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GROUPS and TEAMS Roger Dhesi Roger Dhesi Niels Bauer Niels Bauer Yan Huang Yan Huang Derek Sullivan Derek Sullivan Vick Mann Vick Mann.

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Presentation on theme: "GROUPS and TEAMS Roger Dhesi Roger Dhesi Niels Bauer Niels Bauer Yan Huang Yan Huang Derek Sullivan Derek Sullivan Vick Mann Vick Mann."— Presentation transcript:

1 GROUPS and TEAMS Roger Dhesi Roger Dhesi Niels Bauer Niels Bauer Yan Huang Yan Huang Derek Sullivan Derek Sullivan Vick Mann Vick Mann

2 Objectives Define and discuss group dynamics: Why are groups & teams important? Why are groups & teams important? Groups Groups –Types of groups –How do groups form –Why people join groups –Influence of Groups on Individuals Teams Teams –Groups vs. Teams –Turning Individuals into Team Players –Virtual Teams

3 Why Important?

4 Groups Group – two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Group – two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

5 Groups - Types Formal Groups Formal Groups –Command –Task Informal Groups Informal Groups –Interest –Friendship

6 Groups - Formation Stages of Group Development Stages of Group Development –Forming –Storming –Norming –Performing –Adjourning

7 Groups – Why Join? Why People Join Groups Why People Join Groups –Security –Status –Self-esteem –Affiliation –Power –Goal Achievement

8 Influence of Groups The presence of others strongly influences individual behavior. The presence of others strongly influences individual behavior. Conversely, the behavior of individuals is affected by being part of a group. Conversely, the behavior of individuals is affected by being part of a group. Business requires groups, therefore how groups work influences how individuals behave and work. Business requires groups, therefore how groups work influences how individuals behave and work.

9 Influence of Groups Patterns of Behavior in Groups Patterns of Behavior in Groups –Social Striving –Social Loafing –Social Facilitation –De-individuation

10 Influence of Groups Social Striving Social Striving –People work harder when they are in groups, then when they are alone.

11 Influence of Groups Social Loafing Social Loafing – People tend to expend less effort on group tasks then when performing the same task alone.

12 Influence of Groups Social Facilitation Social Facilitation –The presence of others can enhance an individual’s performance for simple or well rehearsed tasks.

13 Influence of Groups De-individuation De-individuation –This pattern happens when you have the increased desire to please management with the diffusion of responsibility from social loafing.

14 Groups vs. Teams Group – interacts to share information and make decisions to help each group member perform his or her area of responsibility. Group – interacts to share information and make decisions to help each group member perform his or her area of responsibility. Team – a group whose individual efforts result in a performance that is greater than the sum of the individual inputs Team – a group whose individual efforts result in a performance that is greater than the sum of the individual inputs

15 Groups vs. Teams Groups Groups –Strong leader –Individual accountability –Organizational purpose –Individual work products –Efficient meetings –Delegates work –Random and varied skills Teams Teams –Shared leadership –Individual and mutual accountability –Specific team purpose –Collective work products –Open-ended meetings –Does real work together –Complementary skills

16 Groups vs. Teams Swim “Team” - Is this a group or a team? Swim “Team” - Is this a group or a team?

17 Team Players Turning individuals into team players Turning individuals into team players Example: Example: –Sacramento City College Baseball –Derek Sullivan, Assistant Coach

18 Team Players Recruiting Recruiting –Involves selling players on what the program can do for them (scholarships, professional contracts, etc). –Is an individual focus on personal development (telling players to be selfish). –Tends to de-emphasize “TEAM” and their obligations to the program (sacrifice, patience, and winning)

19 Team Players The “Challenge” The “Challenge” –Convincing players that their individual sacrifices are good for the program and WILL pay off individually at the end (for everyone).

20 Virtual Teams Virtual Teams: What are their Characteristics and Impact on Team Performance? Sze-Sze Wang and Richard Burton Computational and Mathematical Organization Theory 6; , 2000.

21 Virtual Teams Virtual team characterized by members: Virtual team characterized by members: –Physically dispersed –Culturally differentiated –Organizationally differentiated Communication must transcend: Communication must transcend: –Space –Time –Culture

22 Virtual Teams Characteristics of virtual teams Characteristics of virtual teams –Context = little history, novel tasks, physically distributed –Composition = heterogeneous culture and organizational backgrounds –Structure = relationships are lateral but weak

23 Virtual Teams - Findings For teams physically distributed and engaged in novel tasks, ease of communication and “routine-ness” of tasks leas to higher performance. For teams physically distributed and engaged in novel tasks, ease of communication and “routine-ness” of tasks leas to higher performance. For teams culturally and organization- ally diverse, clarification of roles and a common team culture lead to higher performance. For teams culturally and organization- ally diverse, clarification of roles and a common team culture lead to higher performance.

24 Virtual Teams - Findings For teams physically distributed and performing novel tasks, lateral communication between weakly tied team members improves performance. For teams physically distributed and performing novel tasks, lateral communication between weakly tied team members improves performance. For teams culturally and organizationally diverse, lateral communication between weakly tied members improves performance. For teams culturally and organizationally diverse, lateral communication between weakly tied members improves performance.

25 Questions?


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