TEAMS AND GROUPS

AREAS COVERD

Theories of Groups and Teams

Stages of Group development

Informal Group Dynamics

Group Needs

Teams in Modern Work Place

Leader’s Responsibility

Teams in the Military

THEORATICAL FRAMEWORKSGROUP DYNAMICS

Kurt Leving – 1890 – 1947

STAGES OF GROUP DEVELOPMENT

Bruce W. Tuckman

TASK & GROUP MAINTENANCE FUNCIONS

Kenneth D. Benne & Paul Sheats – 1948

GROUP NEEDS

John Adair

• FORMING

• STORMING

• NORMING

• PERFORMING

•ADJOURNING

FORMINGDesire to be accepted by others

Avoid conflict or controversy

Serious issues and feelings are avoided

Get busy with team routines such as team organization

Gather information and impressions about each other

And about the scope of the task and how to approach it

Comfortable stage to be in

STORMING

• As important issues are addressed minor confrontations

occur

• These may relate to the work, roles and responsibilities

• Some will consider it is good to attend to the real issues

• Others will wish to remain in the comfort of stage 1

• In most organizations the conflict will be suppressed

• However, it will remain below the surface

NORMING

“Rules of Engagement” of the group get established

Scope of the groups tasks are clear and agreed

Individuals understand each other better

They feel part of a cohesive group

Will resist any outside pressure to break up the group

PERFORMING

Characterized by a state of interdependence and

flexibility

Trust and understanding with each other is high

Roles and responsibilities change according to the

requirement in a seamless way

Group identity , morale and loyalty are high

All energy directed towards the task in hand

ADJOURNING

Task completion and disengagement

Individuals feel pride for what they achieved

Members also feel a sense of loss

INFORMAL GROUP DYNAMICS

Informal Groups form because people have

needs that extend beyond the work itself

Informal groups develop to fill certain emotional,

social, and psychological needs.

NEEDS MET BY INFORMAL GROUPS

Sense of belonging

Identity and self esteem

Stress reduction

All for one and one for all

GROUP TASK ROLESInitiatorInformation seekerOpinion seeker’Information giverOpinion giverElaboratorCo-coordinatorOrienterEvaluator-criticEnergiser

Procedural TechnicianRecorder

GROUP BUILDING & MAINTENANCE ROLES

Encourager

Harmoniser

Compromiser

Gatekeeper- expediter

Standard setter

Group observer – commentator

Follower

INDIVIDUAL ROLES

• Aggressor

• Blocker

• Recognition seeker

• Self-confessor

• Playboy

• Dominator

• Help-seeker

• Special interest pleader

GROUP NEEDS

TASK NEEDS

Need to accomplish something

Uncompleted task – tension in the team

Urge to complete the task

GROUP NEEDS

Need to develop & maintain working

relationships

Also called Maintenance Needs

Refers primary to people

How they relate to each other

Maintenance is frequently neglected

INDIVIDUAL NEEDS

People bring individual need into groups

People join groups not only to do a task

But also to satisfy their individual needs

Maslow's hierarchy of needs

Group tend to be effective when these needs are

met along with the Group Task & Maintenance

Needs

POINTS TO PONDER

Always bear in mind the 3 circles model

It is a sketch map of working group life

When a group bogs down look for a needed but a

missing function

Then perform it or get some one else to perform it

Through training y you can learn to perform

skillfully a wide variety of useful member functions

TEAMS IN MODERN WORK PLACE

Teams are becoming increasingly popular. Prevalence and type of teams among Fortune 1000 companies are :

PROJECT TEAMS

Diverse set of employees working together for a specific

period

PARALLEL TEAMS Problem solving or quality teams working parallel to the

regular organization

PERMANENT WORK TEAMS Self contained work units responsible for manufacturing or services

CROSS FUNCTIONAL TEAMS

Teams made up of individuals from various

departments or functional specialties

5 STEPS for success of CFTs

Choose members carefully

Clear purpose for establishing

All members understand the working of CFT

Intensive team building up front

Achieve noticeable results

VIRTUAL TEAMS

Use advanced information technology

Knowledge based tasks performed from remote

locations

Key for effective use: SYNCHRONOUS

TECHNOLOGIES

Effective due to being :

Flexible

Driven by information and skills rather than time and location

SELF MANAGED TEAMS

Empowered to hire , organize , and purchase

equipment without management direct approval

Increased:

Job satisfaction

Customer service

Team commitment

Research indicates greater productivity

LEADERS CORE RESPONSIBILITY

TEAM WORK IN THE MILITARY

OPERATION WADAMARACHCHI

QUALITIES OF A MILITARY TEAM

Courage

Training

Leadership

Tactics, techniques and procedures (SOPs)

Enjoy what you do

Selflessness

Ultimate sacrifice

THANK YOU