Groups can be formal or informal, with teams being more mature groups focused on a common goal. There are various types of groups including command, task, interest, and friendship groups. Groups generally progress through stages of forming, storming, norming, performing, and potentially adjourning. Key characteristics of groups include their composition, roles, norms, leadership, and cohesiveness. Teams are more interdependent groups empowered to accomplish goals through collaboration rather than power. Quality circles are small voluntary employee groups that address work problems without decision authority. Self-managed teams make decisions once reserved for managers. Diverse groups can increase uncertainty but also limit groupthink and generate novel ideas.
Regression analysis: Simple Linear Regression Multiple Linear Regression
Group and Team in an Organisation
1.
2. INTRODUCTION
Group - two or more people with common
interests, objectives, and continuing interaction
Team –Mature groups with a degree of member
interdependence and motivation to achieve a
common goal
3. Relaxed, comfortable, informal atmosphere
Task well understood & accepted
People express feelings & ideas
Members listen well & participate
5. TYPES OF GROUPS
Formal Groups –
Group formed by
management to accomplish
the goals
of the
organization
Informal Groups –
formed by individuals
and developed around
common interests and
friendships rather than
around a deliberate
design
6. Command Group
Group of subordinates who report to one particular
manager
Specified by the formal organization chart
Task group
Group of individuals who work as a unit to complete
a project or job task
7. Interest groups
Group that forms because of some special topic of
interest
When the interest declines or goal has been achieved
the group disbands.
Friendship groups
Informal group that is established in the workplace
Due to some common characteristic of its members
Include activities outside the workplace by its
members
8. STAGES OF GROUP
DEVELOPMENT
FORMING
First stage of group development
Includes confusions about the purpose, structure,
leadership of the group
This stage ends when members view themselves as a
part of the group
Group members get to know each other and reach
common goals.
9. STORMING
Group members disagree on direction and leadership.
Managers need to be sure the conflict stays focused.
May involve competition among members in between
the group matters
Involves redefinition of the group’s tasks and overall
goals
Critical stage for group survival and effectiveness
10. NORMING
Involves cooperation and collaboration
Group cohesion begins significant development
Involves open exchange of information, acceptance of
differences of opinion
Active attempts to achieve the common accepted
goals of the group
Strong degree of mutual attraction, commitment and
feelings of group identity
Leadership starts evolving
11. PERFORMING
The group begins to do its real work
Group structure is set,
Roles of each member are understood and accepted
Focuses its energies, efforts and commitments on
accomplishing the tasks
ADJOURNING
Involves the termination of group activities
Some groups are permanent and never reach adjourning
Once the goals or tasks are accomplished groups get
terminated
12. CHARACTERISTICS
Composition
relates to the extent to which group members are
alike
Group can be either homogeneous or heterogeneous
Roles
Each position in the group structure has an associated
role that consists of the behaviors expected of the
occupant of that position
13. Norms
Standards shared by members of a group
They may be written and sometimes communicated
verbally
In groups, norms relates to productivity
Leadership
Leader exerts influence over the other members of
the group
Viewed as a respected and high status member
Lead others in the group to accomplish the goals
Cohesiveness
Closeness or commonness of attitude,behavior and
performance
Force in between the group members
14. TEAMS
Mature group comprising people with
interdependence, motivation and a shared
commitment to accomplish goals
Good when performing complicated, complex,
interrelated and/or more voluminous work than one
person can handle
Good when knowledge, talent, skills, & abilities are
dispersed across organizational members
Empowerment and collaboration; not power and
competition
15. Quality Circles & Teams
Quality Team - a team that is part of an
organization’s structure & is empowered to act on
its decisions regarding product & quality service
Quality Circles (QC) - a small group of employees
who work voluntarily on company time, typically
one hour per week, to address work-related
problems
QC’s deal with substantive issues
Do not require final decision authority
QC’s need periodic reenergizing
17. Psychological Intimacy -
emotional & psychological
closeness to other team
or group members
Integrated Intimacy -
closeness achieved
through tasks & activities
19. Multicultural groups represent
three or more ethnic backgrounds.
Diversity may increase uncertainty,
complexity, & inherent confusion in
group processes. Culturally
diverse groups may generate more
& better ideas & limit groupthink.