MODULE 7: GROUP BEHAVIOUR AND TEAM BUILDING Quadrant 2 Animations: 1. Bridge's Story - A Teamwork Aniboom Animation http://www.youtube.com/watch?v=Nci9e1lHtwY 2. Effective Team Work & Collaboration http://www.youtube.com/watch?v=NsndhCQ5hRY 3. The meaning of TEAM. Together Everyone Achieves More ! http://www.youtube.com/watch?v=o9mdHMtxOjY 4. Ants Teamwork animation http://www.youtube.com/watch?v=PrhrBwQtYQU 5. The POWER of a TEAM - Together Everyone Achieves More http://www.youtube.com/watch?v=xevQ2yTyK9Y 6. Foundations of Group Behavior http://www.youtube.com/watch?v=4COK6qUbe5Q Visuals: 1. Science Of Persuasion https://www.youtube.com/watch?v=cFdCzN7RYb w 2. Five stages of group development http://www.youtube.com/watch?v=AKf51o8YxOs Illustrations: 1. Five Dysfunctions of a Team http://www.youtube.com/watch?v=UtB6D9tIjl8 2. The Five Stages of Group Development http://www.youtube.com/watch?v=T_gptRmpFyk 3. Challenging behaviours in small group teaching http://www.youtube.com/watch?v=PR8Wk1DTvX g 4. Free Team Building Exercises in Management & Leadership Books http://www.youtube.com/watch?v=v4GUZspslY0 Page 1 of 22
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MODULE 7: GROUP BEHAVIOUR AND TEAM BUILDING
Quadrant 2
Animations:
1. Bridge's Story - A Teamwork Aniboom Animation
http://www.youtube.com/watch?v=Nci9e1lHtwY
2. Effective Team Work & Collaboration
http://www.youtube.com/watch?v=NsndhCQ5hRY
3. The meaning of TEAM. Together Everyone Achieves More !
http://www.youtube.com/watch?v=o9mdHMtxOjY
4. Ants Teamwork animation http://www.youtube.com/watch?v=PrhrBwQtYQU
5. The POWER of a TEAM - Together Everyone Achieves More
http://www.youtube.com/watch?v=xevQ2yTyK9Y
6. Foundations of Group Behavior
http://www.youtube.com/watch?v=4COK6qUbe5Q
Visuals:
1. Science Of Persuasion https://www.youtube.com/watch?v=cFdCzN7RYbw
2. Five stages of group development
http://www.youtube.com/watch?v=AKf51o8YxOs
Illustrations:
1. Five Dysfunctions of a Team http://www.youtube.com/watch?v=UtB6D9tIjl8
2. The Five Stages of Group Development
http://www.youtube.com/watch?v=T_gptRmpFyk
3. Challenging behaviours in small group teaching
http://www.youtube.com/watch?v=PR8Wk1DTvXg
4. Free Team Building Exercises in Management & Leadership Books
Answers to Questions: Answers are only brief and indicative. Expand on them as appropriate.
1. When two or more individuals, interacting and interdependent, have come together to achieve particular objectives, then we call it as a group.
2. Group behaviour emanates from the causes that contribute to the group’s thinking and effectiveness. When the group is well structured, has well defined role and status hierarchy, has able leadership, has well developed norms and strong cohesiveness, it is more likely to have greater groupthink. Groupthink is defined as “the deterioration of mental efficiency, reality testing, and moral judgement in the interest of group solidarity.” As groups function and interact with other groups, they develop their own unique set of characteristics including structure, cohesiveness, roles, norms and processes. As a result, groups may cooperate or compete with other groups, and intergroup competition can lead to conflict.
3. Individuals want to form (or want to be in) groups for the following reasons:
° To reduce insecurity experienced when alone
° To enhance the status by identifying with an important group
° It provides a feeling of self-worthiness in individuals
° Often groups help to acquire and exercise power which otherwise is not possible
° When the task needs more than one person to achieve the goals
4. Stages in the development of group are: a) Forming: characterized by a considerable amount of uncertainty about the
group’s purpose, structure, and leadership. Members are testing the waters to determine what types of behavior are acceptable.
b) Storming: characterized by conflicts within the group. Members accept the existence of the group, but show resistance to the constraints the group imposes on their individuality. Conflict also prevails over who will control the group.
c) Norming: Characterized by close relationships and cohesiveness. A strong sense of group identity and fellow men-ship prevails. This stage is complete when the group structure crystallizes and the group has accepted a common set of group norms.
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d) Performing: Group becomes fully functional. Group energy shifts from gaining mutual understanding to performing the tasks at hand.
e) Adjourning: Wrap-up of activities in ad hoc groups. High task performance is no longer the group’s top priority. Instead, focus is directed toward wrapping up activities and disbanding the group.
5. As groups are a part of the bigger organization, external conditions such as organizational strategy, infrastructure, and culture are imposed on the group. Group members bring with them the resources such as abilities, knowledge, skills, characteristics and attitude, that they wish to, and the performance of the group is influenced by them. Group structure gets defined by the identification of roles and their functions such as task oriented roles, maintenance roles, and individual roles.
When there is a contradiction between one’s perception of his role and the role expectation by other members, role conflict arises. The group is assigned a task such that group members will have sufficient autonomy about how to go about their work. Cohesiveness gets built into the group. The task will have a visible outcome which will have significant consequences for others.
