MBA RTU Candidates: Group 5 Presentation

1. EFFECTIVE GROUPS AND
TEAMS
Melissa Amelia
Speaker
September 10, 2016

2. Groups, Teams and
Organizational Effectiveness
• Group
– Two or more people
who interact with each
other to accomplish
certain goals
or meet certain needs
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• TEAM
– A GROUP WHOSE MEMBERS
WORK INTENSELY WITH EACH
OTHER TO ACHIEVE A SPECIFIC,
COMMON GOAL OR OBJECTIVE

3. Groups and Teams as
Performance Enhancers
• Synergy
– performance gains
that result when
individuals and
departments
coordinate their
actions
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• PERFORMANCE ENHANCEMENT
– MAKING USE OF THE SYNERGY
FROM EMPLOYEES IN A GROUP
PRODUCING MORE OR BETTER
OUTPUT THAN EMPLOYEES
WORKING SEPARATELY.

4. Groups and Teams as
Performance Enhancers
Factors that contribute to synergy
1. Ability to bounce ideas off one another
2. Correct each other’s errors
3. Bring more new ideas to bear on problems
4. Accomplish projects beyond the scope of individuals
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5. Groups’ and Teams’ Contributions to Organizational
Effectiveness
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6. Teams and Innovation
• Innovation
– The implementation of creative ideas for new products, new technologies,
new services, or even new organizational structures essential for gaining
and maintaining a competitive advantage
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7. Groups and Teams as Motivators
• Team members are more motivated and satisfied than if they were
working alone.
• Team members can see the effect of their contribution to
achieving team and organizational goals.
• Teams provide needed social interaction and help employees cope
with work-related stressors.
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8. Types of Groups and Teams
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9. Types of Groups and Teams
• Formal Group
– A group that managers establish to achieve organization goals.
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10. Types of Groups and Teams
• Informal Group
– A group that managers or nonmanagerial employees form to
help achieve their own goals or to meet their own needs.
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11. The Types of Groups and Teams
Type of Team
Top-management
team
A group composed of the CEO, the president,
and the heads of the most important
departments
Research and
development team
A team whose members have the expertise
and experience needed to develop new
products
Command groups A group composed of subordinates who
report to the same supervisor, also called a
department or unit,
Task forces A committee of managers or nonmanagerial
employees from various departments or
divisions who meet to solve a specific,
mutual problem; also called an “ad hoc”
committee
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12. The Types of Groups and Teams
Type of Team
Self-managed work
team
A group of employees who supervise their
own activities and monitor the quality of the
goods and services they provide.
Virtual team A team whose members rarely or never meet
face to face and interact by using various
forms of information technology such as
email, computer networks, telephone,faxand
video conferences.
Friendship group An informal group composed of employees
who enjoy each other’s company and
socialize with each other.
Interest group An informal group composed of employees
seeking to achieve a common goal related to
their membership in an organization.
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13. Group Roles
• Group Roles
– The set of behaviors and tasks that a group member is expected to
perform because of his position in the group
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14. The Stages of Group Development
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15. Stages of Group Development
• Forming
– Group members get to know each other and reach common goals.
• Storming
– Group members disagree on direction and leadership. Managers need to
be sure the conflict stays focused.
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16. Stages of Group Development
• Norming
– Close ties and consensus begin to develop between group members.
• Performing
– The group begins to do its real work.
• Adjourning
– Only for task forces that are temporary.
– Note that these steps take time!
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17. Group Norms
• Group Norms
– Shared guidelines or rules for behavior that most group members follow
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18. Conformity and Deviance
• Members conform to norms to obtain rewards, imitate respected
members, and because they feel the behavior is right.
• Conformity and deviance must be balanced for high performance
from the group.
• Deviance allows for new ideas in the group.
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19. Balancing Conformity and Deviance in Groups
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20. Group Cohesiveness
• Group Cohesiveness
– The degree to which members are attracted to their group
• Three major consequences
– Level of participation
– Level of conformity to group norms
– Emphasis on group goal accomplishment
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21. Sources and Consequences of
Group Cohesiveness
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22. Factors Leading to Group Cohesiveness
Factor
Group Size Smaller groups allow for high cohesiveness;
Low cohesiveness groups with many
members can benefit from splitting into two
groups.
Effectively Managed
Diversity
Diverse groups often come up with better
solutions.
Group Identity Encouraging a group to adopt a unique
identity and engage in competition with
others can increase cohesiveness.
Success Cohesiveness increases with success;
finding ways for a group to have some small
successes increases cohesiveness.
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23. Managing Groups and Teams
for High Performance
• Motivating group members to achieve organizational goals:
– Members should benefit when the group performs well—rewards can be
monetary or in other forms such as special recognition.
– Individual compensation is a combination of both individual and group
performance.
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24. Managing Groups and Teams
for High Performance
• Social loafing
– The human tendency to put forth less effort in a group than
when they work alone
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25. Three Ways to Reduce Social Loafing
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26. PROMOTING EFFECTIVE
COMMUNICATION
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27. Communication and Management
• Communication
The sharing of information between two or more individuals or groups to reach a
common understanding.
• Importance of Good Communication
Increased efficiency in new technologies and skills
Improved quality of products and services
Increased responsiveness to customers
More innovation through communication
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28. The Communication Process
• Phases of the Communication Process:
– Transmission phase in which information is shared by two or more
people.
– Feedback phase in which a common
understanding is assured.
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29. The Communication Process
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30. The Communication Process
• Sender – person wishing to share information with some other
person
• Message – what information to communicate
• Encoding – sender translates the message into symbols or
language
• Noise – refers to anything that hampers any stage of the
communication process
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31. The Communication Process
