organizations whose membership is difficult to obtain. More difficult the entry; more cohesive group would be

Motivation of members: Perceptions, expectations Group Identity and Spirit: Common interest in task

achievement, confidence in, dependence on other members. Pride, attitude, esteem, behaviour of members

Leadership: Togetherness: natural tendency to remain together –

sharing of happiness, hardships bonds the members together

Degree of participation in group activities: in sports, cultural events and wining

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• Attitudes and Values: “Birds of same feather flock together” – conflict situations are avoided and smooth sailing is achieved

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High Cohesiveness Low

High High Productivity Moderate Productivity

Performance

Low

Low Productivity Moderate to Low Productivity

Low Productivity High

To achieve Cohesiveness following suggestions are made:

• Small Groups have better cohesion• Encourage unilateral acceptance of group goals• Time spent by members fro group activities should

be increased• Increase status of group and group members • Create an environment of perceived difficulty in

attaining group membership• Competition with other groups• Introduce reward system• Physical Isolation of group increases cohesiveness

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Consequences of Group Cohesiveness

• Job Satisfaction

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Group Influence

More Success

Effective Communication

Productivity

Participation

COHESIVENESS

Determinants of Group Effectiveness• Group itself• Work and tasks• Procedures and processes• Leadership, direction and management style• Synergy principle• Morale and satisfaction• Group ideology• Power and influence• Factors outside the group’s control

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Teams – Defined

• Groups of two or more people who interact and influence each other, are mutually accountable for achieving common objectives, and perceive themselves as a social entity within an organization

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•T - Task•E - Experts•A - Achievement•M - Mission

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• Importance of Team work– People with mixed skills– Performance– Reason for Joining

• Functions of Team– Planning and Control– Setting Goals– Scheduling– Budgeting– Inspect quality

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Characteristics of Effective Team Members

• Share same objective• Care about task• Ability to listen• Ability to resolve conflict• Ability to play different roles

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Benefits of Teams

• Productivity• Quality• Improved customer service• Reduced scrap

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Difference between Work Groups and Work Teams

Work Group• Has strong, clearly

focused leader• Has individual

accountability• Purpose is the same as

that of an organization’s• Has individual work

products• Runs efficient meetings• Measures effectiveness

indirectly• Discusses, decides ad

delegates

Work Team• Has shared leadership• Has individual and mutual

accountability• Has specific purpose• Has collective work products• Encourages open ended,

active problem solving meetings

• Measures performance directly by assessing collective work products

• Discusses, decides and does real work

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