Course Flashcards
a collection of people who
interact with one another, work
towards a common goal and
purpose and perceive
themselves as a group
Group
a group may exist in various
setting. It may form as a
Family, Research Study
Group, Sunday Basketball
Club, and other organization
that are characterized to
have a common goal.
Elements of Groups
Types of Groups
derived from positions
within an organization that assigned to
perform a certain tasks.
Formal Groups
composed of member
working together towards a common
goal.
Types of Formal Groups
○Task Groups
Types of Formal Groups
composed of
members who directly reports to a
certain supervisor or manager.
Command Groups
Types of Groups
it emerges overtime and
serves as an outgrowth of formal groups.
Informal Groups
Types of Informal Groups
formed a
number of individuals together due
to some similarities with regards to
their age, ethnicity, or political
background
Friendship Groups
formed due to a
certain topic of interest common
to various members.
Informal Groups
Interest Groups
a believed from each
member that their composition is enough to
perform and accomplish a task.
Effective Groups
Team Efficacy
task significance and identity
should be known and perceived as to have
high intrinsic motivation.
Effective Groups
Job Design
with clearly defined goals
and roles, a group will be more effective and
functional.
Effective Groups
Interdependence
members should be
sensitive enough to perceive their righteous
role and relationships with each other.
Effective Groups
Emotional Intelligence –
members should be
mixed well with different expertise and with
an adequate size not too small and not too
big.
Effective Groups
Right Mix and Size
members should also
consider support systems such as advisers,
and coaches to help them achieve their
goals.
Effective Groups
Support for the Group
member’s knowledge about
the task, co-workers and the environment.
Effective Groups
Familiarity
through positive
interaction members of a certain group
may be more efficient and effective
processes for the task.
Effective Groups
Effective Processes
the strength of
bonds between members of the group
may also influence their efficiency.
Cohesion may serve as a bond, sense of
belongingness, a reason for attraction and
as a reason to work as a team.
Effective Groups
Group Cohesiveness
people needs to work close to each other in to form
groups easily.
Reasons for Forming Groups – people form
groups to satisfy a variety of needs and
interests.
Proximity
solving a problem by group is more efficient than doing
everything alone.
Reasons for Forming Groups – people form
groups to satisfy a variety of needs and
interests.
Goals
groups may also grant each member some
economic benefits.
Reasons for Forming Groups – people form
groups to satisfy a variety of needs and
interests.
Economics
groups may satisfy social and belongingness
needs.
Reasons for Forming Groups – people form
groups to satisfy a variety of needs and
interests.
Satisfaction
similarities in perception, interests, attitudes and
motivation may lead people to form a group.
Reasons for Forming Groups – people form
groups to satisfy a variety of needs and
interests.
Attractions
described to be a special
type of group where members have
these complementary skills to help
out each other in performing a
certain task and accomplish it
towards a common goal. Unlike
groups which authority revolves in a
certain individual tasked to
supervise it, teams shares the
leadership roles and they have this
mutual accountability with each
other.
Team
is a collection of
people who interacts with
each other very closely
together sharing commitment
to accomplish objectives
towards a common goal.
Work Teams
composed of people
from the same hierarchical level but from different
work areas who comes together to accomplish a
task.
Types of Teams
Cross Functional Teams –
composed of 5-12 people
from a similar department or organization that
meets in order to discuss ways to improve work
efficacy, output quality and better work
environment.
Types of Teams
Problem Solving Teams
empowered to make
decisions about work schedules, task allocation,
training needs, selection and recruitment of new
members.
Types of Teams
Self-Managed Work Teams
teams that are
assisted by computer technology
to accommodate problems about
distance and availability in order to
achieve a goal.
Types of Teams
Virtual Teams
a group of specialists
went together to perform their
own unique roles to perform a
certain task.
Types of Teams
Crews
make sure that every
team member must have sufficient skills
and experience to do their tasks.
