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9 Cards in this Set
- Front
- Back
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Formal Groups Characteristics |
Formal structure Task orientated Permanent Collective purpose Consciously organised |
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Formal Groups Purpose |
For organisation : accomplishing complex task, new ideas, solving complex problems, perspectives, newcomers For individual: needs for affiliation enhancing self esteem etc, solving personal& interpersonal problems |
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Informal groups Characteristics |
Self organising Unplanned Unstructured Form by itself |
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Informal groups Purpose |
For organisation: integrate new employees, solidifies social values, provides&i enforces behaviour guidance, sense of identity, enhance access to info( diff depts) For individual: social affiliation &a security needs, self esteem , share power to influence & achieve |
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Barriers to team effectiveness |
Social influence - social norms Social loafing - doesn't do best bc in team Free rider- hiding behind groups effort Groupthink- not saying problem to avoid conflict Challenger Space Shuttle Launch Social Conformity- comb of social influence & groupthink. Asch's conformity experiment (diff length lines) |
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Teams features |
Motivates you to work harder Each person uses strengths Common goal =key everyone knows & understands Counter productive behaviour is bad |
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Benefits of Team working CIPD 2012 |
Improves productivity, quality, customer focus Speeds spread of ideas Respond to threats & opportunities Motivation Multi skulking & employee flexibility |
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Belbins Team Roles 1981;1993 |
Action orientated: SH ( challengers , demanding, can provoke) Company Worker( disciplined, practical inflexible slow to respond ) lCompleter Finisher (detailed looks for errors, worries doesn't delegate) People orientated CH ( clarifies, motivates, pot manipulative) TW (listens, build bridges, indecisive influence) Resource Investigator (develops networks &opportunities overoptimistic) Cerebral Roles Plant (creates ideas, ignores details) Monitor Evaluator (sees opts, analyses, lacks drive, critical ) specialist |
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Stages of Team Development Tuckman 1965 |
Forming Storming- arguments Norming - rules Performing - rules facilitate good performance Adjourning |
