Group vs Teams-Final

8/8/2019 Group vs Teams-Final

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Group DecisionGroup Decision- -Making TechniquesMaking Techniques

Interacting GroupsT ypical groups, in which the members interact with eachother face-to-face.

Nominal Group Technique

A group decision-making method in which individual membersmeet face-to-face to pool their judgments in a systematic butindependent fashion.they are presented with a problem. T hey writeideas on it independently then each member share ideas one by oneuntil all ideas have been presented. no discussion starts until allideas have been presented



Group DecisionGroup Decision- -Making TechniquesMaking Techniques

Electronic Meeting

A meeting in which members interact on computers,allowing for anonymity (secrecy) of comments andaggregation of votes.

BrainstormingAn idea-generation process that specifically encouragesany and all alternatives, while withholding any criticismof those alternatives.



C onflict managementC onflict managementConflictConflictPerceived incompatible differences that resultPerceived incompatible differences that result

in interference or oppositionin interference or oppositionT raditional viewT raditional viewAll conflict is bad & must be avoidedAll conflict is bad & must be avoided

Interactionist viewInteractionist viewView that some conflict is necessary for aView that some conflict is necessary for agroup to perform effectivelygroup to perform effectively



Types of conflictTypes of conflictF unctional conflictsF unctional conflicts

Conflict that supports a group¶s goal & improve its performanceConflict that supports a group¶s goal & improve its performanceDysfunctional conflictsDysfunctional conflicts

Conflict that prevents a group from achieving its goalsConflict that prevents a group from achieving its goalsT ask conflictT ask conflict

Over contents & goals of the work Over contents & goals of the work Relationship conflictRelationship conflict

Based on interpersonal relationshipsBased on interpersonal relationshipsProcess conflictProcess conflict

Conflict over how works get doneConflict over how works get done



C onflict resolution techniquesC onflict resolution techniques

AvoidingAvoidingResolving conflict by withdrawing from or suppressing themResolving conflict by withdrawing from or suppressing them

AccomodatingAccomodating

Resolving conflict by placing another¶s needs & concerns above your ownResolving conflict by placing another¶s needs & concerns above your ownCompromisingCompromisingResolving conflict by each party giving up something of valueResolving conflict by each party giving up something of value

CollaboratingCollaboratingResolving conflict by seeking an advantageous solution for all partiesResolving conflict by seeking an advantageous solution for all parties

F orcingF orcingResolving conflict by satisfying one¶s own needs at the expense of another¶sResolving conflict by satisfying one¶s own needs at the expense of another¶s



TEAMSTEAMSTEAM Stands for«.TEAM Stands for«.

´ ´ T T ogether ogether E E veryone to veryone to

A A chieve chieve M M ore«µ ore«µ



What is Team?What is Team?B

riefly, Team can be defined as:B

riefly, Team can be defined as:small group with complementary skills whohold themselves mutually accountable for common purpose.

B enefit of Team Formation:B enefit of Team Formation:

Teams are more flexible and responsive toTeams are more flexible and responsive tochanges.changes.

Teams facilitate employee involvement.Teams facilitate employee involvement.Teams are an effective way to democratize andTeams are an effective way to democratize andincrease motivation.increase motivation.

Team increase performance.Team increase performance.



R equirements for Team



General Advice for Team B uilding:Be patient and kind with your team.

Fix the problem instead of blamingpeople.

Establish regular, effective meetings.

Limit the size of work teams to three toseven members.

Nurtures team members and encouragethem to help each other .



Team Versus Group: What¶s theTeam Versus Group: What¶s theDifferenceDifference

Work Group

A group that interacts primarily toshare information and to make

decisions to help each groupmember perform within his or her area of responsibility.

Work Team

A group whose individual effortsresult in a performance that isgreater than the sum of the

individual inputs.