Effective Teams
Team Members –
team size should always be
considered for a larger tam makes them
harder to manage. As much as possible
team size must be kept small as possible.
Effective Teams
Team Size
make sure the each member
is sensitive enough to know and feel that
he is doing a critical role towards the
team’s common goal.
Effective Teams
Sensitivity
members must be free enough
to develop his own work procedures.
Effective Teams
Free Will
members must
have their own sense of accountability.
Effective Teams
Sense of Accountability
Autocratic (A1), Autocratic (A2), Consultative (C1), Consultative (C2), Collaborative (G2)
Decision-Making Strategies using
the Vroom-Yetton Model
an effective team or
group usually runs through different
stages of development.
Stages of Group Dynamics and Team
Development
the first stage team development that is characterized by
dependence. Groups members only relies on safe, patterned, behavior
and look to the group leader for guidance and direction. The major
task of the group during this stage is all about orientation, members
should be oriented to the tasks and as well as to one another.
Forming
the following stage where members is characterized by
competition and conflict. As the group attempt to finally address tasks
towards their goal, personal and tasks related conflicts began to
erupt. In order to move to the next stage members should transform
from testing-and-proving mentality into a problem-solving mentality.
Storming
during this stage interpersonal relation within the group is
characterized by cohesion. They can now acknowledge everyone’s
contribution and began to build trust towards the other members of
the team. The major drawback on this stage is the member’s fear to
dissolve and resist change even after the accomplishment of the task.
Norming
group members are now
interdependent to each other. Their role adjusts
to the changing needs of the group. They are
now all task and people-oriented. Unity is built
during this stage, where identity is complete and
individual morale is high with an intense group
loyalty.
Performing
involves the termination of task
behaviors and disengagement from relationships.
The termination of group is a regressive
movement from giving up control to giving up
inclusion in the group.
Adjourning
Action oriented roles - Shaper, implementer, completer finisher/ People oriented roles- co-ordinator, teamworker, resource investigator / Cerebral roles- plant, monitor evaluator, specialist
Different Roles within a Group – Belbin (1981) identified
different roles within a certain group or team:
• Challenging, dynamic, thrives on pressure
• The drive and courage to overcome obstacles
Weakness: Prone to provocation
Offends people’s feelings
Action oriented roles
Shaper
Disciplined, reliable, conservative and efficient
Turns ideas into practical actions
Weakness: Somewhat inflexible
Slow to respond to new possbilities
Action oriented roles
Implementer ( company worker )
Painstaking, conscientious, anxious
Searches out errors and omissions
Delivers on time
W: - Inclined to wory unduly
-Reluctant to delegate
Action oriented roles
Completer finisher
Mature, confident, a good chairperson
Clarifes goals. promote s deision-maing.
delegates well
W: Can o fen be seen as manipulative
offloads personal work
People oriented roles
Co-ordinator (chairman)
Co-operative, mild. peroeptive and diplormatic
Listens, builds, averts ticion
W: - Indecisie in crunch situations
People oriented role
Teamworker
. Extrovert, enthusiastic, communioatie
•Explores opportunities
Develops contacts
W: • Over- optimistic
Loses interest once initial enthusiasm has
passed
People oriented roles
Resource investigator
Creative, imaginative, unorthodox
Solves difficult problems
W: •lgnores incid entals
Too pre-occupied to communicate effectively
Cerebral roles
Plant
Sober, strategic and discerning
Sees all options
•Judges acourately
W: • Lacks drive and ability to inspire others
Cerebral roles
Monitor evaluator
Single-minded, selfstaring, dedicated
Provides knowledge and skills in rare supply
W: Contributes only on a narrow front
Dwells on technicalities
Cerebral roles
Specialist
Ray and Bronstein described three types
of conflicts that usually exist in a system,
organization, or groups
Conflicts within a Team
or Group
described three types
of conflicts that usually exist in a system,
organization, or groups
Ray and Bronstein
Humans are assigned to monitor
and control employee behavior in order to ensure that the
tasked is being performed. It is based on the assumption
that people cannot be trusted to do their job and it
requires someone to watch over it every time.
