The document discusses groups and teams. It defines groups and identifies formal and informal groups. It outlines the five stages of group development and discusses the role of the leader in each stage. It also discusses types of teams like problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. Key differences between work groups and work teams are that work groups share information while work teams generate synergy through coordinated effort.

1. Groups and teams
By Sara M. Aljanabi
KAU- 1801395

2. Outline
• Definition of groups and types of groups.
• Importance of group
• Stages of Group Development
• Group Properties
• Different between work group and work team
• Types of Teams

3. Group is a two or more individuals, interacting and interdependent,
who have come together to achieve particular objectives.
Groups can be either formal or informal.

4. Types of group
Formal group it the organization’s structure, with designated work
assignments establishing tasks to achieve organisational goal.

5. Informal group is neither formally structured nor organizationally
determined. Informal groups are natural formations in the work
environment that appear in response to the need for social contact.

6. Why Do People Form Groups?
A. social identity Perspective that considers when and why individuals
consider themselves members of groups.

7. Why Do People Form Groups?
A. k
B. Distinctiveness. People are more
likely to notice identities that
show how they are different from
other groups.
C. Status. Because people use
identities to define themselves
and increase self-esteem.

8. D. Uncertainty reduction. Membership in a group also helps some
people understand who they are and how they fit into the world.
E. Similarity. Not surprisingly, people who have the same values or
characteristics as other members of their organization have higher
levels of group identification.

9. Stages of Group Development
(GROUP DYNAMICS )
the five-stage group-development model

11. Those with a strong sense of purpose and strategy rapidly achieve
high performance and improve over time
those with less sense of purpose actually see their performance
worsen over time.
groups that begin with a positive social focus appear to achieve the
“performing” stage more rapidly.
Storming and performing can occur simultaneously, and groups can
even regress to previous stages.

12. Role of leader in group in each stage
Forming: the team members are testing each other. Team members are
worried about how they fit in with the others and how their capabilities
and skills compare. They are looking to the leader for clarity and
direction.
role of leader: Be very clear about the team goals and provide clear
direction. The leader must work with the team to establish team norms
for working together.

13. Storming:, there are struggles for power and to determine how the
team will work together. differences of opinion are common and the
team is trying to determine how to work together effectively, what the
rules are and how to resolve differences. The team competes for their
ideas to be heard and implemented.
role of leader: Help the team to get through this stage by ensuring
they listen to each other, understand each other’s point of view and
respect their differences. They all bring a unique perspective to the
goal and will all have ideas to share. Facilitate conversations in team
meetings to keep the team moving in the right direction.

14. Norming: The individuals are beginning to see how they form a team,
how to work together effectively and have set rules and group norms
to work by. They have learned how to resolve their differences of
opinion and are becoming much more comfortable with each other,
trusting each other to get the job done.
role of leader: When the team is in the norming stage, the leader
should be less involved in every day team decision making and problem
solving since the team members are working well together and take on
responsibility in these areas. Continue to ensure the team resolves
conflicts quickly and continues to work collaboratively; stepping in as
needed to ensure the team keeps moving in the right direction.

15. Performing: The team is performing consistently at a high level. They
are focused on reaching the project goals as a team. The individual
does not exist, the team members are interdependent. They can solve
problems on their own.
role of leader: helping to get decisions made when a decision needs to
be made at a higher level within the organization.

16. Adjourning: When the team is done with the project, there is a feeling
of loss about having to move on to other projects. This is particularly
common with very high performing teams. They have learned how to
work together effectively and will miss the interactions.
role of leader: Ensure the time to celebrate the project’s success,
capture lessons learned and share and capture best practices for future
projects.
Even a small gathering for dinner after work or meeting for coffee in the cafeteria is a welcome
opportunity for the team members who have worked hard to reach their goal.

17. Group Building and Maintenance Roles p458
group-building roles provide for the care and maintenance of the group
Encourager. Accepts and praises all contributions, viewpoints, and ideas with
warmth and solidarity.
Harmonizer. Mediates, harmonizes, and resolves conflict.
Compromiser. Yields his or her position in a conflict situation.
Gatekeeper. Promotes open communication and facilitates participation by
all members.
Standard setter. Expresses or evaluates standards to evaluate group process.
Group commentator. Records group process and provides feedback to the
group.
Follower. Accepts the group’s ideas and listens to discussion and decisions.

