Understanding Work Teams

1. Understanding Work Teams Team: A team is a small number of people with complimentary skill who are committed to a common purpose, common performance goals, and an approach for which they hold themselves mutually accountable. Team are also known by other teams such as empowered teams, self – directed teams and self – management teams. So, a team includes few people, same as a small group, because the interaction and influence processes, vital for a team to function. Prepared By: Ms. Ritu Arora

2. Features of Team • They are empowered to share various management and leadership function. • They plan, control and improve their own work processes. • They set their own goals and inspect their own work. • They often create their own schedules and review their performance as a group. • They usually order materials, keep inventories and deals with suppliers. • They are frequently responsible for acquiring any new training they might need. Prepared By: Ms. Ritu Arora

3. Benefits of Teams Several benefits accrue to organization from teams THE PROMINENT ONES ARE • Enhanced Performance. • Employee benefits • Cost Reduction • Organizational Enhancements. (Which includes increased innovation, creativity and flexibility) Empowered teams are catching on among Indian managers. Titan, Reliance, ABB, Tata Information system. Prepared By: Ms. Ritu Arora

4. Types of Teams The wide spread popularity, has led to the success and stay of teams. • Work Teams :- These are primarily concerned with the work done by the organization such as developing and manufacturing new products. • Problem-solving Teams:- These are temporary teams established to attack specific problem in work place. After solving the problem, the team is usually disbanded. • Management Teams: These consist of managers from various areas and coordinate work teams. They are relatively permanent because their work does not end with completion of a particular project or the resolution of a problem. • Virtual Teams: These are the teams that may never actually meet together in the same room. Their activities take place on the computer via tele conferencing and other electronic information systems. Prepared By: Ms. Ritu Arora

5. Implementing teams in organizations Creating teams is no easy task. Forming a team requires the right combination of skilled people and individuals who are willing to work together with other as a team. Provide on going Assistance Form and build The team Create performance conditions Making the decision Prepared By: Ms. Ritu Arora

6. Groups “Whole is greater than the sum of its parts.” Individuals and groups constitute the human resource foundations of organizations. A Group is “ a collection of two or more interaction individuals with a stable pattern of relationships between them, who share common goals and who perceive themselves as being a group.” Prepared By: Ms. Ritu Arora

7. Groups characteristics are: INTERACTION AMONG MEMBERS SHARED GOALS PEOPLE SEE THEMSELVES GROUP AS MEMBERS TWO OR MORE PEOPLE Prepared By: Ms. Ritu Arora

8. FORMAL GROUPS A distinctive stature of formal groups is that a hierarchy of authority exists with specified member rules & regulations. Types of Formal Groups: • Command Groups • Task Groups • Interacting groups: The work of one group member is contingent upon that of the others. Ex: Assembly Line Workers • Co-acting groups: the work of individual group members is independent, such as job-shop operations. • Counter-acting groups are those that interact to reconcile mutual differences such as labour-management negotiating techniques. Prepared By: Ms. Ritu Arora

9. Open And Closed Groups: These are two extreme points at one end is open groups, which is in a constant state of change while in closed group, it is quite stable. • Membership And Reference Groups: Membership groups are those to which the individual actually belongs, while reference groups is the one with which one identifies or would like to belong. • In-Group And Out –Group: The group to which one belong are in groups, and groups to which they do not are out-group, especially if they look upon them with certain amount of antagonism. Prepared By: Ms. Ritu Arora

10. Why do people join groups? • Proximity, Interaction & Influence • Security • Esteem • Affiliation • Power • Identity • Huddling (INFORMAL GET TOGETHER) Prepared By: Ms. Ritu Arora

11. Team Vs Groups • In a group, work performance typically depends on the work of individuals while in a team, it depends on both individual contributions and collective efforts of team members. • In a group, its is individual performance and then leader is accountable. While in a team, the entire team is accountable. • Group members may share a common goal, but team members share a common commitment to purpose. Prepared By: Ms. Ritu Arora

12. Determinants of Group Behaviour Group Member Resources Group Task External Performance Conditions Group And Imposed on Processes Satisfaction Groups Group Structure Prepared By: Ms. Ritu Arora

13. EXTERNAL CONDITIONS A Group is a subsystem of a formal organization. All element of the organization will have their influence on a group such element includes: • Organization strategy • Authority structures • Formal regulations • Organizational resources • Procurement of personnel • Performance appraisal & reward system • Organizational culture • Physical work setting Prepared By: Ms. Ritu Arora

14. GROUP MEMBER RESOURCES Group performance depends, to a considerable extent,on the member resources. It comprises • Abilities Of Managers • Personality Characteristics • GROUP STRUCTURE Work groups are organized system that have a structure that shape the behaviour of members. It includes: • Leadership • Interpersonal Compatiblity • Roles • Status Congruence • Group Size Prepared By: Ms. Ritu Arora

15. GROUP PROCESS Group processes refer to the communication patterns used by members for information exchanges, group decision processes, leader behaviour etc. GROUP TASKS Groups facilitate organizational task accomplishment. Group performance depends on the type of task it is involved in Type of Tasks: • On the basis of time frame: Short term & long-term • Task requirements Routine • Task Objectives Complex Prepared By: Ms. Ritu Arora

