Group Team Behavior- Organisational behaviour characteristics

Team behaviour Analysis

1. Foundations of Group Behavior

2. Definition A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

3. Classifying Groups Formal Command Groups Task Groups Interest Groups Friendship Groups Informal

4. Formal Groups A designated work group defined by the organization's structure Formal group are formed by the organization through 1. Officials 2. Authority and responsibility 3. Position 4. Delegated by management 5 Rules

5. Informal Group A group that is neither formally structured nor organizationally determined appears in response to the need for social contact. Benefits of informal organization group Encourage cooperation Improves communication Fills in gaps in a managers abilities

6. COMMAND GROUP Manager and his or her immediate subordinates .They are relatively permanent and characterized by functional reporting relationship TASK GROUP Those working together to complete a job task .Which is created to perform a specific task and is relatively temporary. INTEREST GROUP Those working together to attain a specific objective with each is concerned or common activity FRIENDSHIP GROUP

7. PEOPLE JOIN GROUPS Security Status Self Esteem Affiliation Power Goal achievement

8. Stages of Group Development ‹#› Prestage I Stage I Forming Stage II Storming Stage III Norming Stage IV Performing Stage V Adjourning

9. STAGES OF GROUP DEVELOPMENT . FORMING STAGE : The first stage in group development characterized by much uncertainty about the groups purpose, structure and leadership. Members are understanding what type of behaviour are acceptable. This stage is complete when members have begun to think of themselves as part of a group .

10. STORMING The second stage in group development ,characterized by intragroup conflict. Further more ,there is conflict over who will control the group. NORMING : The third stage in group development , characterized by close relationship and cohesiveness. There is now a strong sense of group identity .

11. PERFORMING : The fourth stage in group development when the group is fully functional. Group energy has moved from getting to know and understand each other to performing the task at hand . ADJOURNING : The final stage in group development for temporary groups, characterized by concern with wrapping up activates rather than task performance

12. Group Behavior Model ‹#› External Conditions Performance and Satisfaction Group Task Group Structure Group Member Resources Group Processes

13. ‹#› Identity certain attitudes and actual behaviors consistent with a role Group Roles Expectations others belief how you should act in a given situation Conflict divergent role expectations Perception one’s view of how one is supposed to act in a given situation Group Structure

14. ‹#› Performance Group Norms Appearance Resources Social Arrangement

15. Conformity to Group Norms ‹#› X A B C vvv Studies by Solomon Asch vvv

16. Status in the Group ‹#› Interaction Equity Norms

17. Size of the Group ‹#› Small groups Large groups Social loafing Individual effort

18. ‹#› High Productivity Moderate Productivity Moderate to Low Productivity Low Productivity Cohesiveness Performance Norms High Low Cohesiveness-Productivity Relationship High Low

19. ‹#› PROCESS OF COHESIVENESS ( ASSOCIATION ) Make the group smaller Stimulate competition Increase the time members spend together Encourage agreement with group goals Physically isolate the group

20. ‹#› Group Decision Making Advantages More Diversity of Views Increased information Higher-quality decisions Improved Commitment Disadvantages Dominant Individuals Unclear Responsibility Time and money costs Conformity pressures

21. ‹#› Group Effectiveness and Efficiency Accuracy Creativity Acceptance Speed

22. Group Decision Making ‹#› Groupthink Groupshift

23. ‹#› Electronic Nominal Brainstorming Interacting Techniques for Group Decision Making

24. ‹#› The Resources of Group Members Knowledge, Skills, and Abilities Personality Characteristics

25. ‹#› The Composition of the Group Diversity Cohorts Demography

26. Work Teams

27. Share information Neutral (may be negative) Individual Random and varied Goal Synergy Accountability Skills Collective performance Positive Individual and mutual Complementary Work Groups Work Teams Comparing Work Groups and Work Teams

28. Stages of Team Development Forming Storming Norming Performing Adjourning Group Maturity Mature (efficient, effective) Immature (inefficient, ineffective) Failure Failure Failure

29. Cross- Functional Self- Managed Problem- Solving Virtual Types of Teams

30. The Team Effectiveness Model Process Work Design Composition Context

31. Work Design Autonomy Skill variety Task identity Task significance

32. Size Personality Preference for Teams Ability Roles and Diversity Flexibility Composition

33. Context Reward systems Adequate resources Performance evaluation Leadership and structure

34. Team Processes Common plan and purpose Specific goals Team efficacy Mental models Conflict levels

35. Key Roles on Teams Adviser Promoter Producer Linker Creator Assessor Organizer Controller Maintainer

36. Team Controller Examines details and enforces rules Producer Provides direction And follow thru Organizer Provides structure Assessor O ffers insightful Analysis of options Promoter Champions ideas After they’re initiated Creator Initiates Creative ideas Linker Adviser Maintainer Co-ordinates and Integrates Encourages the search For more information Fights external battles

37. Turning Individuals Into Team Players Selection Rewards Training

38. Good Communication Unified Commitment Clear Goals Effective Teams Internal Support Relevant Skills Mutual Trust Negotiating Skills Effective Leadership External Support

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