single reflective journal entry drawing on theory and concepts relating to groups and teams.

What are groups? Two or more individuals: Interacting and independent Work together to achieve particular.obiectixzes: Performance is isolated to each group members responsibility; Formal groups: defined by organizational structure: Informal groups: naturally form to satisfy need for social contact. What are teams? - All teams are groups but not all groups are teams: - Generates positive synergy through coordinated effort: - Individual performance results in a level of performance greater than the sum of individual outputs. Stages of group development Groups might regress back to an earlier stage of development W Adjournlng Stages of group development forming stage performing stage The first stage in group The fourth stage in group development, characterized development, when the by much uncertainty. norming stage group is fully functional. The third stage in group development, characterized adjourning stage storming stage by close relationships and The final stage in group The second stage in group cohesiveness. development for temporary development, characterized groups, characterized by by intragroup conflict. concern with wrapping up activities rather than task A good example of this is University group assignments! performance.Group properties: roles \"A set of expected behaviour patterns attributed to someone occupying a given position in a social unit." (Robbins et al., 2019, p. 199). 0 Could be defined by the psychological contract between employers and employees Role perception Role expectations Role conflict Role-play l What might happen when expectations are not met? Group properties: norms o Norms can cover any aspects of group behaviour these are standards of acceptable behaviour that members should comply to o Norms develop through: 0 Initial team experiences a Critical events in team's history 0 Experience/values members bring to the team -) This can result in conformity which can have varying results Group properties: cohesiveness - The degree of attraction people feel toward the team, their pride in team accomplishments and their commitment to team goals. - Cohesiveness experienced as a positive emotion - Influences motivation to remain members - Better relationships among cohesive team members - More cooperation and better conflict handling in cohesive teams Group properties: cohesiveness What is the link with performance? The relationship between team cohesiveness and task performance depends on the extent that team norms are consistent with organisational goals. Group cohesiveness Group properties: cohesiveness How can a manager encourage group cohesiveness? Increase status Increase time and spent together membership accessibility Encouragement agreement with group goals Make the group smaller Stimulate Give group competition rather than Physically isolate with other individual the group groups rewards Group properties: status, size and dynamics, and diversity '7, a 'v Size and dynamics ' - Size can impact productivity and idea generation - Social loafing can occur when group versity Can increase conflict in the early stages of group formation Complex Can result in surface level perceptions or deep-level perceptions Status members are free The power of one riding or perceive member over others others to be free riding The ability of a Work ethic plays an member to contribute important role here to group goals Personal characteristics of an individual GroupThink and aroupshi GroupThink: Tendency in highly cohesive and overconfidenT Teams To value consensus aT The price of decision qualiTy Groupshif'l: Tendency for groups To shifT individual member decisions Toward exTremes - ShifT amplifies individual preferences for risk ' More Teams shifT Toward high risk Summary of groups 0 Norms control group behaviour by establishing standards of right and wrong 0 Status can create inequities leading to productivity and willingness challenges 0 Size can impact the overall performance of a group D Cohesiveness can impact upon productivity 0 Diversity is a contested topic in group theory some suggest it's helpful, others suggest it can be detrimental to progress 0 Role conflict is a result of tension and dissatisfaction o Groupthink occurs in seemingly strong groups where they perceive a collective threat to their positive image \fTypes of teams Problem-solving (5-12 members) Self-managed (10-15 members) . Same department . Members have related jobs and supervisory . Meet regularly responsibilities . Address quality, efficiency, the work . Planning, scheduling, assigning tasks, environment operating decisions . No authority to implement decisions . Conflict and power struggles, gender pay unilaterally gap . Higher satisfaction, offset by absenteeism and turnover Examples: Facebook, GoogleTypes of teams Cross-functional 0 Similar hierarchical level but different work areas a Require a high degree of trust a Can take time to establish positive working relationships 'l' .. ll Virtual 0 Remote work through technology channels 0 Shared leadership could enhance overall performance 0 Established trust, monitored progress, and shared results are essential Context Team . Adequate resources . Leadership and structure . Climate of trust effectiveness . Performance evaluation and reward systems model Composition . Abilities of members . Team effectiveness is . Personality . Allocating roles complex . Diversity Team effectiveness . Size of teams . Member flexibility . Member preferences Work design . Autonomy . Skill variety . Task identity . Task significance Process . Common purpose . Specific goals . Team efficacy . Conflict levels . Social loafingMaking team players The selection of team players 0 Fit is important, as is technical requirements don't rely heavily on one or two members The training of team players 0 Develop capabilities such as problem solving, communication, negotiation. conflict management. and coaching 0 Effective teams take time to come together The rewards should match the performance 0 Recognise those who train new colleagues, share information, resolve conflict, and enhance their skills 0 Intrinsic and extrinsic rewards are both important! Nominal group technique This is a variation of traditional brainstorming that: o Produces more ideas and better ideas than brainstorming ut. can mean commitment is sometimes lower than in regular teams. Individual Group Individual Activity Activity Activity Possible solutions -> described to others Vote on -> solutions presented Warning! Teams aren't always the answer Individuals can be better and faster on some tasks a Is the work complex and is there a need for different perspectives? a Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? 0 Are members of the group involved in interdependent tasks? Implications for managers 0 We need to understand when to use teams otherwise we waste time and other resources 0 If we do use a team, we need to pay attention to: 0 Team environment, including rewards, physical space, task and leader support 0 Team design, including size, composition and roles 0 Team processes, including development. status. norms and cohesiveness o Constructive conflict enhances decision making 0 Various techniques including devil's advocate, brainstorming and nominal group technique help in this regard