Presentation on theme: "Groups Dynamics and Teams Development. Groups, Teams and Organizational Effectiveness Group –Two or more people who interact with each other to accomplish."— Presentation transcript:
Groups Dynamics and Teams Development
Groups, Teams and Organizational Effectiveness Group –Two or more people who interact with each other to accomplish certain goals or meet certain needs.
Groups, Teams and Organizational Effectiveness Team –A group whose members work intensely with each other to achieve a specific, common goal or objective. –All teams are groups but not all groups are teams. Teams often are difficult to form. It takes time for members to learn how to work together.
Groups, Teams and Organizational Effectiveness Two characteristics distinguish teams from groups –Intensity with which team members work together –Presence of a specific, overriding team goal or objective
Groups and Teams as Performance Enhancers Advantage of synergy –People working in a group are able to produce more outputs than would have been produced if each person had worked separately
Groups and Teams as Performance Enhancers Factors that contribute to synergy –Ability of group members to bounce ideas off one another –To correct one another’s mistakes –To bring a diverse knowledge base to bear on a problem –To accomplish work that is too vast for any one individual to achieve
Groups’ and Teams’ Contributions to Organizational Effectiveness
The Types of Groups and Teams in Organizations
Types of Task Interdependence
Five stage model of group formation Members get to know each other & set ground rules Members come to Resist Control by group Leaders & Show hostility Members Work Together developing Close Relationships & feelings of Cohesiveness Group members work towards Getting their jobs done Group may disband either after meeting their goals or because members Leave Stage I Forming Stage II Storming Stage III Norming Stage IV Performing Stage V Adjourning
Stages of Group Development Forming –Group members get to know each other and reach common goals. Storming –Group members disagree on direction and leadership. Managers need to be sure the conflict stays focused. Norming –Close ties and consensus begin to develop between group members.
Stages of Group Development Performing –The group begins to do its real work. Adjourning –Only for task forces that are temporary. –Note that these steps take time!
When Teams Fail Lack of skills on task or as team members Missing basic talents: abstract thinking, social intelligence, emotional resilience, work attitude Lack of energy due to low meaningfulness, respect, or trust Lack of clear focus: mission, vision, values, strategy, tactical goals Unclear, inconsistent, conflicting, or overloaded roles Uncertain measures of performance for team & individual Lack of timely feedback with accountability & coaching
The Decision-Making Process Programmed Decision - a simple, routine matter for which a manager has an established decision rule Nonprogrammed Decision - a new, complex decision that requires a creative solution
The Decision- Making Process Recognize the problem and the need for a decision Identify the objective of the decision Gather and evaluate data and diagnose the situation List and evaluate alternatives
The Decision- Making Process Select the best course of action Implement the decision Gather feedback Follow up
Group Decision-Making 1) more knowledge through pooling of group resources 2) increased acceptance & commitment due to voice in decisions 3) greater under- standing due to involvement in decision stages 1) pressure in groups to conform 2) domination by one forceful member or dominant clique 3) amount of time required, because group is slower than individual to make a decision Advantages Disadvantages
Ethics Check Is it legal? –Does it violate law –Does it violate company policy Is it balanced? –Is it fair to all –Does it promote win-win How will it make me feel about myself