HBO Notes Time- For groups, the - Teams, however,

“lifespan” is usually come together for a

Group Dynamics and Teamwork in Organization longer, not really stipulated time which
Group specified (though in ends when the goal is
- A group is made up of two or more some cases there are achieved by the team.
definitive starting and
people who interact and do not depend
ending points).
on one another while working toward a
Relationship - Members - Almost all the team
common goal. Groups can be either of a group usually do members know
formal or informal. The attitude and not have any personal about each other
behavior of a group are referred to relationship
as group dynamics. Group dynamics with their group
describes the formation, organization, members.
and operation of groups.

Team Types of groups/teams:

- are made up of individuals who A. Informal group – An informal group is
collaborate and work toward the same neither formally structured nor
goal. organizationally determined. Informal
- Purpose: purpose of creating teams is groups are natural formations in the
to provide a framework that will work environment that appear in
increase the ability of employees to response to the need for social contact.
participate in planning, problem- Voluntary formation of the team in the
solving, and decision-making to better organization.
serve customers. B. Formal Group – In formal groups, the
behaviors team members should
Group Team engage in are stipulated by and directed
Dependence - consist of Dependence- A team toward organizational goals. Have
people who are consists of individuals specific tasks laid down by the
independent of each and tasks that are organization. These are the teams that
other and all of the interdependent and are set up an organization or managers.
group members have a rely on each other.
different set of tasks Sometimes team
Stages of Group Development by Bruce
that are usually carried members share similar
Tuckman
out by one individual. roles and
The tasks are clearly responsibilities.
defined and not 1. Forming – members first come together
dependent on each to meet, getting to know each other
other. and become acquainted.
Accountability - Since - The opposite is true 2. Storming – the most important, but also
group members are for a team. the perplexing. Members starts to
working individually communicate their feelings but view
their work themselves as individuals rather than
is also valued part of the team
individually. 3. Norming – unity is upon everyone and a
consensus develops around who the
 leaders are, what everyone’s role is,
and what comes next.
4. Performing – is typically the most
cohesive, members are generally
cheerful and excited, and teamwork is
generally at its best on the performing
stage.
5. Adjourning – comes last but not least.
Most, if not all, of the team’s objectives
have been accomplished during this
phase, which is sometimes referred to
as the termination, mourning, or ending
stage.
Group Properties
Roles – mean a set of expected behavior
patterns attributed to someone occupying a
given position
- Types of roles:
1. Role perception – individual’s
perception of the behavior
expected in his role
2. Role expectation – the expectation
of other employees from an
individual in a given role
3. Role conflicts – the conflicts which
employees or members face when
they play different roles in the
organization which have direct
conflict.
Norms – accept ethical standards that group
members agree upon and that specify what
they should and should not.
- Types of norms:
1. Performance norms – focuses on
the level of effort that members of
a group should put out.
2. Appearance norms – informs or
guide us as to how we should look
or what our physical appearance
should be
3. Social agreement norms – is
centered on how we should act in
social settings.
4. Resource allocation norm – we are
concentrating on the distribution of
resources in a business
environment.
Status – people with higher rank are frequently
allowed more freedom to violate standards
than other group members. Therefore, status
typically derives from one of the three factors:
an individual’s ability to influence others, their
capacity to contribute to a group’s objective, or
their unique personal traits.
- What determines status?
1. The power of a person wields over
others
2. A person’s ability to contribute to a
group’s goal
3. An individual’s personal
characteristics
Size - Smaller groups are faster at completing
tasks than larger ones, and individuals perform
better in smaller groups.
However, in problem solving, large groups
consistently get better marks than their smaller
counterparts.
Cohesiveness – the degree to which members
are attracted to each other and motivated to
stay in the group; unity and bond of
the group.
Diversity – research points at benefits as well as
costs from group diversity. When the group is
very diverse, the surface
level characteristics can take over and influence
group behavior and bring group conflict
especially in the
early stages of a group’s tenure.
Understanding work teams’ development
Group decision making – has the advantages of
drawing from the experiences and perspectives
of a larger number of individuals.
Factors:
1. Strengths of group decision making
- group generate more complete
information and knowledge by
aggregating the resources of several
individuals
- bring more input
- offer increased diversity of
viewers. Opens opportunity to
consider more approaches and
alternative.
2. Weakness
- group decisions are time
consuming
- the desire by the group members
to be accepted and considered an
asset to the group can squash any
overt disagreement
- can be dominated by one or few
members
- suffer from ambiguous
responsibility
3. Effectiveness and efficiency
- are generally more accurate than
the decisions of the average
individual
- if creativity is important, groups
tend to be more effective
Groupthink – refers to a psychological
phenomenon in which members of a group
make decisions based on the pressure that they
get from the group
Group shift – refers to a condition where the
position of an individual in the group changes to
adopt a more extreme position due to the
influence of the group
Brainstorming – a group problem-solving
method that involves the spontaneous
contribution of creative ideas and solutions.
Nominal Group Technique
