Unit 7

Groups and Teams

 Meaning of Group
• A group is defined as two or more individuals, interacting
and interdependent, who have come together to achieve
particular objectives. – S. P. Robbins
• A group is the largest set of two or more individuals who
are jointly characterized by a network of relevant
communications, a shared sense of collective identity and
one or more shared dispositions with associated normative
strength. – David H. Smith
 Features/Characteristics of group
1. Two or More people
2. Common objectives
3. Collective identity
4. Mutual Interaction and Support
5. Group leader
6. Structure Basis
 Types/ Classification of group

Formal Work Group

• Command group
• Task group
Informal Work Group
• Interest group
• Friendship group
 Formal group
1. Predetermined objectives
2. Well defined responsibility-authority relationship
3. Formal relations are well planned and created deliberately
4. Formal chain of command
5. Usually stable and rigid organizational structure
6. Lack of consideration of human sentiments
7. Decentralized leadership

5
a. Command group
1. Collection of subordinates who report to the same
supervisor.
2. Command groups are based on the basic reporting
relationships in organizations
3. They are frequently represented on organizational charts.
b. Task Group
1. Collection of people who come together to accomplish a
specific goal.
2. Once the goal has been accomplished, the task force is
usually disbanded.
3. Standing committee or task groups are task forces that may
be enduring (though members may change) or permanent
in nature.
6
Informal group
1. No predetermined objectives
2. Run with personal and emotional relationship
3. informal relations are well planned and created
knowingly.
4. Does not have formal chain of command
5. Usually unstable and highly flexible organizational
structure
6. Fully operated with human sentiments
7. Informal leaders are chosen from the group
member.

7
a. Friendship group
1. Collection of organizational members who enjoy each
other’s company and socialize with each other (often
both on and off the job).
2. Members know each other very well and behave good.
3. Membership can be extended outside the organization.
b. Interest group
1. Collection of people having a common goal or objective
(related to their organizational membership).
2. Members involve in group to achieve organizational
goals by uniting their efforts.
3. Membership usually limit within the organization for
particular purpose.
8
Stages of group formation
 Stages of group formation
1. Forming stage
a. People prepared to join the group introduce each other.
b. They contain number of queries, confusion and uncertainties.
c. People may not understand what the group norms, purpose, structure,
leadership, and acceptable behaviors are necessary.
d. There is no certainty of joining the group.

10
2. Storming Stage
a. High degree of conflict and confrontation takes
place.
b. Group experiences many changes in membership
expectations, interpersonal styles, problems of
group goals and individual goals.
c. There may be conflict regarding leadership,
authority and control.
d. After negotiation, members start accepting the
group norms and values.

11
3. Norming Stage
a. Member of the group start cooperation and
develop harmonious relationship among group
members.
b. They start feeling we instead of I.
c. They show group cohesiveness and group identity.
d. This stage will be complete after accepting a
common set of expectation consisting of an
acceptable way of doing things.

12
4. Performing Stage
a. Group will act as matured, organized and well
functioning unit.
b. All group members devote their effort for group
output.
c. Group goals will be generally satisfied in this stage,
so group member will be satisfied.
d. For the permanent work group, it is the last stage
of the group formulation.

13
5. Adjourning Stage
a. This is the last stage of temporary groups. Group
members analyze the achievements of the group.
Some of them get satisfied whether some of other
gets frustrated.
b. This stage becomes back ground for the formation
of new group.
c. As all member know to each other clearly, so some
of them form new group.
d. With the formal dissolution of the group formally,
this stage will be end.