C omparing Groups and TeamsC omparing Groups and Teams

Group TeamGoal Share information C ollective performance

Synergy Neutral (can benegative)

Positive synergy

Account-ability

Individual Individual & mutual

Ownership Not ownership All member feel sense of ownership

C reativity C reativity notencouraged

Each is ready to bringcreativity

Skills Same & varied C omplementary skill



categories of teamscategories of teams

Purpose teamsPurpose teams e.g. product development,e.g. product development, problem solving problem solving

StructureStructuresupervised v/s self supervised v/s self- -managedmanaged

M embershipM embershipF unctional v/s crossF unctional v/s cross- -functionalfunctionalDurationDurationPermanent v/s temporaryPermanent v/s temporary



Types of TeamsTypes of TeamsProblem-Solving Teams

G roups of 5 to 12 employees from thesame department who meet for a few hourseach week to discuss ways of improvingquality, efficiency, and the work environment.

Self-Managed W ork Teams

G roups of 10 to 15 people who take onthe responsibilities of their former supervisors.



Types of Teams (cont¶d)Types of Teams (cont¶d)

Task forces

C ommittees

C ross-Functional Teams

E mployees from about the same hierarchical level, butfrom different work areas, who come together to

accomplish a task.



Types of Teams (cont¶dTypes of Teams (cont¶d ))Virtual Teams

T eams that use computer technology to tie together

physically dispersed members inorder to achieve a common goal.



A TeamA Team- -EffectivenessEffectiveness

ModelModel



C reating Effective TeamsC reating Effective Teams



C reating Effective Teams (cont¶d)C reating Effective Teams (cont¶d)



K ey Roles of TeamsK ey Roles of Teams









Effects of Group ProcessesEffects of Group Processes

+

=



C reating Effective Teams: DiversityC reating Effective Teams: DiversityGroup Demography

T he degree to which members of a group share a commondemographic attribute, such as age, sex, race, educationallevel, or length of service in the organization, and theimpact of this attribute on turnover.

C ohorts

Individuals who, as part of agroup, hold a common attribute.



Turning Individuals Into Team PlayersTurning Individuals Into Team Players

The C hallengesThe C hallengesOvercoming individual resistance to team membership. so that individualOvercoming individual resistance to team membership. so that individualconsider himself to be a part of team not as an individual onlyconsider himself to be a part of team not as an individual only

Countering the influence of individualistic cultures.Countering the influence of individualistic cultures.

Introducing teams in an organization that has historically valued individualIntroducing teams in an organization that has historically valued individualachievement.achievement.

Shaping Team PlayersShaping Team Players

Selecting employees who can fulfill their team roles.Selecting employees who can fulfill their team roles.

T raining employees to become team players.T raining employees to become team players.

Reworking the reward system to encourage cooperative efforts whileReworking the reward system to encourage cooperative efforts whilecontinuing to recognize individual contributions.continuing to recognize individual contributions.



Teams and Quality ManagementTeams and Quality Management

Team Effectiveness and Quality Management RequiresTeam Effectiveness and Quality Management RequiresThat Teams:That Teams:

1.1. Are small enough to be efficient and effective.Are small enough to be efficient and effective.

2.2. Are properly trained in required skills.Are properly trained in required skills.

3.3. Allocated enough time to work on problems.Allocated enough time to work on problems.

4.4. Are given authority to resolve problems and takeAre given authority to resolve problems and take

corrective action.corrective action.5.5. Have a designated ³champion´ to call on when needed.Have a designated ³champion´ to call on when needed.



Beware: Teams Aren¶t Always the AnswerBeware: Teams Aren¶t Always the Answer

Three tests to see if a team fits the situation:Three tests to see if a team fits the situation:

Is the work complex and is there a need for differentIs the work complex and is there a need for different perspectives? diversity of opinion) perspectives? diversity of opinion)

Does the work create a common purpose or set of goals for Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for the group that is larger than the aggregate of the goals for individuals?(synergy)individuals?(synergy)

Are members of the group involved in interdependentAre members of the group involved in interdependenttasks?tasks?



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Group vs Teams-Final