6 step development

GROUP AND TEAM OVERVIEW

1.DEFINING GROUP AND TEAM

GROUP
Our tendency to form groups is a pervasive aspect of organizational life.
Formal groups are used to:
-organize and distribute work
-pool information
-devise plans
-coordinate activities
-increase commitment
--Negotiate
-resolve conflicts and conduct inquests.

Informal groups are used to:

-to satisfy needs of affiliation
-act as a forum for exploring self-concept as a means of gaining support
-have an important effect on formal work tasks:

TEAM
A team: as a particularly cohesive and purposeful type of work group

distinguish work groups or teams from more casual groupings of people

-‘work group’ (or ‘group’) is often used interchangeably with the word ‘team,’
a team may be thought of as a particularly cohesive and purposeful type of work
group.
- distinguish work groups or teams from casual group using the following set of
criteria (Adair, 1983). characteristics:
+A definable membership: a collection of three or more people identifiable by
name or type; các thành viên có thể xác định
+A group consciousness or identity: the members think of themselves as a group; ý
thức được nhóm
+A sense of shared purpose: the members share some common task or goals or
interests; có mục đích chung
+ Interdependence: the members need the help of one another to accomplish the
purpose for which they joined the group; phụ thuộc lẫn nhau
+ Interaction: the members communicate with one another, influence one another,
react to one another; tương tác
+ Sustainability: the team members periodically review the team’s effectiveness;
Bền vững
+ An ability to act together. Hành động cùng nhau
Types of teams
- Different organizations or organizational settings lead to different types of team.

-staff performing similar tasks – grouped together reporting to a single supervisor;

-junior managers – responsible for a number of supervisors and their groups;
-groups of junior managers – reporting to departmental heads;
-departmental heads – reporting to senior managers, who are responsible for wide-
ranging functions such as manufacturing, finance, human resources and marketing;
-senior managers – reporting to the managing director, who may then report to the
Board.

the ‘span of control’ (the number of people each manager or supervisor is directly
responsible for)

types of project team:

the functional team, the project (single) team, the matrix team and the contract
team.

The Functional Team

- A functional team is a team in which work is carried out within such a
functionally organized group.

The project (single) team

The project, or single, team consists of a group of people who come together as a
distinct organizational unit in order to work on a project or projects. The team is
often led by a project manager, though self-managing and self-organizing
arrangements are also found

The matrix team

In a matrix team, staff report to different managers for different aspects of their
work. Matrix structures are often, but not exclusively, found in projects. Matrix
structures are more common in large and multi-national organizations

The contract team ‘outsourced supply team’

The contract team is brought in from outside in order to do the project work. Here,
the responsibility to deliver the project rests very firmly with the project manager.
Modern teams
In addition to the traditional types of teams or groups outlined above, recent years
have seen the growth of interest in three other important types of team: ‘self-
managed teams’, ‘self-organizing teams’, and ‘dispersed virtual teams.’

A self-managed team may be permanent or temporary.

It operates in an informal and non-hierarchical manner, and has considerable
responsibility for the way it carries out its tasks.

- self-organizing teams are comparatively rare. Teams of this type can be found in
highly flexible, innovative organizations that thrive on creativity and informality.
Table 2: Comparing Self-managed and Self-Organizing Teams
Self-managed team Self-organizing team
Usually part of the formal reporting structure Usually outside the formal reporting structure
Members usually selected by management Members usually self-selected volunteers
Senior management influences only the
Indirectly controlled by senior management
team’s boundaries
Leadership variable – perhaps one, perhaps
Usually a permanent leader, but may change
changing, perhaps shared
Empowered by the team members and a
Empowered by senior management
supportive culture and environment
Quản lí Nhân viên

A virtual team
A virtual team is one whose primary means of communicating is electronic, with
only occasional phone and face-to-face communication. However, there is no
single point at which a team ‘becomes’ a virtual team

 
Why do (only some) teams succeed?
team member satisfaction will be derived not only from the achievement of tasks
but also from the quality of team relationships and the more social aspects of
teamworking.

Figure 3 The
internal elements of team effectiveness

In addition to what happens inside a team there are external influences that impact
upon team operations

2 COOPERATION
cooperation is when multiple partners work together toward a common goal that
will benefit everyone.
Individual Differences in Cooperation
Social Value Orientation
Social value orientation (SVO) describes people’s preferences when dividing
important resources between themselves and others
Social value orientation (SVO)
An assessment of how an individual prefers to allocate resources between him- or
herself and another person.
People generally fall into one of three categories of SVO: cooperative,
individualistic, or competitive. While most people want to
- bring about positive outcomes for all (cooperative orientation),
- people are less concerned about the outcomes of others (individualistic)
- seek to undermine others in order to get ahead (competitive orientation).

