Report_ Work Teams And Groups

Prepared by: Rose Jane Bitayo Abigail Vista Eric Wang

STAGES OF GROUP DEVELOPMENT

MUTUAL ACCEPTANCE

DECISION MAKING

MOTIVATION AND COMMIMENT

CONTROL AND SANCTIONS

EMPHASIS: INTERPERSONAL CONCERN AND AWARENESS

TASK PLANNING AND INFLUENCE

TASK ACCOMPLISHMENT AND PERFORMANCE

REWARDS AND PUNISHMENTS

MUTUAL ACCEPTANCE 

In this stage, the focus is on the interpersonal relations among the members. Members asses one another with regard to trust worthiness, emotional comfort and evaluative acceptance.

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This authority issue is also an interpersonal issue related to trust and acceptance.

DECISION MAKING 

The focus turns to decision making activities related to the group’s task accomplishment. Specifically, the group must make decisions about what its task is and how to accomplish that task.

MOTIVATION AND COMMITMENT 

attention is directed to self motivation and the motivation of other group members for task accomplishment. Some members focus on the task function of initiating activity and ensure that the work of the group really gets moving.

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The emphasis is on execution and achievement whether through a process of questioning and prodding or through facilitation and workload sharing.

CONTROL AND SANCTIONS a group has become a mature, effective, efficient, and productive unit. A mature group is able to control its members through the judicious application of specific positive and negative sanctions based on the evaluation of specific member behaviors.

CHARACTERISTICS OF A MATURE GROUP PURPOSE AND MISSION 

May be assigned to a group. The mission statement is converted into a specific agenda, clear goals, and a set of critical success factors. Stating the purpose and mission in the form of specific goals enhances productivity.

BEHAVIORAL NORMS  Behavioral norms which evolve over a period of time, are well-

understood standards of behavior within a group. 

Some behavioral norms become written rules, such as an attendance policy or an ethical code for a team.

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Productivity norms even influence the performance of sport teams.

CHARACTERISTICS OF A MATURE GROUP

GROUP COHESION 

The interpersonal attraction binding group members together .It enables a group to exercise effective control over its members in relation to its behavioral norms and standards. Goal conflict in a group, unpleasant experiences, and domination of a subgroup are among the threats to a group’s cohesion. Groups with low levels of cohesion have greater difficulty exercising control over their members and enforcing their standards of behavior.

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Group cohesion is influenced by a number of factors, most notably time, size, the prestige of the team, external pressure, and internal competition.

CHARACTERISTICS OF A MATURE GROUP STATUS STRUCTURE • The set of authority and task relations among a group’s members. The status structure may be hierarchical or egalitarian, depending on the group. Successful resolution of the authority issue within a team results in a well-understood status structure of leader-follower relationships. An effective status structure results in role interrelatedness among group members.

TASK AND MAINTENANCE FUNCTIONS TASK FUNCTIONS 

those activities directly related to the effective completion of the team’s work. Some task functions are more important at one time in the life of the group, and other functions are more important at other times.

MAINTENANCE FUNCTIONS 

Those activities essential to the effective, satisfying interpersonal relationships within a group or team. Communication within a group ensures balance contributions from all members. Maintenance functions enhance togetherness, cooperation, teamwork, enabling members to achieve psychological intimacy while furthering the success of the team.

Task functions Initiating activities Seeking information Giving information Elaborating concepts Coordinating activities Summarizing ideas Testing ideas Evaluating effectiveness Diagnosing problems

Maintenance functions Supporting others Following others’ leads Gate keeping communication Setting standards Expressing member feelings Testing group decisions Consensus testing Harmonizing conflict Reducing tension

WORK TEAMS IN ORGANIZATIONS • Work teams make important and valuable contributions to the organization and are important to the member need satisfaction.

WHY WORK TEAMS? 

Teams are very useful in performing work that is complicated, complex, interrelated, and/or more voluminous than one person can handle. Obviously, people working in organizations can not do everything because of the limitations of arms, legs, time, expertise, knowledge and other resources. Individual limitations are overcome and problems are solved through teamwork and collaboration.

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Teams make important contributions to organizations in work areas that lend themselves to teamwork.

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The recent emphasis on team-oriented work environment is based on empowerment with collaboration, not on power and competition.

New team environment Person comes up with initiatives. Team has considerable authority to chart its own steps.

Old work environment Person follows orders. Team depends on the manager to chart its course.

Members were a team because people conformed to Members form a team because direction set by the manager. people learn to collaborate in no one rocked the boat. the face of their emerging right to think for themselves. People both rock the boat and People cooperated by suppressing their thoughts and work together. feelings. People cooperate by using their thoughts and feelings. They link up through direct talk.