- Restricts discussion or interpersonal
communication during the decision-
making process, hence the term
nominal.
TEAM BUILDING, AND TEAM PERFORMANCE,
TEAM WORK
Teamwork
- Is essential to every organization’s
management and achievement of its
goals, greatly aids in the
accomplishment of the organization’s
vision, mission, goals, and objectives.
- Members should: know their objectives,
be responsible with their tasks, and
support one another.
- Goals: solving complex problems,
strengthening trust, listening skills, and
patience, and team’s productivity
- An organization is like a body system
Team Building
- activity
- The process of enhancing the
performance of groups.
- Advantages:
1. Identifying strengths and weakness
2. Aims for the vision and mission
3. Increases communication and
collaboration
4. Creates roles and responsibilities
5. Improves morale and trust
6. Introduces and manages changes
7. Facilitates delegation
8. Improves productivity
- Goals:
 1. Improve member morale and
motivation
2. Increase employee retention
3. Higher employee engagement
- Typical stage:
1. Identification of the problem
2. Collection of relevant data
3. Data feedbacks and confrontation
4. Problem solving experience
5. On the job application and follow
ups
Process of consultations – series of exercises
that aid in maintaining others’ attention on
current events within the company
Feedback – information obtained from the job
itself, management, or other employees who
rate their coworkers’ performance on the job
Feedback exercises in on-team program – this is
an activity where participants are divided into 2
groups representing 2 different points of
views/ideas that exist in the team.
Team performance – is the amount that a team
is able to meet its outcome goals. Is to advance
and enhance staff productivity whether they
work alone or as a team.
- Importance:
1. Motivate team work
2. Monitors the team progress
3. Increase improvement
- Element of good team performance
1. Supportive environment
2. Precise skills and roles
3. Superordinate goals
4. Team rewards
Self-managing team – are supposed to be more
autonomous in their decision-making and to be
in charge of their own actions and outcomes.
Organizational structure – formal relationship
and roles of the people in the organization. The
three main types of organizational structure are
functional structure, divisional structure and
matrix structure.
Linking Pin – by Rensis Likert. illustrate an
organization as a set of overlapping work units
where a leader of one unit is also a member
Team Building Improving Team processes
Factors of team processes team effectiveness
1. Common plan and purposes
- develop goals to achieve that mission,
and creating strategies for achieving the
goals
2. Specific goals
- success goal is a specific goal, a goal
that incorporates an action plan
outlining how will you achieve the goal
3. Team efficacy
- - the collective belief of all team
members that they have the ability and
capacity to work well as a team
2 options to increase team efficacy
-1. help team achieve small successes
-2. Provide training to improve
members’ technical and interpersonal
skills
4. Mental models
- member’s knowledge and beliefs
about how the work gets done by the
team.
5. Social loafing
- is a term used in social psychology
Team effectiveness
- The capacity a team has to
accomplishment its goals and objectives
over time.
Three key aspects
1. Performance
2. Viability
3. Team members’ growth and well-being
Ethical consideration
Ethics
- Is concerned with what is right and
wrong, fair, and unfair in decisions
- Ethos = way of living
- Is a branch of philosophy that is
concerned with human conduct,
specifically the behavior of individuals
in society.
Main areas of ethics
1. Meta-ethics – the study of the concept
of ethics itself.
2. Normative ethics – study of how to
determine ethical values
3. Applied ethics – study of the use of
ethical values
Ethical consideration
- Is behavior judged as good, right,
just honorable, or failing to meet an
obligation.
Three ethical theories
1. Utilitarianism
- moral philosophy that actions derive
their moral quality
from their usefulness as means to some
end.
- Jeremy Bentham – father of
utilitarianism
2. Rights
- is a person's just or entitlement.
- can focus on what that person does or
on the action of other people toward
him/her.
3. Justice
- Determines actions to be those that
emerge from the correct
use of principles
- use a comparative process, which
looks at the balance of benefits and
burdens among members of a group or
resulting from the application of laws,
rules, and policies.
Ethical consideration in decision making
- Will be reserved for use in a group
decision making context. We will
address ethical decision making in
business as providing the guiding
requirements or goals for right conduct.
Managing for ethical behavior
- Want to change an organization's
culture organization. Decisions are not
made by the organizations; they are
made by the people in them.
Ethical issue intensity
- Reflects the ethical sensitivity of an
individual
Opportunity
- Conditions in an organization that limit
or permit ethical or unethical behavior.
- Results from conditions that either
provide rewards or fail to erect barriers
- Results from conditions that either
provide rewards or fail to erect barriers
Leadership and organizational processes
Leadership
- Define as the ability to influence
A group toward the achievement of a
vision or set of goals.
- A process by which an executive
can direct, guide and influence the
behavior and work of others.
Behavioral theories
2 types of leadership behavior
1. Initiating structure – is the extent to
which a leader is likely to define and
structure her role and those of
employees in the search for goal
attainment.
2. Consideration is the extent to which
a person’s job relationships are
characterized by mutual trust,
respect for employees’ ideas, and
regard for their feelings.

Contingency theories
- supposes that a leader’s effectiveness
is contingent on whether or not their
leadership style suits a particular
situation.

Fiedler’s contingency theory

- proposes that effective group
performance depends on the proper
match between the leader’s style and
the degree

Identifying leadership style

Leader-member exchange (lmx) theory

Charismatic leadership and transformational

leadership