Groups_and_Teams(团队合作)

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Stages in Group Development
Five stages: 1. Forming: people join; group’s purpose, structure and leadership are defined 2. Storming: intragroup conflict over who controls the group 3. Norming: close relationships develop; group demonstrates cohesiveness 4. Performing: group is fully functioning and accepted; tasks are performed 5. Adjourning: for temporary groups, wrapping up 14 of activities
Group Values and Norms
Values: what the group members hold as important, right Norms: acceptable behavior, practices, that members conform to
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Group Values and Norms
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Functions of Groups in Organisations
Groups are an important source of socialization of organization members – the functionality of group is dependent on its orientation to management. Groups can be a source of rewards for members – an important motivational system. Praise and other rewards offered by group can reinforce member behaviour Provide support for members – especially for hazardous work where cooperation of all members of group is necessary to do a job safely
Role Norms Confirmity Status
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Internal Factors
Group size People in small groups tend to complete their tasks faster than larger groups However, large groups tend to solve problems better than small groups. They are also good for getting diverse inputs, and are more effective in fact-finding factSocial loafing- is the tendency for an individual to loafingexpend less effort when working collectively then when working individually
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Types of Groups
Formal Groups work groups formed by the organisation designated work assignments and specific tasks appropriate behaviors are stipulated behavior is directed towards achieving organisational goals
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Informal Groups
Of a social nature Occur naturally in the work environment in response to the need for social contact Tend to form around friendships and common interests
UNIT 10
GROUPS & TEAMS
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What is a Group?
A collection of people who share common objectives interact with one another perceive themselves as belonging together as a group
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What is a Group?
“A group is a collection of people who interact with each other regularly over … time and perceive themselves to be mutually dependent … [in] the attainment of one or more common goals”
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Examples of Formal Groups
Command groups: basic, traditional work groups determined by formal authority relationships and depicted on the organisational chart. E.g. manager and subordinate CrossCross-functional teams: these bring together the knowledge and skills of individuals from various work areas
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Group Values and Norms
Examples of Values: commitment to the company progress through merit Examples of Norms: arriving at work before time having breakfast before starting work level of output dress code
Internal Factors
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Internal Factors
Group member resources Group structure Group size Group cohesiveness Group processes
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Internal Factors
Group member resources- These include resourcesmember abilities and personality characteristics Group structure
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Reasons for Formation of Groups
Membership of the group provides individual with sense of belonging and sense of identity. Group provides guidelines on generally acceptable behaviour. Group may provide protection for its members from outside pressures or threats.
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What is a Group?
Collection of people doing a task or reaching a common goal; Group members regularly interact with each other and depend on each other to do their tasks Groups can powerfully affect people’s behaviour; Knowledge of HOW and WHY groups form … and an understanding of their dynamics … can help you function better within a group or manage group activities.
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Factors affecting Group Behavior
External ConditionsConditionsOverall strategy Authority structures Formal regulations Available organisational resources Employee selection criteria Organisational culture
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Functions of Groups in Organisations
Cohesive groups with norms supportive of management can have several other functional results:
Helps members complete tasks; Produce innovative work behaviour useful to organisation; Cohesive groups are self-policing and may stamp selfout deviant behaviour
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Examples of Formal Groups
SelfSelf-managed teams: independent groups that perform management responsibilities in addition to their jobs Task forces: temporary groups created to accomplish a specific task. Once the task is completed, the group is completed