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    Group and Team Dynamics: (Supplement: Chapter 5 Process Improvement Team)

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    Group and team dynamics involve complex social processes. Key factors that influence group effectiveness include interaction, interdependence, communication, and developing shared goals and norms. Groups progress through stages of forming, storming, norming, performing, and potentially adjourning. Group size, composition, cohesiveness, and roles all impact dynamics. Larger groups can experience less participation and interaction than smaller teams. Self-managed work teams empower employees but still require managers to provide strategic guidance and resources. Phenomena like groupthink and risky shift can negatively impact decision making if alternative views are suppressed.

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    Group and Team Dynamics: (Supplement: Chapter 5 Process Improvement Team)

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    Jagadish Jag's
    44 views21 pages
    Group and team dynamics involve complex social processes. Key factors that influence group effectiveness include interaction, interdependence, communication, and developing shared goals and norms. Groups progress through stages of forming, storming, norming, performing, and potentially adjourning. Group size, composition, cohesiveness, and roles all impact dynamics. Larger groups can experience less participation and interaction than smaller teams. Self-managed work teams empower employees but still require managers to provide strategic guidance and resources. Phenomena like groupthink and risky shift can negatively impact decision making if alternative views are suppressed.

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    Chapter5 Supplement Teamdynamics

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    Group and team dynamics involve complex social processes. Key factors that influence group effectiveness include interaction, interdependence, communication, and developing shared goals and norms. Groups progress through stages of forming, storming, norming, performing, and potentially adjourning. Group size, composition, cohesiveness, and roles all impact dynamics. Larger groups can experience less participation and interaction than smaller teams. Self-managed work teams empower employees but still require managers to provide strategic guidance and resources. Phenomena like groupthink and risky shift can negatively impact decision making if alternative views are suppressed.

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    Download as ppt, pdf, or txt
    44 views21 pages

    Group and Team Dynamics: (Supplement: Chapter 5 Process Improvement Team)

    Uploaded by

    Jagadish Jag's
    Group and team dynamics involve complex social processes. Key factors that influence group effectiveness include interaction, interdependence, communication, and developing shared goals and norms. Groups progress through stages of forming, storming, norming, performing, and potentially adjourning. Group size, composition, cohesiveness, and roles all impact dynamics. Larger groups can experience less participation and interaction than smaller teams. Self-managed work teams empower employees but still require managers to provide strategic guidance and resources. Phenomena like groupthink and risky shift can negatively impact decision making if alternative views are suppressed.

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    Download as ppt, pdf, or txt
    of 21

    Group and Team Dynamics

    (Supplement: Chapter 5 Process


    Improvement Team)

    IndM4230 (IndM 4260-Chapter 12)

    Group Dynamics

    What is Group Dynamics?


    Social

    process where small groups


    interact.
    Collective effect that individuals have
    on each other.
    Sense of belongings

    Key to Group Dynamics:


    Interaction,

    interdependence and
    communication

    Group

    What is group?

    Two or more people who are psychologically


    aware of each other and who interact to fulfill
    a common goal.

    Five dimension of groups.


    1.
    2.
    3.
    4.
    5.

    Primary and secondary


    Formal and informal
    Heterogeneous and homogeneous
    Interacting and nominal*
    Temporary and permanent

    Groups versus Teams

    What is a Team?
    Having

    members who share the same goals


    Share leadership roles
    Products produced collaborative ones.
    Provides feedback
    Defined set of goals (productivity, member
    satisfaction and personal growth)
    Video clips: Turtle and rabbit
    https://www.youtube.com/watch?v=nD6tUEp1lws

    Group Development
    Process takes time and effort on each
    members.
    Five stage model

    Forming
    Storming
    Norming
    Performing
    Adjourning

    (May be)

    Tuckmans 5-Stage of
    Group Development

    Norms
    Values that a group develops
    expected behavior of individuals in the
    group or team.
    Once developed become the rules.
    Usually unwritten.
    Examples: Aircraft, automotive
    assemblers.

    Group Composition
    Why are we attracted to some individuals?
    Sharing common task goals.
    Similar attitudes, opinions, behavior, goals,
    age, education, and personality.
    Continue exposure and interaction

    Size of Group
    Which is easier to work with: 3 or 16
    individuals?
    5 ~7 individuals may function effectively
    Over 7 individuals
    Low

    participants talk less


    Formal and Real interaction decreases

    Meeting FTF vs Virtually impact


    effectiveness.

    Complexity of Interaction in Small and Large Groups

    Tucker, M, McCarthy,A, & Benton, D. (2002). The Human Challenge. New jersey, Prentice Hall.

    Group Cohesiveness

    Three factors:
    Amount

    of interaction
    Extent to the member share the same
    mission and goals
    Degree of personal attraction

    Emotions
    Emotional

    conflict (Avoidance, withdrawal)


    I dont care and Do anything, just get
    this over with

    Group Consensus
    Arrive at a solution that is acceptable
    to most group members.
    Communication and Hard work.
    Positive vs Negative Consensus
    Focus on underlying objectives, rather
    forcing them to defend.

    Group Roles

    Shared expectation of members


    performance in their position.
    Task-related

    roles
    Maintenance-related roles
    Individual roles

    Role Prescriptions and Role


    Behaviors
    What we say and do
    Expected to do: RP
    Actual do: RB
    RB = RP = Effective or successful
    RP: set of expectations affect a particular
    role.

    Doing as others expect you to do is


    playing the role.

    Role Ambiguity and Role


    Conflict
    Role Ambiguity: Employees lacks a clear
    understanding of expectations.
    Role conflict: expectations conflict with
    each other/employees own expectation.
    Discrepancy between a managers
    concept/role and employees role
    expectations motivation and efficiency
    tend to be poor.

    Types of Nonfunctional
    Group/Team behavior
    Types of nonfunctional group
    behavior.
    NOTE: In some circumstances, these
    behaviors may be helpful to the group
    activities.

    Self-Managed Work Teams


    Empowers employees.
    Allow decision making.
    Participative, Less hierarchical, without
    external supervision.
    Team is responsible for:

    Hiring
    Disciplining

    team members
    Coordinating workflow
    Training employees
    Coordination with the company .

    Self-Managed Work Teams (Contd)


    Benefit: employee commitment and
    increase productivity.
    Warning: Team decisions out of fear of
    sanction by the rest of the group.

    Self-Managed Work Teams (Contd)


    Why need managers?
    Familiar with the organization's
    strategic objectives & resources
    share insights and obtain resources.
    Linking between the team and other
    part of the department and
    organization.

    Group Phenomena

    Groupthink
    Think

    alike inhibit alternative points of

    view
    Fear for breaking up the cohesiveness
    Self-censorship
    Creates a sense of infallibility

    Risky Shift
    Willingness

    to endorse risky decisions

    Discussion Questions

    What determines group effectiveness?

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