16. GROUP NORMSGroup norms are a set of beliefs, feelings and attitudes commonly shared by group members. These are also referred to as rules & standards of behaviour that apply to group members. Norms serve three functions in groups: • Predictive • Control • Rational As first,norms provide a basis for understanding behaviour of others Second,norms regulate the behaviour of members. Finally, some norms define relationship among roles. Prepared By: Ms. Ritu Arora

17. GROUP COHESIVENES Cohesiveness is the extent to which the members are attracted to each other. It is the degree to which members are attached to and motivated to remain a part of a group. Group cohesiveness can be affected by factors: • Interaction • Threat • Severity Of Initiation • Co-operation • Shared Goals • Attitudes & Values • Size Prepared By: Ms. Ritu Arora

18. Factors That Increases Group Cohesiveness • Agreement on group goals • Frequency of interaction • Personal attractiveness • Inter group competition • Favorable evaluation • Small size of group • Past experiences of individual members • Clarity of purpose Factors that Decreases Group Cohesiveness: • Disagreement on goals • Large group size • Unpleasant experiences • Intra group competition • Domination by one or more members

19. CONSEQUENCES OF GROUP COHESIVENESS These are both positive & negative. +VE • Increased morale in cohesive groups. • Next is, its effect on productivity. • Easy communication flow in such a group. • Conformity and influence are the benefits of cohesive groups. -VE • Group think is a biggest problem. • Lower productivity is crucial when performance norms are low. Prepared By: Ms. Ritu Arora

20. GROUP DEVELOPMENT Groups are formed and developed through several stages. The process of developing form a group of strangers to a unit of cohesive and well coordinated team members requires time and a great deal of interaction among group members. Prepared By: Ms. Ritu Arora

21. Stages Of Group Development: Pre-stage Forming Storming Norming Performing Adjourning Prepared By: Ms. Ritu Arora

22. DECISION – MAKING IN GROUPS:- MEANING OF DECISION MAKING:- Decision making is the process of choosing a course of action from among alternatives DECISION MAKING PROCESS DIGNOSE THE DEVELOP PROBLEM ALTERNATIVES IMPLEMENTING EVALUATE AND ALTERNATIVES MONITORING AND SELECT THE BEST ONE Prepared By: Ms. Ritu Arora

23. DECISION MAKING PROCESS Diagnose the problem Develop alternatives Evaluate alternatives and select the Best one Implementing and monitoring Prepared By: Ms. Ritu Arora

24. DECISION MAKING STYLE:- Managers exhibit different style as decision makers. These are observed at two stages: (a)DIAGNOSING THE PROBLEM It involves two style: SENSATION TYPES INTUTIVE TYPES (b) EVALUATION OF THE ALETRNATIVES THINKING TYPES FEELING TYPES Prepared By: Ms. Ritu Arora

25. Decision-Making in Groups:- One of the key activities in which group members engage is the making of decision. Meaning of Decision Making:- Decision making is the process of choosing a course of action from among alternatives It is important to understand decision making process in the organizational Behaviour because choice processes play a vital role in communication, motivation,leadership,and other aspects of individual, group and organizational interfaces. Prepared By: Ms. Ritu Arora

26. How do groups make decisions? • Decision by lack of response. • Decision by authority rule. • Decision by minority. • Decision by majority rule. • Decision by consensus. • Decision by unanimity. Prepared By: Ms. Ritu Arora

27. Advantages of Group Decision Making: • Greater Knowledge base for problem solving. • Greater number of approaches available to a problem. • Group allows increased participation of people. • Better understanding of final decision. Prepared By: Ms. Ritu Arora

28. Disadvantages of Group Decision Making: • More time consuming. • A social pressure to conform. • Dominant Nature of a member. • Group Decision are sometimes a compromise. Prepared By: Ms. Ritu Arora

29. Strategies for improving group decision • Brainstorming • Nominal group technique • Delphi technique • Evaluating effectiveness

30. Brainstorming The technique was used originally to develop an ad program, but it can be used any time an organization wants to develop creative or feel-wheeling ideas. The idea in brainstorming is to create an atmosphere of enthusiasm and non – judgment in terms of the usefulness of an ideas.

31. Nominal Group Technique • Each person writes down ideas, options & solutions privately without discussing them with other. • The result of the first are presented to the group by each person in a round robin procedure • After all the ideas have been suggested • Each person ranks various proposals privately.

32. Delphi Technique • The Delphi procedure involves a series of questionnaire distributed over time to a decision making panel. The first questionnaire states the problem and request potential solutions these solution are summarized by the decision coordinator. The summary is return to the panel in a second questionnaire. Panel member are respond again, and the process is repeated until a consensus is reached and a clear decision emerges.

33. Evaluating effectiveness • It shows the strengths and weakness of above each technique. It is useful to compare with others on the respective plus and minus point.