18. Individual Roles of Group Members
Group members also carry out roles that serve their own needs:
Aggressor. Expresses disapproval of others’ values or feelings through jokes, verbal
attacks, or envy.
Blocker. Persists in expressing negative points of view and resurrects dead issues.
Recognition seeker. Works to focus positive attention on himself or herself.
Self-confessor. Uses the group setting as a forum for personal expression.
Playboy. Remains uninvolved and demonstrates cynicism, nonchalance, or horseplay.
Dominator. Attempts to control and manipulate the group.
Help seeker. Uses expressions of personal insecurity, confusion, or self-deprecation to
manipulate sympathy from members.
Special interest pleader. Cloaks personal prejudices or biases by ostensibly speaking for
others.

19. Alternative Model for Temporary
Groups with Deadlines
Temporary groups with deadlines don’t seem to follow the usual five-stage model.
punctuated-equilibrium model
Temporary groups under deadlines go through transitions between inactive
(inertia) and activity—at the halfway point, they experience an increase in
productivity.
Sequence of Actions
(1) meeting sets the group’s direction
(2) first phase of inertia
(3) half way point transition
(4) major changes
(5) second phase of inertia
(6) accelerated activity

20. Group Properties
Group
performance
role
norms
statussize
Cohesivene
ss

21. Group Property 1: Roles
Role
– A set of expected behaviour patterns attributed to someone
occupying a given position in a social unit.
Role Perception
– An individual’s view of how he or she is supposed to act in a given
situation

22. Role Expectations
– How others believe a person should act in a given situation
– Psychological Contract: an unwritten agreement that sets out mutual
expectations of management and employees
Role Conflict
– A situation in which an individual is confronted by divergent role
expectations

23. Group Property 2: Norms
Norms
– Acceptable standards of behaviour within a group that are shared by
the group’s members
Classes of Norms
– Performance norms - level of acceptable work
– Appearance norms - what to wear
– Social arrangement norms - friendships and the like
– Allocation of resources norms - distribution and assignments of jobs
and material

24. Group Property 3: Status
A socially defined position or rank given to groups or group members
by others – it differentiates group members
– Important factor in understanding behaviour
– Significant motivator
What determines status ?
Status Characteristics theory
• Power a person has over others
• Ability to contribute to group goals
• Personal characteristics

25. Status Effects
On Norms and Conformity
– High-status members are less restrained by norms and pressure to conform
– Some level of deviance is allowed to high-status members so long as it
doesn’t affect group goal achievement
On Group Interaction
– High-status members are more assertive
– Large status differences limit diversity of ideas and creativity
On Equity
– If status is perceived to be inequitable, it will result in various forms of
corrective behaviour.

26. Group Property 4. Size
Group size affects behaviour
Size:
– Twelve or more members is a “large” group
– Seven or fewer is a “small” group

28. Group Property 5: Cohesiveness
Degree to which group members are attracted to each other and are
motivated to stay in the group
To increase cohesiveness:
• Make the group smaller.
• Encourage agreement with group goals.
• Increase time members spend together.
• Increase group status and admission difficulty.
• Stimulate competition with other groups.
• Give rewards to the group, not individuals.
• Physically isolate the group.

31. work group is a group that interacts primarily to share information and
make decisions to help each member perform within his or her area of
responsibility.
work team generates positive synergy through coordinated effort. The
individual efforts result in a level of performance greater than the sum
of those individual inputs.

33. Types of Teams

34. 1. Problem-Solving Teams
Groups of 5 to 12 employees from the
same department who meet for a few
hours each week to discuss ways of
improving quality, efficiency, and the work
environment

35. 2. Self-Managed Work Teams
Groups of 10 to 15 people who
take on the responsibilities of
their former supervisors

36. 3. Cross-Functional Teams
Employees from about the same
hierarchical level, but from different
work areas, who come together to
accomplish a task
- Task forces
- Committees

37. 4. Virtual Teams
Virtual teams use computer technology to unite physically dispersed
members and achieve a common goal.
Characteristics of Virtual Teams
The absence of para verbal and nonverbal cues
A limited social context
The ability to overcome time and space constraints

38. Creating Effective Teams

41. social loafing The tendency for individuals to expend less effort
when working collectively than when working individually.

42. Team Processes
Common Plan and Purpose Effective teams begin by analysing the
team’s mission, developing goals to achieve that mission, and creating
strategies for achieving the goals. Teams that consistently perform
better have established a clear sense of what needs to be done and
how.

43. • Discuses the different types of team?
• Discuses the role of leader in each group stage?

44. References
Gareth R. Jones Jennifer M. George. (2012). Understanding and Managing Organizational
Behaviour. Pearson Education, 6th ed.
Stephen P. Robbins and Timothy A. Judge. (2013). Organizational Behaviour. Pearson
Education,15th ed.
Bessie L. Marquis, C. J. (2015). Leadership Roles and management functions in nursing. Wolters
Kluwer Health.