Foundation of groups How groups are opreating

2. BY
•Malik Saeed Akhtar
•Muhammad Ali Niazi
•Syed Waqar Hussain Shah

3.  Foundations of work groups
 Work-group inputs
 Work-group processes
 Work-group outcomes

7. Relaxed, comfortable, informal atmosphere
Task well understood & accepted
People express feelings & ideas
Members listen well & participate
Group aware of its operation & function
Clear assignments made & accepted

8. Groups
and
Teams
Can...
Enhance
Performance
Increase
Innovation
Increase
Motivation
& Satisfaction
Gaining a
Competitive
Advantage

10. Types of work groups:
 Formal
- Group officially created by an organization
for a specific purpose.
 Informal
- Group established by employees (not the
organisation) to serve members’ interests or
social needs.

11. Work
groups
Formal
groups
Informal
groups
Command or
functional
groups
Task groups
Interest
groups
Friendship
groups
Permanent
task groups
Temporary
task groups

12. Groups officially created by an organization
for a specific purpose.
 Command or functional groups
A manager and all their subordinates
 Task groups
Permanent (eg. Standing Committee)
Temporary (eg. Project team)

13. The StandingTask group are formed by
subordinates reporting directly to the particular
manager and are determined by the formal
organizational chart. E.g. an assistant regional
transport officer and his two transport
supervisors form a command group.

14. The task groups are composed of people who work
together to perform a task but involve a cross-
command relationship. Its boundaries are not
located within its immediate hierarchical superior.
E.g. for finding out who was responsible for causing
wrong medication order would require between
ward in charge, senior sisters and head nurse.

15. Groups established by employees (not the
organisation) to serve members’ interests or
social needs.
 Interest groups
 Friendship groups

16.  The interest group involves people who
come together to accomplish a particular
goal with which they are concerned .Office
employees joining hands to go to vacation
or get vacation schedule changed form an
interest group .

17.  The friendship group are formed by people
having one or more common features .The
people coming from a same college ,martial
status, political views or having same
language to speak belong to a friendship
group.

18.  Problem-Solving Teams
◦ A team from the same department or functional
area that’s involved in efforts to improve work
activities or to solve specific problems
 Self-Managed Work Team
◦ A type of work team that operates without a
manager and is responsible for a complete work
process or segment

19.  Cross-Functional Team
◦ A type of team with a mix of specialists from
various organizational areas who are focused on a
common objective.
 Virtual Team
◦ A type of work team that uses technology to link
physically dispersed members in order to achieve a
common goal.
◦ Academic researchers often work on virtual teams
with their colleagues at others institutes.

20. Inputs
Group composition
Member roles
Group size
Processes
Group norms
Cohesiveness
Development
Outcomes
Performance
Satisfaction
Compatibility

21. Work group composition
Two selection factors:
 Member characteristics:
Task-relevant skills
Appropriate interpersonal skills
Contribution to group diversity
 Attraction to the group:
Identification of reason for wanting to join
group as being appropriate to group task

22. Member roles
Group-task
roles
◦ Initiator-
contributor
◦ Information
seeker
◦ Information
giver
◦ Coordinator
Role.
Set of behaviors a group member is
expected to perform because of
their position in the group.
In cross-functional teams, members
perform roles in their specialty.
Self-managed teams may assign
the roles to members themselves.

23. Member roles (cont’d)
Group maintenance roles
(help encourage unity, good interpersonal
relations)
◦ Encourager
◦ Standard setter
◦ Group observer
◦ Follower

24. Member roles (cont.)
Self-oriented roles (harmful to
group)
◦ Aggressor
◦ Blocker
◦ Recognition seeker
◦ Dominator

25. Group size.
Its affects how a group performs.
 Normally, keep group small (2 to
9 members).
 Small groups interact better and
tend to be more motivated.
 Use large groups when more
resources are needed.
 Division of labor is possible with
large group.

26. As group members work, some energy
goes into group development and
operations. This is diverted from the
task, and is known as process loss, as
it is lost energy which could have been
devoted to the task.

27. Positive synergy.
Force resulting when combined gains are
greater than group-process losses
(the whole is greater than the sum of its parts)
Negative synergy.
Force resulting when group-process losses are
greater than gains achieved from combining
the forces of the group
(you could have done the job better or faster
yourself)

28. Group norms.
The standards (degrees of acceptability and
unacceptability) for conduct that help individuals
judge what is right or good or bad in a given
social setting.
 Are culturally derived and vary from one culture to
another.
 Are usually unwritten, yet have a strong influence on
individual behavior.

29. Group cohesiveness.
Degree to which members are attracted to a
group, are motivated to remain in it, and are
mutually influenced by one another.
Can be in helpful if group norms are in line
with organisational goals.

30. Determinants of group cohesiveness:
- Similar attitudes and values
- Mutual understandings
- Major successes

31. Group development.
 Forming stage.
The first stage of group development in which people
join the group and then define the group’s purpose,
structure, leadership and reach common goals.
 Storming stage.
The second stage of group development, where there
is a conflict between team members' natural working
styles. People may work in different ways for all sorts
of reasons but, if differing working styles cause
unforeseen problems, they may become frustrated.
This is the stage where many teams fail.

32. Group development.
 Norming stage.
The third stage of group development, when people start to resolve their
differences, appreciate colleagues' strengths, and respect your authority as a
leader. People develop a stronger commitment to the team goal, and you
start to see good progress towards it.
 Performing Stage.
The fourth stage of group development, when the group is fully functional and
works on the group task
 Adjourning Stage.
The final stage of group development for temporary groups, during which
groups prepare to disband

33. Performing
Adjourning
Norming
Storming
Forming
Note that these steps
take time!

34. OUTCOMES
Performance
Satisfaction
Compatibility