Empathic Ability
Empathy is the ability to feel and understand another’s emotional experience.
- When we empathize with someone else, we take on that person’s perspective,
imagining the world from his or her point of view and vicariously experiencing his
or her emotions
- when people empathize with their partner, they act with greater cooperation and
overall altruism

Situational Influences of Cooperation

Communication and Commitment
Open communication between people is one of the best ways to promote
cooperation

Trust
When it comes to cooperation, trust is key
Trusting others, however, depends on their actions and reputation.
Social trust, or the belief that another person’s actions will be beneficial to one’s
own interests

Group Identification
a person’s social identity : the extent to which he or she identifies as a member of a
particular social group
Social identity A person’s sense of who they are, based on their group
membership(s).
Emphasizing group identity is not without its costs: although it can increase
cooperation within groups, it can also undermine cooperation between groups.
Culture

VOCAB
Altruism
A desire to improve the welfare of another person, at a potential cost to the self and
without any expectation of reward.
Commons dilemma game
A game in which members of a group must balance their desire for personal gain
against the deterioration and possible collapse of a resource.
Interindividual-intergroup discontinuity
The tendency for relations between groups to be less cooperative than relations
between individuals.
Rational self-interest
The principle that people will make logical decisions based on maximizing their
own gains and benefits.
.

3.SOCIAL COMPARISON
Social Comparison: Basics
- In one category, we consider social norms and the opinions of others.
Specifically, we compare our own opinions and values to those of others when our
own self-evaluation is unclear.

- “abilities and performance.” : need for self-evaluation is driven by another

fundamental desire: to perform better and better

-Social comparison is a well-known concept to advertisers. They create idealized

images that influence consumers’ self-perceptions as well as the things they feel
they must buy in order to be satisfied

Relevance and Similarity

Relevance is thus a necessary precondition for social comparison.

Direction of Comparison
can compare ourselves to people who are better than us—
“upward comparisons”: threaten our self-evaluation, self-esteem or joy and
admiration
—or worse than us—“downward comparisons: boost our self-evaluation, self-
enhancement effect, or scorn

Consequences of Social Comparison

impact self-esteem:
For example, having the best final score in a class can increase your self-esteem
quite a bit
lead to feelings of regret & envy:
as when someone with thinning hair envies the thick hair of a colleague.
behave more competitively:
For example, you are among the top 10% on your class mid-term you might feel
competitive with the other top students.
Comparing your behavior to that of other people might make you jealous,
regretful or more motivated. Lapel stickers and online badges that proclaim “I
voted” or “I gave blood” are common examples of leveraging social comparison to
achieve positive social outcomes.

Self-Evaluation Maintenance Model

The self-evaluation maintenance (SEM; Tesser, 1988) model builds on social
comparison theory.
SEM points to a range of psychological forces that help and maintain our self-
evaluation and self-esteem.
SEM reveals the importance of relationship closeness: affects self-evaluations
The SEM model suggests that managers may prefer sub-optimal candidates who
aren’t likely to challenge their standing in the organization.

Individual Differences
The social comparison and its effects on self-evaluation will often depend on
personality and individual differences.
-people with mastery goals may not interpret an upward comparison as a threat to
the self but more as challenge, and a hopeful sign that one can achieve a certain
level of performance.
Another individual difference is whether one has a “fixed mindset” or “growth
mindset”.
-People with fixed mindsets think that their abilities and talents cannot change;
thus, an upward comparison will likely threaten, experience negative consequences
of social comparison
-People with growth mindsets, interpret an upward comparison as a challenge, and
an opportunity to improve themselves.
Situational factors
Number Khi số lượng mục tiêu so sánh (tức là số lượng người mà bạn có thể so
sánh) tăng lên, so sánh trên mạng xã hội có xu hướng giảm.
Local bạn có thể so sánh chiều cao của mình với một người bạn tốt, một nhóm
bạn, những người ở nơi làm việc của bạn hoặc thậm chí là chiều cao trung bình của
những người sống trong thành phố của bạn.
Proximity to a Standard
Social Category Lines

Related Phenomena
Frog Pond Effect bạn thà ở trong một cái ao nhỏ nơi bạn là một con ếch lớn, hay
một cái ao lớn nơi bạn là con ếch nhỏ

The Dunning-Kruger Effect shows that the least experienced and least
knowledgeable people are over-confident. These people don’t know what they
don’t know and are more likely to overestimate their own abilities.

