B.

Extrinsic factors

1. Group task

2. Resource availability

3. Group rewards

4. Interaction with other groups

Group task
• the issue that defines the team and draws it
together is the task that it exists to address.

Relevant number of aspects of the task:

 Familiarity
Complexity
Significance of outcomes
Resource availability
• A team needs resources in order to pursue the task
it is required to address.
• The level of resources made available will
influence the way of the team works.
• If resources are too low, it will be difficult to
meet the objectives; if resources are made too
freely available, the team may become complacent.
• the optimal level of resources is one at which the
objectives are attainable but which demands that
resources be worked hard to achieve them.
• Both a too-high and a too-low level of resources
can foster discontent in the team and lead to
conflict
Group rewards
• People work together in teams because in this way
they can achieve more.
• The rewards made available are greater than if the
individual members worked alone.
• One level is material, at which work is undertaken
for the financial benefits to be gained.
• Another level is social: team working is a way of
people to interact and share a social experience
• A third level of reward is that of personal
development.
Interaction with other groups
• A team does not work in isolation.
• It is part of a wider organization.
• A business may consist of a series of interlocking
and interacting teams.
• Individuals may be members of more than one team.
• Teams may make presentations to each other.
• Teams exchange and share resources, information
and members.
• Teams in an organization are part of a wider
cultural system.
• The way in which the team integrates within the
wider organizational context will influence the
way it works with that organization
The process of group formation

• The interaction between individuals in a primary

group change over time. Any team has both a
history and a future.
• Observation of group suggests that teams undergo
four stages of development.
1. formation
2. brainstorming/deliberation
3. emergence of consensus
4. performance
formation

• The members of the group come together for the

first time.
• There is considerably uncertainty about the goals
of the group, the roles of individual members and
how the group will function,
• There may even be doubt about the need for the
existence of a group at all.
• Individuals will be concerned with testing out
each other.
Brainstorming/deliberation
• Once individuals have got to know each other
and accepted the existence of the group, the
debate about goals, roles and process will start.
• People will be jostling for position in the group.
• Several may be claiming the leadership role.
• There will be disagreement about goals and how
they should be pursued.
• If the group is large enough, subgroups and short-
term conditions may form.
• They may be call for outsiders to step in and
arbitrate on issues.
Emergence of consensus

• provide the group survives the storming stage, a

consensus will emerge.

• This consensus will recognize the roles individual

members will play, the overall goals for the group
and the process through which individuals will
interact.
performance

• The group can move on to undertake the tasks it

exist to perform.

• It may continue to develop incrementally as it

learns to do its job better.

• There is no guarantee that the teams still stay in

the performing stage.
Managing team conflicts

• Conflicts are an inevitable feature of team

working.

• Conflict need not always be negative

• Managing conflict is something that must involve

the whole team.
Some useful general ground
rules for its management
a. Address the issue
b. Identify parties
c. Assert the need for resolution
d. Understand both sides
e. Look for common ground
f. Give parties a back-out route
g. Be prepared to impose a solution
Working with external
supporters and experts

• No team will have all the skills, expertise and

insights to tackle every issue if might face.

• it may be advisable to call on outside experts for

advice and support.
Some basic ground rules that will
make the process more successful:
1. Understand what issue you need advice or
support on

2. Define objectives

3. Identify who can help

4. Approach positively

5. Ensure understanding and integrate findings