Individual, Groups & Teams

Study text chapter 5,6

Warm up challenge

 Connect all nine dots using only four lines

and without lifting the pen off the paper.
World Cup 2010 Champions
World Cup 2010 Champions
World Cup 2010 Champions
Mind map location – connecting the
dots
1. Ultimately a manager manages people!

2. Groupsand teams are increasingly popular

under conditions of empowerment

3. Empowerment supports a flatter and matrix

organizational structure

4. Thisform of organisation is facilitated by

information technology.
Personality
 Personality is the total pattern of characteristic
ways of thinking, feeling and behaving that
constitute the individual’s distinctive method of
relating to the environment.
 Perception is the psychological process by which stimuli
or in coming sensory data are selected and organised
into patterns
 Attitudes refers to a mental state ... Exerting a directive
or dynamic influence upon the individual’s response to
objects and situations with which it is related.
Overview of big 5 personality test
What is your personality?

Let us take a 41
question personality
test
Individual, group and team
 Individual refers to a single person
 A group consists of a collection of individuals who
perceive themselves as a group. It is thus a
sense of identity
 A team is more than a group. It has joint
objectives and accountability may be set up

 In group there is separate identity of every individual working

with the group. Which means every individual has its own job
to perform. Contrary to this, there is no identity of individuals
in team. Performance of entire team is considered as a
whole.

 It is often much easier to form a group than a team

Illustration

50 WORDS MEMORY RECALL

Comparing Work Groups and Work Teams
The Future Shape of Organizations
Role theory
 suggests that people behave in any
situation according to other people’s
expectations of how they should behave in
that situation.

 A given individual may act and even feel quite

differently in different situations and positions,
and;

 Otherwise different individuals may behave

quite similarly in similar relationships
Team roles at work

“Nobody is perfect,
but a team can be”
Belbin’s team roles
Nine dominant team roles emerged
 Three action-oriented roles:
 – Shaper
 – Implementer
 – Completer -Finisher
 Three people-oriented roles
 – Co-ordinator
 – Teamworker
 – Resource Investigator
 Three cerebral roles
 – Plant
 – Monitor -Evaluator
 – Specialist
Team synergy reviewed?

Describe your
perfect partner
How do you build a perfect team
out of imperfect people?
 The perfect individual could be described
as:
 Out-going , Creative, Diplomatic
 Organised, Motivating, Objective
 Hard-driving, Meticulous, Knowledgeable

 Unlikely to find all of these qualities in one

person...
People at work have...
 Functional Role
 job title & function
 experience & expertise
 not personal characteristics or aptitudes

&
 Team Role
 that person’s tendency to behave, contribute
and inter-relate with others in a particular way
Benefits of Team Role Theory
 Recognise strengths
 More tolerance for
weaknesses
 A language to talk
about behaviour
TEAM-ROLE CONTRIBUTION ALLOWABLE WEAKNESSES

PLANT:
Creative, Solves difficult problems Loses touch with everyday realities

RESOURCE INVESTIGATOR:
Enterprising, Quick to explore opportunities Weak in follow through

CO-ORDINATOR:
Makes good use of group activities Manipulative

SHAPER:
Driving and challenging Provocative, Aggressive

COMPLETER FINISHER:
Painstaking, Conscientious Anxious, Reluctant to delegate

TEAMWORKER:
Co-operative, Averts friction Indecisive

MONITOR EVALUATOR:
Discerning and Objective Uninspiring, Slow-moving

IMPLEMENTER:
Disciplined, Efficient, Practical Slow to see new possibilities

SPECIALIST:
Single-minded, Professionally Limited in Interests Back
dedicated
Action-oriented roles - SHAPER, IMPLEMENTER & COMPLETER FINISHER
People-oriented roles - CO-ORDINATOR, TEAMWORKER & RESOURCE INVESTIGATOR

Cerebral roles - PLANT, MONITOR EVALUATOR & SPECIALIST

TEAM ROLE OPPOSITES

MONITOR PLANT - CO-ORDINATOR -
EVALUATOR - theorises generalises
judges impartially
COMPLETER
FINISHER -
SHAPER - perfects established
drives systems

RESOURCE
INVESTIGATOR - TEAMWORKER -
recognises opportunities supports

SPECIALIST - specifies IMPLEMENTER - applies

Back
Warm up exercise
 count the total number of squares in
diagram below
Tuckman Five Stages of Team Dev.

Stage Theme Issue

Forming Awareness Inclusion

Storming Conflict Control

Norming Cooperation Cohesion

Performing Productivity Team Identity

Adjourning Separation Completion

Team Development
It is not unusual for teams to become
“stuck” in one of the stages: usually
forming or storming.

A characteristic of an effective is its

ability to recognize and quickly
respond to situations when progress
is slowed or the team has moved to
another stage of growth.
What exactly is an effective team?
 An effective team has certain
characteristics that allow the team
members to function more efficiently and
productively.

 They develop ways to share leadership

roles and ways to share accountability for
their work products, shifting the emphasis
from the individual to several individuals
within the team.
What are the characteristics
 Team members share leadership roles
 They develop their own scope of work
 The team schedules work to be done and
commits to taking time allotted to do work
 They develop tangible work products
 They are mutually accountable for work products
 Individual performance is based on achieving
team products
 Problems are discussed and resolved by the team
Characteristics of an effective team
 Effective teams operate in an environment
in which there is two way trust in an
environment of open and honest
communication
Characteristics of an effective team
 Feedback on "performance" should be two-way
and constant. It should provide information to all
members of the team on how their work supports
the specific and overall effort of the team and the
practice.
 Listening is a feature of that communication.
Characteristics of an effective team
 Teams accept responsibility and not
"blame" one another for team mistakes,
nor should they spend useless time in
personal justifications.
Characteristics of an effective team
 They celebrate their successes together, just as
they identify the special performances and
contributions of each individual.
Good team work is based
on prideful humility:
pride in the outcomes of
the team and a humility
that assumes that other
team members
may well have a level of
expertise that can
add value to the outcome.
Characteristics of an effective team
 Good teams look upon first time mistakes as
opportunities for learning, rather than criticism
and punishment. They are, however, tough on
repetitive errors, just as they encourage
appropriate risk and innovation
Characteristics of an effective team
 Good teams honor the contribution that
each member makes to the total work of
the team.
How do you achieve this?
 Effective communication and interpersonal
skills
 Motivation of team members
 Recruitment and selection
Stop and Think
 Jot down 5 new ideas that you have learnt
today
Questions?