4. THE PSYCHOLOGY OF GROUPS

The Psychological Significance of Groups
The Need to Belong
Affiliation in Groups
Identity and Membership
People are defined not only by their traits, preferences, interests, likes, and dislikes,
but also by their friendships, social roles, family connections, and group
memberships.
Evolutionary Advantages of Group Living
- Groups may be humans’ most useful invention, for they provide us with the
means to reach goals that would elude us if we remained alone.
- “People become dependent on one another for the satisfaction of their needs”

Teamwork
Researchers have identified two key ingredients to effective teamwork:
- a shared mental representation of the task
- group unity.

Teams improve their performance over time as they develop a shared

understanding of the team and the tasks they are attempting.

Group Development
forming phase, the members become oriented toward one another.
storming phase, the group members find themselves in conflict, and some solution
is sought to improve the group environment
norming, phase standards for behavior and roles develop that regulate behavior
performing, phase the group has reached a point where it can work as a unit to
achieve desired goals
adjourning phase ends the sequence of development; the group disbands.

Making Decisions in Groups

-For groups can draw on more resources than can a lone individual.
-More ideas and possible solutions by discussing the problem.
-A group’s decision will be superior to an individual’s decision.

Group polarization
The tendency for members of a deliberating group to move to a more extreme
position, with the direction of the shift determined by the majority or average of
the members’ predeliberation preferences.

groupthink:
groupthink: “a mode of thinking that people engage in when they are deeply
involved in a cohesive in-group, when the members’ strivings for unanimity
override their motivation to realistically appraise alternative courses of action”

groupthink xay ra khi

Cohesion: thân nhau quá nên ko lí trí
Isolation.
Biased leadership.
Decisional stress. Groupthink becomes more likely when the group is stressed,
particularly by time pressures.

Vocabulary
Collective self-esteem
Feelings of self-worth that are based on evaluation of relationships with others and
membership in social groups.

Group cohesion
The solidarity or unity of a group resulting from the development of strong and
mutual interpersonal bonds among members and group-level forces that unify the
group, such as shared commitment to group goals.

Groupthink
A set of negative group-level processes, including illusions of invulnerability, self-
censorship, and pressures to conform, that occur when highly cohesive groups seek
concurrence when making a decision.

Social comparison
The process of contrasting one’s personal qualities and outcomes, including
beliefs, attitudes, values, abilities, accomplishments, and experiences, to those of
other people.
Social facilitation
Improvement in task performance that occurs when people work in the presence of
other people.
Social identity theory
A theoretical analysis of group processes and intergroup relations that assumes
groups influence their members’ self-concepts and self-esteem, particularly when
individuals categorize themselves as group members and identify with the group.

Teamwork
The process by which members of the team combine their knowledge, skills,
abilities, and other resources through a coordinated series of actions to produce an
outcome.

5. Shared Information Bias

Shared information bias (also known as the collective information sampling bias)
is thus a tendency for group members to spend more time and energy discussing
information that multiple members are already familiar with (i.e., shared
information)

Avoidance strategies
to reduce group focus on discussing shared information
-Avoid time pressure or time constraints
-Include more group members who have task-relevant experience
-Clarify to group members when certain individuals have relevant expertise
-Technology

6. Inattentional Blindness
Inattentional blindness
The failure to notice a fully visible, but unexpected, object or event when attention
is devoted to something else.
the surprising failure to notice an unexpected object or event when attention is
focused on something else
7 .Teams as Systems
The least-sized group principle contends that the ideal group size is one which
incorporates a wide variety of views and opinions but contains as few members as
possible. nhiều quan điểm và ý kiến khác nhau nhưng chứa càng ít thành viên
càng tốt.

functional role, which relies on the skills and experiences that we bring to the
project or problem in hand.
team role, which tends to be based on our personality or preferred style of action.
=> team role can be said to determine how we apply the skills and experiences
that comprise our functional role.