6. Team is a specific form of a group made up of individuals who work together in a coordinated effort.
7. Characteristics of team:
° Members share a common identity
° They have common goals and objectives
° Share a common leadership
° Share success and failures
° They cooperate and collaborate
° They have membership roles
° They make effective decisions
External conditions
imposed on the group
Group member
resources
Group structure
Group process
Group task
Performance and
satisfaction
Group behaviour model
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8. Benefits to the organization:
° Productivity and quality of production increases
° Industrial relations improve
° Employee morale gets a boost
° Overhead costs reduce. Benefits to the individuals:
° Work becomes less stressful
° Responsibility is shared
° Greater feelings of self-worth
° Rewards and recognitions are shared
9. Members of the team settle into individual roles by mutual consent and common agreement. Such roles include both task and processes aspects of the team’s interaction. The roles they assume may be for giving information, seeking information, initiating, standard setting, clarifying, summarizing and consensus testing among others.
10. The process through which the group/teams make decisions typically involves the following steps: a) Clarify the purpose of the decision b) Establish criteria c) Separate the criteria d) Generate options e) Compare options f) Identify the risk in each option g) Make decision by choosing the best option
11. Group decisions are made based on :
° Authority
° Minority
° Majority
° Consensus
° Unanimity
12. Strengths of group decision making: Groups can pool more complete information, knowledge and other inputs to the decision making process. They consider diverse views and hence are more likely to have better approaches to solve problems. Group’s performance is often better than that of the best individual in it. Not only that the quality of a
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group’s decision is high, but its acceptability is also high. Weaknesses of the group decision making:
Decisions made tend to be time consuming in case of groups rather that an individual. The group exerts conformity pressures on members. The desire to be accepted and seen as important can result in an individual suppressing his disagreement. Some members may dominate and highjack the decision making process, which may result in ineffective decisions. Responsibility and accountability for decision and its outcome are difficult to fix on an individual in a group decision making.
13. A conflict is an emotional disturbance resulting from a clash of opposing points of view or from an inability to manage those points f view with realistic and moral considerations.
14. Role identity: This is a set of attitudes and behaviors identified as consistent with a role. Role perception: One’s view of how he/she is supposed to think or behave in a given situation is his/her role perception. Role expectation: This is the set of attitudes and behaviors what others expect you have in a given situation.
15. Formal groups are the groups that are legitimately identified by the organization’s constitution. They are defined by the organization’s structure, with clear designation of work responsibility and authority. In these groups, the expected behaviors of its members are prescribed by the organization and are directed towards the organizational goals. Informal groups are alliances that are neither formally structured nor organizationally determined. These groups get formed naturally in the work environment in response to the members’ need for social contact and affiliation.
16. Cohesive groups are characterized, among others, by:
° clear purpose
° enthusiastic participation
° civilized disagreement
° open communications
° purposeful listening
° informal climate
° consensus decision
° clear role and work assignment
° consistency between role perceptions and expectations
° shared leadership
° style diversity and
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° self-assessment of members.
17. A group meeting is an act or process to gather for a common purpose. The purpose of meeting may be to:
° share information,
° receive information,
° generate new ideas,
° solve problems,
° evolve consensus,
° mobilize support from others for one’s ideas,
° make recommendations and
° motivate employees, etc.,
18. The three views of conflict are as follows: a) Traditional view: All conflicts are dysfunctional and are to be avoided. b) Human relations view: Conflicts are inevitable c) Interactionist view: There should constructive conflicts
19. Groups norms are the standards of behavior that are accepted and shared by its members. They determine what members are supposed/not supposed to do under given circumstances. They identify the roles of every member. Norms vary among groups, communities, and societies, but they all have them.
20. Conflict management techniques include: a) problem solving, b) setting super-ordinate goals, c) expansion of resources, d) conflict avoidance, e) smoothing differences, f) compromising, g) using authoritative command, and h) altering human and structural variables in the group.
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Answers to Quizzes:
A. Choose the correct answer
1. b 9. a 17. a
2. a 10. d 18. c
3. a 11. a 19. a
4. d 12. b 20. b
5. b 13. b
6. a 14. a
7. c 15. d
8. a 16. c
B. State Whether True or False
1. False 9. True
2. True 10. True
3. False
4. True
5. True
6. False
7. True
8. False
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C. Fill in the Blanks
1. cohesiveness 9. relationship
2. ostracism 10. Avoidance
3. norms
4. Orientation
5. virtual
6. Dysfunctional
7. Functional
8. Process
D. Cross Word:
T F Left to Right
V I R T U A L U 1. Geographically dispersed team members connected electronically form ……….. team
A N 2. The set of behaviors identified as consistent with a role is role ………
D P E C 3. An emotional disturbance resulting from a clash of opposing points in a team is called ………….
I D E N T I T Y 4. …….. achievement becomes paramount in performing stage (Reverse)
T R A I
I C L A O G
O E U N Top to Bottom
N P M A 1. All conflicts are to be avoided as they are harmful is the ……. view
A T R L 2. …………… conflicts are to encouraged
L I O 3. A member’s understanding of his role in a team is role ……….
C O N F L I C T 4. During Norming stage the group ……… norms to be followed (Reverse)