Slide 4.1 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Slide I.1 © Pearson Education Limited, 2005

Slide 4.2 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Why gather in groups? ”We are ”social animals” and need the input from and interaction with others to function effectively as individuals” Aronson (1992) (p81) Groups are providing different benefits to their members and satisfying various needs: –Security and protection –Affiliation and status –Power

Slide 4.3 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Defining a group ”any collection of people who perceive themselves to be a group” More specific: Any number of people –who interact with one another –who are psycologically aware of one another; and –who perceive themselves to be a group (Schein (1988) p 84)

Slide 4.4 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Defining a team ”A team is –a small number of people –with complementary skills –who are committed to a common purpose, performance goals and approach –for which they hold themselves accountable” (Katzenbach and Smith (1993) p 84)

Slide 4.5 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Self-managed Teams ”A work group allocated an overall task and given discretion over how the work is to be done. These groups are self-regulating and working without direct supervision” (Buchanan (1987) p 85) Typical developed in 1970s Part of traditional production oriented organisation

Slide 4.6 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Self-directed Teams Part of a flatter organisation where teamworking is the normal way of working Reward systems are often skill or team based Oriented around: –learning, –shared ownership, –trust, –autonomy and –flexibility

Slide 4.7 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Formal and Informal Groups Formal groups are conciously created to accomplish the organisations collective mission and to achieve specific organisational objectives Informal groups are running alongside and within, cutting across and around these formal groups and teams and they excist in an endless number

Slide 4.8 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Five Stages of Team Development Forming: Orientation, break the ice Leader: Facilitate social interchanges Storming: Conflict, disagreement Leader: Encourage participation Norming: Establishment of order and cohesion Leader: Help clarify team roles, norms, values Performing: Cooperation, problem solving Leader: Facilitate task accomplishment Adjourning: Task completion Leader: Bring closure, signify completion

Slide 4.9 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Figure 4.3 Belbin’s team roles

Slide 4.10 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Figure 4.4 The main communication network patterns in teams