34. “An organization is more stable if members have the right to express their difference and solve their conflicts within it.” -MACHIAVELLI Prepared By: Ms. Ritu Arora

35. CONFLICT Conflict is a part of everyday life of an individual or an organization. It has considerable influence on employee behavior, performance and satisfaction. Conflict may be understand as collision or disagreement. Conflict may be: • Within an individual when there is incompatibility between his own goals or events. • May be between two individuals. When one does not see eye to eye with another. • In the process, between different groups in an organization. Prepared By: Ms. Ritu Arora

36. “The struggle between incompatible or opposing needs, wishes, ideas, interests, or people. Conflict arises when individuals or groups encounter goals that both parties cannot obtain satisfactorily.” CHUNG AND MEGGINSON FUNCTIONAL AND DYSFUNCTIONAL CONFLICT:- It is refers to confrontation between two ideas,goals and parties that improve employee and the organization’s performance. Well managed conflict helps workers anticipate and solve problem. Prepared By: Ms. Ritu Arora

37. Constructive conflict is crucial for effective functioning of organization.LIKE:- • Conflict increase awareness of what problem actually exists. • Conflict motivates organizational members to consider problem by giving them a focus. • Conflict promotes change. • Conflict enhances moral & cohesion. • Conflict stimulates interest & creativity. • It adds to the fun of working with others. Prepared By: Ms. Ritu Arora

38. There is a relationship between conflict and organizational performance. ORGANIZATIONAL PERFORMANCE is low when conflict is extremely high or low. HIGH B LOW A C LOW HIGH LEVEL OF CONFLICT Prepared By: Ms. Ritu Arora

39. DYSFUNCTIONAL CONFLICT: Conflict is inevitable in organizations but without an effective means for handling it, can tear relationships apart and interfere with the exchange of ideas, information etc. Prepared By: Ms. Ritu Arora

40. THE PROCESS OF CONFLICT Stage I Stage II Stage III Stage IV Potential Cognition Behaviour Outcomes Opposition Perceived Increased conflict group performance Reasons Overt for conflict conflict Felt Decreased conflict group performance Prepared By: Ms. Ritu Arora

41. LEVEL OF CONFLICT:- • Intra – Individual Conflict • Inter – Individual Conflict • Inter – Group conflict INTRA – INDIVIDUAL CONFLICT: Is conflict within an individual. It arises from:- • Frustration • Role Ambiguity: Numerous roles demanding equal attention • Goals Ambiguity Prepared By: Ms. Ritu Arora

42. Conflict from frustration – arises when a motivated drive is blocked before a person reaches a desired goals. And it may be in any form • AGGRESSION • WITHDRAWL • FIXATION • COMPROMISE Prepared By: Ms. Ritu Arora

43. Goals conflicts – It is more complex than frustration. It takes these forms: 1) Approach – approach conflict 2) Approach – avoidance conflict 3) Avoidance – avoidance conflict + Person + Person + - - Person - Prepared By: Ms. Ritu Arora

44. INTER – INDIVIDUAL CONFLICT Inter – individual conflict occurs between two individuals in an organization. It arise mainly because of differences in perception, temperaments, personalities, values systems, socio – cultural factors & role ambiguities. The phenomenon of inter –personal conflict can be explained as:- TRANSACTIONAL ANALYSIS JOHARI WINDOW STROKING LIFE POSITIONS Prepared By: Ms. Ritu Arora

45. TRANSACTIONAL ANALYSIS When two people interact with each there results a social transaction. Analysis of the social transaction is called the Transaction Analysis. Formally; Transaction Analysis (TA) is “The study of moves people make in their dealings with each other and is based on the idea that people’s interaction resemble moves in games.” Prepared By: Ms. Ritu Arora

46. EGO STATES Parent Ego State: Represents the part of a person’s personality that is authoritative, dogmatic, overprotective, nurturing i.e. “Taught ego state.” The Adult Ego State:- Represents the mature, rational and objective part of person’s personality i.e. “Thinking” ego state. The Child Ego State :- Represents the childish, dependent, and immature part of a person’s personality i.e. – “Felt” ego state. Prepared By: Ms. Ritu Arora

47. Social Transaction According to BERNE, people interact with each other from the child, adult or parent ego state. Depending upon the kinds of ego states involved, the interaction can be. P s P P R P PP A AA s A AA C R C CCCC COMPLIMENTARY CROSSED ULTERIOR Transaction:- Prepared By: Ms. Ritu Arora

48. JOHARI WINDOW Developed by Joseph Luft, this model is highly useful in analyzing the causes for interpersonal conflict. The person knows The person does not know about others about others The person knows about OPEN SELF HIDDEN SELF himself or herself The person does not know BLIND SELF UNDISCOVERSELF about himself or herself Prepared By: Ms. Ritu Arora

49. OPEN SELF – PUBLIC AREA HIDDEN SELF – PRIVATE OR SECRET AREA BLIND SELF – BLIND AREA UNDISCOVERED SELF – DARK AREA Prepared By: Ms. Ritu Arora

50. LIFE POSITIONS Each of the individual tends to exhibit one of four life positions. The life positions influences one behaviour when they interact with others. Life position stems from a combination of two view points. • How people view themselves. • How do they view other people in general. Prepared By: Ms. Ritu Arora