Elearning - Lecture 5 BBA 420 Groups and Teams in Organisations (2026).pdf

BBA 420 Work Groups and Teams Lecture 5  Topic Objectives After studying this topic, students should be able to define and explain the following concepts:- Dedfining Groups; Characteristic Features of Groups Group Norms Various types of groups; Different models of group development;...

BBA 420 Work Groups and Teams Lecture 5  Topic Objectives After studying this topic, students should be able to define and explain the following concepts:- Dedfining Groups; Characteristic Features of Groups Group Norms Various types of groups; Different models of group development; Concept of teams; and Types of teams at workplace.  OB Disciplines and their Contribution to Organisational Behaviour Behaviour Contribution Unit of Science Analysis Psychology Learning, Motivation, Personality, Individual Emotions, Perception, Training, Leadership Effectiveness, Values, Recruitment Sociology Group Dynamics,Work Teams, Group Communication, Power/ Conflict, Change Social Behaviour Change, Attitude Change, Psychology Communication, Group processes, Group Group Decision Making Anthropology Comparative Values Organisation Comparative Attitudes Cross Cultural Cultures Political Science Conflict / Power, Influence Tactics Group Power and Ethics, Political Strategies Organisation Cross cultural analysis, values and morals Definition of Groups A Group is defined as Drawing from the field collection of two or of sociology, a group is more individuals who defined as two or are interdependent and more freely interacting interact with one individuals who share another for the purpose collective norms and of performing to attain goals and have a common goals or common identity. objective. Group Psychology  Group Psychology The study of groups, organisations and behaviours of the groups is the concern of group psychology. It is a realm of psychology that explores the release of individual control within a group setting.  Social, organisational and group psychology are all powerful areas of study that look at the many factors that drive group behaviour and the decisions that a group makes.  Depending on the group’s influence, the personal wishes and desires of the individual are completely given up for the greater good of the group. It is the role of group psychology to uncover why this release occurs and what effects it has on society.  Many groups are formed based on strong religious or cultural tenets. Group psychology studied these groups and have found that the beliefs these groups hold have a finality about them that becomes inextricably linked in the minds of the group members.. The concepts become both truth and reason. Individuals in the group no longer question anything related to these beliefs. They merely accept them without question. Group members will sometimes reach a point where they will do anything to defend the ideas held to be unquestionable by the group. Concept of Social Groups  A social group consists of two or more people who interact with one another and who recognise themselves as a distinct social unit. The definition is simple enough, but it has significant implications. Frequent interaction leads people to share values and beliefs.  This similarity and the interaction cause them to identify with one another. Identification and attachment, in turn, stimulate more frequent and intense interaction. Each group maintains solidarity with in and keeps its identity vis a vis all other groups and social systems.  Groups are among the most stable and enduring of social units. They are important both to their members and to the society at large. Through encouraging regular and predictable behaviour, groups form the foundation upon which the society rests.  Thus, a family, a village, a political party, a trade union etc., is all social groups. These are different from social classes, status groups or crowds, which not only lack structure but whose members are less aware or even unaware of the existence of the group. These have been called quasi- groups or groupings Defining Group Processes Group process refers to how an organization’s members work together to get things done. Typically, organizations spend a great deal of time and energy setting and striving to reach goals but give little consideration to what is happening between and to the group’s greatest resource – it’s members.  Group Decision Making Group decision-making (also known as collaborative decision-making) is a situation faced when individuals collectively make a choice from the alternatives before them. The decision is then no longer attributable to any single individual who is a member of the group. Characteristic Features of Groups  A Sense of Feeling  Common Interest  A Feeling of Unity  Relatedness to each other  Affected by Group Characteristics  Common Values  Control of Group  Obligation  Expectations Characteristic Features of Group(1)  Suppose you belong to a group where you may observe some special features which you can accept or not. It may be good or bad, it may be healthy or unhealthy, it may be favourable or unfavourable, but some significant features exist there which you can say are the characteristic features of the group. These include the following:  A sense of we feeling: There is a feeling of belongingness among the members of the group. The members of the group help each other in performing their duties. They work collectively against the harmful powers. They treat others as outsiders. They always try to make the group self-sufficient.  