Working in Groups Face to Face & Virtual

8/3/2019 Working in Groups Face to Face & Virtual

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Working in Groups

Lecture Week 2

Week commencing 03 Oct 2011



Working in Groups 2

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



Working in Groups 3

Groups & Behaviour

• Properties of individuals

• Relationship among them

• Properties of the environment• Task or situation

• Behaviour setting



Working in Groups 4

Relevant Analysis

• Production

• Member Support

• Group well being



Working in Groups 5

Modes

• Inception

• Problem Solving

• Conflict resolution

• Execution



Working in Groups 6

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



Working in Groups 7

Short term Project teams

• Cyclical process

• Disciplined approach

• Hierarchy established and accepted• Specialist individual skills

• Possible duplication of skills



Working in Groups 8

Storming

Dorming

Forming

Norming

Performing



Working in Groups 9

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



Working in Groups 10

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




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




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




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 ?




Belbin’s 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




Roles

• Company worker CW

• Chairman CH

• Shaper SH

• Plant PL

• Resource Investigator RI

• Monitor Evaluator ME

• Team Worker TW

• Complete Finisher CF




Other Views

• 5 Team roles :

– Driver

– Planner

– Enabler

– Executive

– Controller



Virtual Groups 17

Organisations

“….bureaucracy is the best

administrative form for the rational

and efficient pursuit of organisational goals”

Max Weber



Virtual Groups 18

Bureaucracy Properties

• Rules and Procedures

• Principal of Hierarchy

• Division of Labour & specialisation• Impersonality

• Competence

• Record Keeping



Virtual Groups 19

Advantages and Disadvantages

• Control

• Order

• Efficiency

• Stability

• Memory

• Rule by reason

• Barriers to change

• Dissatisfaction

• Low Discretion

• Red tape

• Power politics



Virtual Groups 20

Authority

• Managers unwilling to surrender authority

• Empire building

• Company politics

Result is the bureaucracy is characterised

as being “conservative and inflexible”which discourages innovation



Virtual Groups 21

Rules and Impersonal

• Inability to deal with anything unusual

• Frustration among employees

• Excessive red tape• Changes take long time

• Specialisation – alienation and

estrangement



Virtual Groups 22

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,



Virtual Groups 23

Size of Organisation

High Performing Firms

Low Performing Firms



Virtual Groups 24

Virtual Organisations

• Allow for greater flexibility

• Faster responsiveness

• Is that better ? – Jury is still out



Virtual Groups 25

What is a virtual Organisation?

• …when producing work deliverables

across different locations, at different work

cycles, and across cultures

• Where common theme is temporary.



Virtual Groups 26

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.



Virtual Groups 27

Virtual Organisations & Cultures

• Electronically networked organisationsthat transcend conventional organisationalboundaries – with linkages which may

exist within, and between organisations.

• Where Information Technology is used to

enhance organisational activities whilereducing the need for physical or formalised structures.



Virtual Groups 28

This Reflects

• The Virtual Organisation Culture (strategic

positioning)

• Internal and External Networks

• The Market



Virtual Groups 29

Virtual Culture

Virtual Org.

Culture

E – bus

Culture

E – Market

Culture



Virtual Groups 30

Models of Virtuality

• Virtual face

• Co-alliance model

• Star alliance model• Value alliance Model

• Market alliance Model

• Virtual broker



Virtual Groups 31

Summary

• Virtual Organisations are Dynamic

systems

• Traditional hierarchical management and

control may not apply

• Change is constant

•Core competences are the important, andorganisation needs to leverage them to

gain strategic advantage



Virtual Groups 32

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.




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

http://voyager.herts.ac.uk/cgi-bin/Pwebrecon.cgi?SC=Author&SEQ=20041019085456&PID=5333&SA=Belbin,+R.+M.+(Raymond+Meredith),+1926-

http://voyager.herts.ac.uk/cgi-bin/Pwebrecon.cgi?SC=Author&SEQ=20041019085456&PID=5333&SA=Belbin,+R.+M.+(Raymond+Meredith),+1926-

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Working in Groups Face to Face & Virtual

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