1. Smita Tripathi ORGANISATIONAL STRUCTURES

2. By the end of this session you will be able to:  Explain the meaning and importance of groups and teams  Understand what makes a group or team effective?  Draw the implications for leading successful teams

3.  Think of a successful group and team. Can we differentiate between them?  Are teams more project or task focused?  Are groups more naturally formed instead of formally selected?  Are groups larger than teams?  Is this an artificial divide? Is there any point in distinguishing between groups and teams?

4.  Indispensible to organisations  Man by nature is social and work is a group based activity  Group – essential is a sense of belonging and frequent interaction.  Groups can be formal or less formal.

5.  A fashionable term – increasing usage!  Normally constituted to accomplish specific tasks or projects  Size small – ideally between 4-6  Selection- specific method based on qualifications, skills.

6.  Common understanding (due to selection process and purpose)  Team members play roles; roles need coordination and interaction to accomplish goals  Leadership – may be shared between members

7.  Specific tasks require combined efforts of people working together e.g. Surgery  Need for socialising and foster support and collaboration  Identity through a sense of belonging  Protection and mutual support

8. Belbin (1993) 9 Team Roles evolved from empirical research Team role is a pattern of behaviour in terms of characteristic interaction Belbin, R.M (1993) Team Roles at Work, Butterworth-Heinemann 1.Plant 2.Resource investigator 3.Co-ordinator 4.Shaper 5.Monitor-evaluator 6.Team worker 7.Implementer 8.Completer 9.specialist

9.  Clarity– goals and objectives, roles, use of resources  Direction and focus  Systems and processes to support  Decision making timely and collaborative  Communication open and two way

10.  Opportunities for learning  Positive environment for working with challenging tasks  Balance between teams and individuals – developing both!

11.  Can team performance be enhanced?  Groupthink often emerges over time – results in deterioration in efficiency  Techniques can be used to aid creativity, problem solving, insight ◦ Brainstorming ◦ Delphi technique ◦ Quality Circles ◦ Johari window

12. Belbin, R.M (1993) Team Roles at Work, Butterworth-Heinemann Belbin, R.M (1981) Management Teams : Why they succeed or fail, Butterworth- Heinemann Full module reading list: http://resources.jorum.ac.uk:80/xmlui/handle/123456789/15118 References

13. This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme.Learning from WOeRk This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/).http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ The resource, where specified below, contains other 3 rd party materials under their own licenses. The licenses and attributions are outlined below: 1.The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. 2.The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. Author Smita Tripathi InstituteUniversity of Plymouth Title People, Groups and Teams Description Date Created 01/06/2011 Educational Level 4 Keywords UKOER,LFWOER,UOPCPDLM,Leadership,Management, Continuous Professional Development,CPD,Work-based Learning, WBL Back page originally developed by the OER phase 1 C-Change project ©University of Plymouth, 2010, some rights reserved