Teamwork In Organizations

1
Human Relations
Working in Groups
2
What is a Group?
Human Relations

• A unit of two or more people.
• Members interacting and coordinating their work.
• Members accomplishing a performance goals.

3
Benefits of Groups
Human Relations

• Level of Effort groups often unleash enormous
  energy and creativity.
• Satisfaction of Members groups reduce boredom
  and often increase peoples feelings of dignity
  and self-worth.
• Expanded Knowledge and Skills groups gain the
  intellectual resources of several members.

4
Group EffectivenessBased on Two Outcomes
Human Relations
Productive Output
Personal Satisfaction
1
2
5
Formal Work Groups
Human Relations

• Vertical
• Composed of manager and subordinates in a formal
  chain of command.
• Sometimes called a functional team.
• May include three or four levels.

6
Formal Work Groups
Human Relations

• Horizontal
• Drawn from several departments
• Given a specific task
• May be disbanded after the task assignment is
  complete
• Two most common types of teams are
• Tasks forces
• Committees

7
Task Force Committee Advantages
Human Relations

• Allow for exchange of information.
• Generate suggestions for coordinating units that
  are represented.
• Development of new ideas and solutions for
  existing problems.
• Assist in the development of new practices and
  policies.

8
Work Group Characteristics
Two things to be aware of

• Size--
• Ideal size is thought to be 7.
• Variations of from 5 to 12 typically are
  associated with good team performance.
• Small teams (2-4 members) show more agreement,
  ask more questions.
• Large teams (12 or more) tend to have more
  disagreements.
• Member Roles--
• Task specialist role spend time and energy
  helping the team reach its goal.
• Socio-emotional role support team members
  emotional needs.

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Group Member Roles

• Task Specialist Role
• Focuses on task accomplishment
• over human needs.
• Important role, but if adopted by everyone,
  teams social needs wont be met.

• Dual Role
• Focuses on task and people.
• May be a team leader.
• Important role, but not essential if members
  adopt task specialist and socioemotional roles.

• Socioemotional Role
• Focuses on people needs of
• team over task.
• Important role, but if adopted by everyone,
  teams tasks wont be accomplished.

• Nonparticipator Role
• Contributes little to either task or
• people needs of team.
• Not an important role-if adopted by too many
  members, team will disband.

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Five Stages of Team Development
1
Forming Orientation, break the ice Leader
Facilitate social interchanges
Storming Conflict, disagreement Leader
Encourage participation
2
3
Norming Establishment of order and cohesion
Leader Help clarify team roles, norms, values
4
Performing Cooperation, problem solving Leader
Facilitate task accomplishment
5
Adjourning Task completion Leader Bring
closure, signify completion
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Rules of Goose, orHow to Lead

• There are four rules of being a good goose
• Flocks of geese fly in a "V" formation because it
  is the most aerodynamically efficient formation
  for the flock as a whole. The beat of the
  leader's wings creates a pressure wave to either
  side, which the two following geese ride like
  surfers, and with a beat of their own wings, they
  add a little more energy to the wave and pass it
  on to the goose behind.
• 2) When a goose moves out of formation, it
  immediately senses the loss of efficiency for the
  group and adjusts.
• 3) There is no real leader. When the lead goose
  gets tired, it drops back and another goose which
  is rested steps up to the more demanding
  position.
• 4) Geese constantly encourage the leader and each
  other while in flight. When geese honk, they are
  not saying hurry up, or get out of my way!
  Instead they are saying, "We are right behind
  you, and we appreciate the fine job you are
  doing."

12
Determinants ofGroup Cohesiveness
Human Relations

• Group interaction the more time spent together,
  the more cohesive the group.
• Shared goals if members agree on goals, the
  group will be more cohesive.
• Personal attraction to the group similar
  attitudes and values, and enjoy being together.

13
Causes of Group Conflict

• Scarce Resources include money, information, and
  supplies.

• Jurisdictional Ambiguities conflicts emerge when
  job boundaries and responsibilities are unclear.

• Communication Breakdown poor communications
  result in misperceptions and misunderstandings of
  other people and teams.

• Personality Clashes personality clashes are
  caused by basic differences in personality,
  values, and attitudes.

• Power and Status Differences occur when one
  party has disputable influence over another.

• Goal Differences conflict often occurs simply
  because people are pursuing conflicting goals.

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A Model of Styles to Handle Conflict
Assertive
Competing
Collaborating
Assertiveness (Attempting to Satisfy ones
own concerns)
Compromising
Avoiding
Accommodating
Unassertive
Uncooperative
Cooperative
Cooperativeness (Attempting to satisfy the
other partys concerns)
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Facilitating Communications
Human Relations

• Focus on facts
• Develop multiple alternatives
• Maintain a balance of power
• Never force a consensus

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Potential Cost of Groups
Human Relations

• Free Riding team members who attains benefits
  from group membership but do not do a
  proportionate share.
• Coordination Cost time and energy required to
  coordinate the activities.

17
Avoiding Groupthink
Human Relations

• Ask all members to participate, especially if
  they have different views than those being
  adopted.
• Welcome all ideas. There are no dumb ideas!
• Ask one member to play devils advocate.