14
 Concept of Team

• A team is a cooperative group where individual efforts result in

positive synergy through coordinated efforts. Team members should
have complementary skills.
• A team is a small group of people with complementary skills ad
ability who are committed to a common purpose, common
performance goals, and an approach for which they hold themselves
mutually accountable.
 Difference between Group and Team
Group Work
1. Group Members have individual
Accountable
2. The Group Purpose is the same as the
broader Organization Mission
3. It involves formal and efficient meeting
of Group members
4. It emphasizes individual work Products
5. The basis purpose of a workgroup is to
interact to share information
6. The workgroup must have a strong and
clear focused leader
Team Work
1. Team Member have individual and
Mutual Accountability
2. Specific Team purposes that the Team
itself delivers
3. It encourage open-ended discussion
and active problem-solving Meeting.
4. It emphasizes collective work
Products.
5. The basis purpose of a work Team is
to perform collectively.
6. Teams generally do not have clear
leaders and the leadership roles also
shared.
Meetings Meetings are conducted Active problem solving
to discuss, decide and meetings are conducted to
delegate. discuss, decide and do real
work.

Motivation Guided by Guided by specific team

organizational goals. goals.

Rewards Member-based reward Rewards are team-based.

system system.

Source : Luthans, 2011 Robbins, 2012

17
 Types of team Work
1. Problem solving team
2. Cross-functional team
3. Virtual team
4. Advisory team
5. Self-managed team

18
Problem solving team
1. Formed to solve problems realized in organization.
2. Team members discuss ways of improving quality,
efficiency, and work environment.
3. Consists of 5-12 members from same department.
4. Lack authority so they only suggest the best possible
solution. They lack implementation of their advice.
5. Quality circle is an example.

19
Cross-functional teams
1. Teams are formed with employees of same hierarchical level from
different work areas.
2. Membership cuts across departments and functions.
3. Members are experts in related field.
4. Effective to coordinate complex projects, exchange information,
develop new ideas and so cross-functional teams.
5. Members need to learn to work with diversity and complexity.
6. Committee and task force are common examples.
7. Effectiveness of cross-functional team depends on clear and
specific goals, careful selection of members and equity in reward
to team members.

20
Virtual teams
1. Team members are connected with internet or other means of
communication (Wide Area Networks WAN, video conferencing, email,
voice mails, …).
2. Team overcomes time and space constraints.
3. Benefits of quick decision.
4. Effective because of flexibility of team.
5. Represent a natural extension of knowledge management.
6. Lack face-to-face communication.
Advisory team
1. Teams are formed to recommend the suggestions to decision makers
(Staff organizational structure).
2. Such teams can be temporary or permanent with frequent rotation of
members.
3. Such teams lack authority to implement suggestions.
21
Self-managed team
1. Self-managed teams are autonomous teams
empowered for solving problems.
2. Such teams are formed with self selected members.
3. Such teams set performance standards and
evaluation system.
4. Such teams measure each other’s performance.
5. Such teams are autonomous to execute plans.

22
 Importance of Team in Organization
1. Maximum productivity
2. Improve Relation
3. Increase Accountability
4. Learning Opportunity
5. Problem Solving
6. Improve Communication
7. Maintain Status
8. Achieve Goals
 Crating Effective Teams
1. Clear Goals
2. Relevant Skill
3. Unified Commitment
4. Effective Communication
5. Negotiating Skills
6. Appropriate Leadership
7. Internal and External Support
 Concept of organizational conflict
In general words, conflicts is disagreement between two parties regarding
the certain issues.
Organizational conflicts is the outcome of behavioral interactions of
employees. When employees, groups of organizations disagree over
significant issues, the organizational conflicts occur.
S.P. Robbins : “Conflict is a process that begins when one party perceives
that another party has negatively affected, or is about to affect something
that the first party cares about.”
Thus, organizational conflict simply refers to all kinds of opposition or
antagonistic interaction between or among individuals or groups in
organization.
It exists whenever one party perceives that another party has blocked or
hampered or is about to hamper the accomplishment of goals.
Conflict can produce better result in the organization if it is treated properly
but may lead the organization to serious problem.
Managing Team Conflict
 Position of Teamwork in Nepalese Organization
1. Teamwork in Manufacturing Industries
2. Teamwork in Trading Organizations
3. Teamwork in service sector Industries
 Managing Team Conflict
1.Accommodating
2.Collaborating
3.Avoiding
4.Compromise
5.Confrontation