Common interest: Each and every member of the group has a common interest. There is a similarity among the members which promotes unity. The group includes those persons who are related to each other in such a way that they should be treated as one.  A feeling of unity: This is essential for every group. Each and every member of the group treats each other as their own and there develops a sense of sympathy among the family members. Characteristic Features of Group(2)  Relatedness to each other: It is true that members of the group are inter-related and this social relation is called group. There is a reciprocal communication among the group members. Social relations are the fundamentals of the group life.  Affected by group characteristics: Each and every group has some social characteristics which separate it from similar and dissimilar groups. These characteristics affect the members of the group. The nature may be different for different persons, but still all the members are affected by the group.  Common values: The social values of the members of a family are common and are traditionally respected and communicated to the succeeding generation. They are expressed by the mutual behaviour of the members. Members of the social group are bound together by common values. Characteristic Features of Group(3)  Control of group: In each group there are some customs, norms and procedures which are acceptable to everyone. In fact, without some norms, the existence of group life is practically impossible. It can be said that the reasons behind the similarity of behaviour in group life is that the actions of the members are controlled by the group.  Obligation: In family situation, all the members have complementary obligations to each other. Also, the relationships between the members of a group are strengthened through their mutual obligation and heir common social values.  Expectations: Not only mutual obligation, the members of the group expect love, sympathy, co-operation etc. from other members of the group. If mutual expectation is fulfilled, the group members are maintained in tact. A group can maintain its existence only if the constituent members fulfill their responsibility by satisfying the desires among themselves. Group Norms  Group Norms In the early stages of group development, a substantial amount of time is spent on setting social standards and acceptable group behaviour. These standards are referred to as group norms and can be both formal and informal. Norms are not individual behaviours, but are collectively held expectations of how a group will function.  For example, a new member who joins a group may initially search for clues about what type of behaviour is acceptable. What are the dress codes? How do I address my supervisors? What is proper etiquette? What topics or discussions are acceptable or avoided?  Recognition of these norms is important, since they provide regularity and predictability to individual and group behaviour. Bosses are more likely to insist on norms regarding work performance or attendance, whereas other norms might address the acceptability of rearranging personal space or assisting co-workers. Group norms may include loyalty norms such as the belief that managers have to work on weekends and holidays or accept transfers to prove their loyalty to the company. Roles  Roles There are two kinds of roles present in groups. The first is assigned roles. These include titles such as chairperson, secretary, manager, treasurer, etc.  The second kind is emergent roles and arise as a result of group social or emotional needs. They include confidant, group clown, gossip, mentor, or scapegoat. Two factors that impact the effectiveness of organizational roles are role ambiguity and role conflict.  Role ambiguity occurs when a person is unclear of what is expected of him or her, instructions about performance are not clear, tasks are assigned without context or if a supervisor’s actions and instructions send contradictory messages. Role Conflict occurs when a group member feels his or her job overlaps with others, or if the job description is unclear Cohesiveness  One of the primary factors in group performance involves group cohesion. The ultimate role of groups is to come together as a unit and perform with professionalism and dedication.  A group that can work as a unit, share tasks and recognize the contributions of its members will meet with more success than a group mired in conflict, role ambiguity, and lack of motivation. Group cohesion makes it attractive for members to belong, attracts high performers, and provides opportunities for individual recognition within a group setting.  Cohesion may result from internal successes, high social- emotional support, or external threats. Group size can also affect cohesion. A group that is too large may find that members cannot get the recognition they are looking for. This can lead to the formation of subgroups or cliques which further causes members to withdraw or withhold input Social Identity Theory  Perspective that Considers when and Why individuals consider themselves members of groups.  Our tendency to personally invest in the accomplishments of a group is the territory of social identity theory.  