Working in Groups

Lecture Week 2 Week commencing 03 Oct 2011

Groups
Artificial aggregations - statistical, social categories, Unorganised Aggregates - public, crowd, audience Units with patterned relationships - culture, Structured social units community, family Deliberately designed social units - team

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Groups & Behaviour

Properties of individuals Relationship among them Properties of the environment Task or situation Behaviour setting

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Relevant Analysis
Production Member Support Group well being

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Modes
Inception Problem Solving Conflict resolution Execution

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Tasks for Groups

Generate plans and Ideas Choose solving problems with correct answers and deciding issues with no right answer Negotiate into resolving conflicts of view and interest Execute into resolving conflicts of power and executing performance tasks
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Short term Project teams

Cyclical process Disciplined approach Hierarchy established and accepted Specialist individual skills Possible duplication of skills

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Forming

Storming

Dorming

Norming

Performing

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Forming
understanding the tasks and how the team is made up focus on issues such as :
TORs for the team Who is the leader What is expected of individuals What sort of behaviour is appropriate Where will the meetings be

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Storming
The team review the information collected and conflict may occur. Team resolves:
What role do team members wish to fulfil How qualified are the team members for the task Are tasks and timescales practical How well do team work together Do all team members work in the same way Is the right person in-charge What are the effects of alliances outside the team
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Norming
Team begins to harmonise and will consider the mission of the team:
Formulation of plans for achieving the objectives Standards to which the team members will operate How team will deal with conflict (external/internal) How to make the most effective use of individual skills, knowledge & experience

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Performing
By this stage the team should be sufficiently clear about what it is going to do and how it is going to do it. It should begin to deliver and the cohesiveness of the team begins to be reinforced by achievement on the task

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Dorming
The effective team slowly becomes complacent and begins to review:
Are the TORs different ? Does the team need to do things differently ? What is going to be different ? Does the team need new skills and knowledge ? Does the team need new procedures and standards ?
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Belbins Self-Perception
Eight Team Roles Each individual has strengths Multiple strengths Competitive Teams where most roles are filled adequately Some individuals fill more than one role

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Roles
Company worker CW Chairman CH Shaper SH Plant PL Resource Investigator RI Monitor Evaluator ME Team Worker TW Complete Finisher CF
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Other Views
5 Team roles :
Driver Planner Enabler Executive Controller

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Organisations
.bureaucracy is the best administrative form for the rational and efficient pursuit of organisational goals Max Weber

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Bureaucracy Properties
Rules and Procedures Principal of Hierarchy Division of Labour & specialisation Impersonality Competence Record Keeping

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Advantages and Disadvantages

Control Order Efficiency Stability Memory Rule by reason Barriers to change Dissatisfaction Low Discretion Red tape Power politics

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Authority
Managers unwilling to surrender authority Empire building Company politics Result is the bureaucracy is characterised as being conservative and inflexible which discourages innovation
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Rules and Impersonal

Inability to deal with anything unusual Frustration among employees Excessive red tape Changes take long time Specialisation alienation and estrangement

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In support of Bureaucracy
Large organisations could not be run without bureaucracy. Eg Inland Revenue, Defence etc Associated with higher level of performance than informal organisations. Bureaucracy are very efficient in stable environment,

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High Performing Firms

Low Performing Firms

Size of Organisation

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Virtual Organisations
Allow for greater flexibility Faster responsiveness Is that better ? Jury is still out

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What is a virtual Organisation?

when producing work deliverables across different locations, at different work cycles, and across cultures Where common theme is temporary.

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What is a virtual Organisation?

Continual restructuring to capture the value of a short term market opportunity and are then dissolved to make way for restructuring to a new virtual entity.

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Virtual Organisations & Cultures

Electronically networked organisations that transcend conventional organisational boundaries with linkages which may exist within, and between organisations. Where Information Technology is used to enhance organisational activities while reducing the need for physical or formalised structures.
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This Reflects
The Virtual Organisation Culture (strategic positioning) Internal and External Networks The Market

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Virtual Culture

Virtual Org. Culture

E bus Culture

E Market Culture

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Models of Virtuality
Virtual face Co-alliance model Star alliance model Value alliance Model Market alliance Model Virtual broker

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Summary
Virtual Organisations are Dynamic systems Traditional hierarchical management and control may not apply Change is constant Core competences are the important, and organisation needs to leverage them to gain strategic advantage
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Models
Six models not exclusive- just one way of classifying. Others just as valid. Some models are essentially an electronic reimplementation of traditional forms of doing business. Others are add-ons for added value such as collaborations, value chain integration to Cyber communities.
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References
Successful Team building John Davis, Peter Millburn, Terry Murphy, Martin Woodhouse; Kogan Page Ltd, London. ISBN 0749408111 Team roles at work Belbin, R. M. (Raymond Meredith), Butterworth-Heinnemann, 1993. ISBN 0750609257
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