• Receiver – person or group for which the message is intended
• Medium – pathway through which an encoded message is
transmitted to a receiver
• Decoding - critical point where the receiver interprets and tries to
make sense of the message
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32. The Communication Process
• Feedback phase is initiated by the receiver
• Receiver decides what message to send to the original sender
• Feedback eliminates misunderstandings, ensures that
messages are correctly interpreted
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33. Verbal & Nonverbal Communication
• Verbal Communication
– The encoding of messages into words, either written or spoken
• Nonverbal
– The encoding of messages by means of facial expressions, body language,
and styles of dress.
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34. The Role of Perception in Communication
• Perception
– process through which people select, organize, and interpret sensory input
to give meaning and
order to the world around them
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35. The Role of Perception in Communication
• Biases
– systematic tendencies to use information about others in ways that can
result in inaccurate perceptions
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36. The Role of Perception in Communication
• Stereotypes
– often inaccurate beliefs about the characteristics of particular groups of
people
– can interfere with the encoding and decoding of messages
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37. The Dangers of Ineffective Communication
• When managers and other members of an organization are
ineffective communicators, organizational performance suffers
and any competitive advantage the organization might have is
likely to be lost
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38. Information Richness and Communication Media
• Managers and their subordinates can become effective
communicators by:
Selecting an appropriate medium for each message—there is no one
“best” medium.
Considering information richness
• A medium with high richness can carry much more information to aid understanding.
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39. Information Richness of Communication Media
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40. Communication Media
• Face-to-Face
– Has highest information richness.
– Can take advantage of verbal and nonverbal signals.
– Provides for instant feedback.
– Management by wandering around takes advantage of this with informal
talks to workers.
– Video conferences provide much of this richness and reduce travel costs
and
meeting times.
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41. Communication Media
• Spoken Communication Electronically Transmitted
– Has the second highest information richness.
– Telephone conversations are information rich with tone of voice, sender’s
emphasis, and quick feedback, but provide no visual nonverbal cues.
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42. Communication Media
• Personally Addressed Written Communication
– Has a lower richness than the verbal forms of communication, but still is
directed at a given person.
– Personal addressing helps ensure receiver actually reads the message—
personal letters and e-mail are common forms.
– Does not provide instant feedback to the sender although sender may get
feedback later.
– Excellent media for complex messages requesting follow-up actions by
receiver.
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43. E-Mail Dos and Don’ts
• E-mail allows telecommuting employees to work from home and
keep in contact.
• The use of e-mail is growing rapidly and e-mail etiquette is
expected:
– Typing messages in all CAPITALS is seen as “screaming” at the receiver.
– Punctuate your messages for easy reading and don’t ramble on.
– Pay attention to spelling and treat the message like a written letter.
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44. Communication Media
• Impersonal Written Communication
– Has the lowest information richness.
– Good for messages to many receivers where little or feedback is expected
(e.g., newsletters, reports)
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45. Communication Networks
• Communication Networks
The pathways along which information flows in groups and teams and
throughout the organization.
Choice of communication network depends on:
• The nature of the group’s tasks
• The extent to which group members need to communicate with each other to achieve
group goals.
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46. Communication Networks in
Groups and Teams
Type of Network
Wheel Network Information flows to and from one central
member.
Chain Network Members communicate only with the people next
to them in the sequence.
Wheel and chain networks provide little interaction.
Circle Network Members communicate with others close to them
in terms of expertise, experience, and location.
All-Channel
Network
Networks found in teams with high levels of
communications between each member and all
others.
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47. Communication
Networks in
Groups and Teams
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48. Organization Communication Networks
• Organization Chart
– Summarizes the formal reporting channels in an organization.
– Communication in an organization flows through formal and informal
pathways
– Vertical communications flow up and down the corporate hierarchy.
– Horizontal communications flow between employees of the same level.
– Informal communications can span levels and departments—the
grapevine is an informal network carrying unofficial information
throughout the firm.
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49. Formal and Informal Communication
Networks in an Organization
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50. Technological Advances in Communication
• Internet
– Global system of computer networks used by many firms use it to
communicate with their suppliers.
• World Wide Web (WWW)
– Provides multimedia access to the Internet.
• Intranets
– A company-wide system of computer networks for information sharing by
employees inside the firm.
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51. Technological Advances in Communication
• Groupware
– Computer software that enables members of groups and teams to share
information with each other and improve communication.
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52. Barriers to Effective Communication
– Messages that are unclear, incomplete, difficult to understand
– Messages sent over the an inappropriate medium
– Messages with no provision for feedback
– Messages that are received but ignored
– Messages that are misunderstood
– Messages delivered through automated systems that lack the human
element
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53. Communication Skills for Managers
• Managers as Senders
– Send clear and complete messages.
– Encode messages in symbols the receiver understands.
– Select a medium appropriate for the message and, importantly, one that is
monitored by the receiver.
– Avoid filtering (holding back information) and distortion as the message passes
through other workers.
– Ensure a feedback mechanism is included in the message.
– Provide accurate information to avoid rumors.
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54. Communication Skills For Managers
• Managers as Receivers
– Pay attention to what is sent as a message.
– Be a good listener: don’t interrupt.
– Ask questions to clarify your understanding.
– Be empathetic: try to understand what the sender feels.
– Understand linguistic styles: different people speak differently.
– Speed, tone, pausing all impact communication.
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