Social Identity theory proposes that people have emotional reactions to the failure and success of their group because their self esteem gets tied to whatever happens to the group. Types of Groups  Formal Groups  Informal Groups  Functional Groups  Task or Project Groups  Interest and Friendship Groups  Other Definitions Formal Groups Groups defined by the organization's structure, with designated work assignments establishing tasks. e.g. six members of flight crew Informal Groups Alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment in response to need for social contact. e.g. three employees who eat lunch together regularly Functional Group Determined by the organization chart, comprised of the individuals who report directly to a given manager. Task Group Organizationally determined, represent those working together to complete a job task. Interest Group People who may or may not be aligned into common command or task groups may affiliate to attain a specific objective with which each is concerned.  Definitions Continued Friendship Group Groups developed because the individual members have one or more common characteristics. Work Group A group that interacts primarily to share information and make decisions to help each member perform within his or her area of responsibility. No positive synergy that would create an overall level of performance that is greater than the sum of the inputs. Work Team Generates positive synergy through coordinated effort. Their individual efforts result in a level of performance greater than the sum of those individual inputs. Why People Join Groups  Security – by joining a group, individuals can reduce the insecurity of “standing alone”.  Status – inclusion in a group that is viewed as important provides recognition & status for its members.  Self-esteem – groups can provide people with feelings of self- worth.  Affiliation – groups can fulfill social needs.  Power – what cannot be achieved individually often becomes possible through group action. There is power in numbers.  Goal Achievement – when it takes more than one person to accomplish a particular task – there is a need to pool talents, knowledge, or power in order to complete a job. In such cases, management will rely on formal groups.  What is the Group Development Process  - Groups and teams in the workplace go through a maturation process, such as one would find in any life-cycle situation (e.g., humans, organizations, products). - There is general agreement among theorists that the group development process occurs in identifiable stages, Five-Stage Model of Group Development  Five Stages of Group Development Bruce Tuckman presented a model of five stages Forming, Storming, Norming, and Performing in order to develop as a group.  Orientation (Forming Stage)...  Power Struggle (Storming Stage)...  Cooperation and Integration (Norming Stage).  Synergy (Performing Stage)...  Closure (Adjourning Stage)  II. THE PUNCTUATED-EQUILIBRIUM MODEL  This model emphasises the degree to which the group completes its task based on how much time is left before the task must be completed. In the group development, the timings of when groups form and change the way they work is highly consistent. It is reported that the three activities such as :- i) direction of the group, ii) inertia and iii) iii) major changes occur at similar times during the formation and operation of groups.  During the first meetings, the members will discuss and set the group direction to achieve the assigned target.  A set of behavior pattern and various assumptions will be emerging to formulate action plans during the first meeting.  These lasting patterns can appear as early as in the first few seconds of the group’s life During this period the group tends to stand still or becomes locked into a fixed course.  The group is unlikely to reexamine the course of action and always keep a fixated mind based on the earlier assumptions and behavioral pattern. New insights that might challenge initial patterns and assumptions might occur among individual members, but the group is often incapable of acting on these new insights.. This is called inertia.  At one point of time the group  During this stage, the group experiences its transition from members are involved in a final burst switching the old behavioral of activity to finish its work, A flurry of pattern or assumptions to the activity occurs, with group members new perspectives to reach the putting pressure on each of their time targets. This period is fulfill their individual roles and characterized by a concentrated responsibilities. It is as if the group burst of changes, dropping of old experienced midlife crises. This patterns and adoption of new midpoint crises appears to work like an perspectives. This transition sets alarm clock, heightening members a revised direction. awareness that their time is limited and that they need to ‘get on with the job. 3) BENNIS AND SHEPARD MODEL OF GROUP DEVELOPMENT: This model focuses primarily on task or projects groups and assumes that such groups follow four stages of development. 1. Orientation 2. Internal problem Solving 3.Growth and Productivity 4.Evaluation and Control During this stage, the group members will be involved in the following activities: Establishing structure, rules and communication networks of the group,  Clarifying relations and interdependencies among group member, identifying leadership roles and clarifying authority and responsibility relationships,  Developing a plan for goal accomplishment The major activities of this stage include: (a) identification and resolution of interpersonal conflict, (b) further clarification of rules, goals and structural relationships. (c) evelopment of a participative climate among group members.  