System Vs. Personality
You use the information that you already have to make the
decision, without requiring any further input from your team.
Autocratic (A1)
You consult your team to obtain specific information that you need,
and then you make the final decision.
Autocratic (A2):
You inform your team of the situation and ask for members’
opinions individually, but you don’t bring the group together for a discussion. You
make the final decision.
Consultative (C1):
You get your team together for a group discussion about the
issue and to seek their suggestions, but you still make the final decision by yourself.
Consultative (C2)
You work with your team to reach a group consensus. Your role
is mostly facilitative, and you help team members to reach a decision that they all
agree on.
Collaborative (G2)
conflicts within the system
itself.
System Conflicts
basically based on personal
dysfunctions.
Personality Conflicts
must carefully identify system
conflicts and personal conflicts for if they misdiagnose
these conflicts their decision may intervene in an
inappropriate way.
Supervisors and managers
two types of system
conflicts.
Endemic and Symbiotic System Conflicts
a conflict that is rooted to the
interaction and work flow conflict between two groups of
people.
Endemic System Conflicts –
conflicts between groups that
usually serve each other and cannot live without the other
operating.
Symbiotic System Conflicts
may sometimes set
priorities, give job assignments, allocate resources,
interrupt and change assignments without consulting the
employees, which may develop problems within the
subordinate ranks.
Manager’s Characteristics
when members of teams or groups
drops out temporarily or permanently due to various reasons.
Changing Membership
the tendency of an individual to expend less
effort when working with a group than working individually.
Members prefer to see other members step up and carry most
workload.
Social Loafing –
a phenomenon where different team or group
members conforms to the group to maintain harmony that
would most likely to result in an irrational and dysfunctional
decision.
Group Think -
a phenomenon where people’s decision
and opinions of people in a group setting become more extreme
than their actual, privately held beliefs
Group polarization
members should
interact with each other in order to
discuss encountered conflicts and
provide solutions.
Interacting Groups –
a technique where all
members are gathered to come up and
share their ideas without any judgment
of criticism. This technique generates as
many ideas as possible where members
are asked to be creative and imaginative.
Brain Storming
a technique that involves
problem identification, solution generation, and
decision making. Its purpose is to make a decision
quickly, as by a vote, but want everyone’s opinions
taken into account.Every member should give their
view of the solution, with a short explanation. Then,
duplicate solutions are eliminated from the list of all
solutions, and the members proceed to rank the
eliminated solutions.
Nominal Group Technique
a technique usually done through
mails or emails where ideas were presented to the
different members of the team and each of them also
gives their feedbacks through mails or emails. This is
done in order to avoid physical conflicts and problems
within the different members.
Delphi Technique
interactions and meetings done
through the help of computers and technology
Electronic Meeting
a process of social
influence in which one
person can enlist the aid
and support of others in
the accomplishment of a
common task
LEADERSHIP
assumes that the
capacity for leadership is inherent – that
great leaders are born, not made.
GREAT MAN THEORY
aassumes that people
inherit certain qualities and traits that
make them better suited to leadership
TRAIT THEORY
focuses on
particular variables related to the
environment that may determine which
particular leadership style is best suited to
the situation
CONTINGENCY THEORY
leaders choose
the best course of action based upon
situational variables
SITUATIONAL THEORY
focuses on the
actions of leaders not on mental qualities
or internal states. According to this
theory, people can learn to become
leaders through teaching and observation.
BEHAVIORAL THEORY
suggests that the
ideal leadership style is one that takes the
input of others into account
PARTICIPATIVE THEORY
focuses on the
role of supervision, organization and
group performance
TRANSACTIONAL THEORY
focus upon the
connections formed between leaders and
followers
RELATIONSHIP THEORY
