1. Group Behavior at work

2. Objectives of this lesson: Formal and informal groups Areas in which teamwork may be more or less effective How to identify which stage of development a team has reached, and predict what comes next. The dynamics of the group,with regard to behavioral norms, communication and decision making The positive and negative aspects of group

3. Group Behavior at work Groups and teams -Formal & Informal groups -Purpose of team Group Behavior at workGroup Dynamics Groups and teams -Formal & Informal groups -Purpose of team Groups and teams -Formal & Informal groups -Purpose of team Group Behavior at work Groups and teams -Formal & Informal groups -Purpose of team Group Behavior at work Groups and teams -Formal & Informal groups -Purpose of team Group DynamicsGroup Behavior at work Groups and teams -Formal & Informal groups -Purpose of team

4. Groups and teams  There is a difference between a random collection of individuals and a ‘group’ who share common sense of identity and belonging.  A team is a formal group established to achieve particular objectives.  Why form groups or teams ? -Certain tasks can be performed only through the combined efforts of a number of individuals working together -Sharing and rotating tasks -Mutual understanding and support -Being part of the group provides with a sense of belonging

5. Formal & Informal groups  Informal groups: includes workplace cliques, and networks of people who regularly get together to exchange information, groups or mates who socialize outside work and so on.  Formal groups: put together by the organization, will have a formal structure and a function for which they are held responsible; they are task oriented.

6. Purpose of teams  Advantages of having teams: Encourages the exchange and sharing of knowledge and ideas. Teams allow the performance of tasks that require the skills and time of more than one person, without involving coordination across structural boundaries.  Some examples of teamwork: Brainstorming Groups / Quality circles / Project or product service teams/ training or study groups / employee representative committees. Quality circles :They are groups of (typically 6-10) employees from different levels and/or disciplines, who meet regularly to discuss problems of quality and quality control in their area of work.

7. Group Dynamics Group Dynamics: -Group Formation -Group norms -Group Decision making -Group Contribution -Group Cohesion and dysfunction Group Behavior at workGroups and teams

8. Group Dynamics: Group Formation / Norms Bruce Tuckman (1965) developed a 4-stage model of group development. 1.Forming: The group comes together and gets to initially know one other and form as a group. 2. Storming: A chaotic vying for leadership and trialling of group processes 3. Norming: Eventually agreement is reached on how the group operates (norming) 4. Performing: The group practices its craft and becomes effective in meeting its objectives. Tuckman added a 5th stage 10 years later: 5. Adjourning: The process of "unforming" the group, that is, letting go of the group structure and moving on.

9. Group Dynamics Group Decision Making

10. Group Dynamics Group Decision making

11. Group Contribution Consultants Neil Rackham and Terry Morgan have developed a helpful categorization of the types of contribution people can make to team discussion and decision making. (page 226)

12. Group Cohesion and Dysfunction Problems may raise because of : - group may focus on own relationship instead of task. -Group may be suspicious of outsiders and may reject any contradictory information they supply. -The group may squash any opinion that may rock the boat !

13. Activity time ! Think about how can you,as a manager, monitor or control a group from becoming a very close- knit one, and how can you manage that group incase it has already formed strong bonds among all team members