iii) Growth and Productivity  (iv) Evaluation In this stage, the members During this last stage, the devote much time directing members, particularly towards goal accomplishment, leadership role emphasizes developing data-flow and facilitation, feedback and feedback systems for task evaluation, roles and group performance, growing interdependencies are cohesion among members of renewed, revised and the group. strengthened, group exhibits strong motivation toward goal accomplishment. Teams, Trust, and Teamwork What is a Team  What is a team? A team is a group of people with a commitment to one another, to the team, to a high level of achievement, to a common goal, and to a common vision. Copyright © 2014 by The University of Kansas  A team is “a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.”  A small number of people means between 2 and 15 team members  The advantages of teams: A team broadens what individuals can do. Several heads mean a wider range of ideas. Teams have a great array of talents and skills. Team members learn new skills from their colleagues. Teamwork is more efficient than a number of individuals working singly. Teamwork provides relief when someone's having a problem. Team workers are more effective. A team member has more ownership of what she's doing. Good teams can build leaders. A shared vision keeps everyone moving forward. Copyright © 2014 by The University of Kansas  The disadvantages of teams: Team decision-making takes longer. Team effort can be wasted effort. The team's success may hang on the work of the least effective team member. A team might gain momentum in the wrong direction. The work of team can bog down in interpersonal issues, resentments, and blame. Team members may be reluctant to tell other about their unsatisfactory work. Lost motivation for lack of individual recognition. Copyright © 2014 by The University of Kansas  How do we define Teamwork Teamwork - the process of a diverse group of individuals pooling their resource and skills to work together and achieve a common goal  Leaders can make deliberate investments in trust.  They can give people reasons to trust one another instead of reasons to watch their backs. They can refuse to reward successes that are built on untrusting behaviour.  And they can display trust and trustworthiness in their own actions, both personally and on behalf of the company Overall trust Expecting fair play, the truth, and empathy Emotional Faith that someone will not trust misrepresent you to others or betray a confidence Reliableness Believe that promises and appointments will be kept and commitments met The transition (occurs before a project begins or process before a new project gets started) mission analysis goal specification strategy formulation (occurs while the team is completing necessary tasks) The action monitoring milestones and goals monitoring systems and processes processes coordination team monitoring The Interpersonal Processes (occurs during the transition and action processes) processes conflict resolution motivation and configuration development  Five characteristics of good teamwork include: shared values mutual trust ,,, and. inspiring vision  skills rewards  Effectiveteams needs to work together without focusing on personal recognition in order to achieve common goals that are for the good of the team and theorganization. This tendency for individual effort to decline as group size increases has come to be called social loafing. Research studies refined these theories by showing that social loafing occurred when The task was perceived to be unimportant, simple, or not interesting. Group members thought their individual output was not identifiable. Group members expected their co-workers to loaf  The main threats to team effectiveness arise from unrealistic expectations on the part of both management and team members.  These unrealistic expectations create frustration, which in turn leads to the abandonment of teams.  Mistakes by management usually involve doing a poor job of creating a supportive environment for teams and teamwork.  For example, reward plans that encourage individuals to compete with one another undermine teamwork, as can inadequate training in team skills.  When they take on too much too quickly and drive themselves too hard for fast results.  Important group dynamics and team skills get lost in the rush for results.  Poor interpersonal skills and lack of trust between members often lead to conflict that can undermine team effectiveness.  Teams need to be counselled against quitting when they run into an unanticipated obstacle. Failure is part of the learning process with teams, as it is elsewhere in life  Team building encompasses many activities intended to address these problems and improve the internal functioning of work groups.  Team building workshops strive for greater cooperation, better communication, and less dysfunctional conflict. Experiential learning techniques such as interpersonal trust exercises, conflict-handling role-play  sessions, and interactive games are common  1. Participative leadership. Creating interdependency by empowering, freeing  up, and serving others.  2. Shared responsibility. Establishing an environment in which all team members  feel as responsible as the manager for the performance of the work unit.  3. Aligned on purpose. Having a sense of common purpose about why the team  exists and the function it serves.  4. Strong communication. Creating a climate of trust and open, honest  communication.  5. Future focused. Seeing change as an opportunity for growth.  6. Focused on task. Keeping meetings focused on results.  7. Creative talents. Applying individual talents and creativity.  8. Rapid response. Identifying and acting on opportunities.6