POWER IN TEAMS AND GROUPS

Power lives in relationships, not in people.
Power and status are key ways that people exercise influence within groups.
Defining Power (3 loại)
power-over enables one individual or group to make the decisions that affect
others, and to enforce control (quyền lực : được quyền kiểm soát, như tổng thống)
Power-from-within refers to a more personal sense of strength or agency.
- Power-from-within manifests itself when we can stand, walk, and speak “words
that convey our needs and thoughts”
- arises from our sense of connection, our bonding with other human beings, and
with the environment (quyền lực trong nhóm, có thể cảm giác về quyền lực của
mình)
power-with, which is “the power of a strong individual in a group of equals, the
power not to command, but to suggest and be listened to, to begin something and
see it happen”
(1) all group members must communicate respect and equality for one another, and
(2) the leader must not abuse power-with and attempt to turn it into power-over.
( Quyền duoc doi xử bình đẳng )

Understanding Power And Oppression

- Power and oppression can be said to be mirror reflections of one another in a
sense or two sides of the same coin
- Oppression is as: “Unjust or cruel exercise of authority or power especially by the
imposition of burdens;
- groups that do not have “power over” are those society classifies or labels as
disenfranchised
- Privilege refers to the benefits, advantages, and power that are gained based on
perceived status or membership in a dominant group

RELATIONSHIP BETWEEN Power and Status

Status can be defined as a person’s Power members with higher status are
perceived level of importance or apt to command greater respect and
significance within a particular context. possess more prestige and power than
those with lower status.

Bases of Power in GROUPS (5 ý)

Referent Power
Referent power has also been called charismatic power, because allegiance is
based on interpersonal attraction of one individual for another.
- B looks up to or admires person A, and, as a result, B follows A largely because
of A’s personal qualities, characteristics, or reputation. In this case, A can use
referent power to influence B.

Expert Power
A gains power because A has knowledge or expertise relevant to B

Legitimate Power
person B submits to person A because B feels that A has a right to exert power in a
certain domain
Legitimate power is really another name for authority.
Legitimate power differs from reward and coercive power in that it depends on the
official position a person holds, and not on his or her relationship with others.

Reward Power
person A has power over person B because A controls rewards that B wants.
pay raises, promotions, desirable job assignments, more responsibility

Coercive Power
Coercive power is based primarily on fear. Here, person A has power over person
B because A can administer some form of punishment to B. Thus, this kind of
power is also referred to as punishment power.

Consequences of Power
commitment- subordinate accepts and identifies with the leader
compliance-subordinate feels the leader has either legitimate power or reward
power.
Resistance- subordinate sees little reason—either altruistic or material—for
cooperating and will often engage in a series of tactics to defeat the leader’s
efforts.

Power Dependencies
at least two persons (or groups) can be identified:
(1) the person attempting to influence others
(2) the target of that influence.

Nguyên nhân nào khiến một số người dễ bị ảnh hưởng bởi những toan tính
quyền lực? (3 ý)
Subordinate’s Values
if the outcomes that A can influence are important to B, then B is more likely to be
open to influence

Nature of Relationship
if A and B are peers or good friends, the influence process is likely to be more
delicate than if they are superior and subordinate. (khó từ chối)

Counterpower
B has other sources of power to buffer the effects of A’s power.

Uses of Power (2 ý)
-Common Power Tactics in Organizations
-The ethical use of power.

-Common Power Tactics in Organizations (7 ý)

Controlling Access to Information
Controlling Access to Persons
Selective Use of Objective Criteria
Controlling the Agenda
Using Outside Experts
Bureaucratic Gamesmanship
Coalitions and Alliances

-The ethical use of power.

Referent power Treat subordinates fairly
 Defend subordinates’ interests
Be sensitive to subordinates’ needs, feelings
Select subordinates similar to oneself
Engage in role modeling
Expert power Promote the image of expertise
Maintain credibility
Act confident and decisive
Keep informed
Recognize employee concerns
Avoid threatening subordinates’ self-esteem
Legitimate power Be cordial and polite
Be confident
Be clear and follow up to verify understanding
Make sure request is appropriate
Explain reasons for request
Follow proper channels
Exercise power regularly
Enforce compliance
Be sensitive to subordinates’ concerns

Reward power Verify compliance

Make feasible, reasonable requests
Make only ethical, proper requests
Offer rewards desired by subordinates
Offer only credible rewards

Coercive power Inform subordinates of rules and penalties

Warn before punishing
Administer punishment consistently and uniformly
Understand the situation before acting
Maintain credibility
Fit punishment to the infraction
Punish in private

LEADERSHIP
Leadership as a social (interpersonal) influence relationship between two or more
persons who depend on each other to attain certain mutual goals in a group
situation.
Effective leadership helps individuals and groups achieve their goals by focusing
on the group’s maintenance needs and task needs

Leader versus Manager

- Management is defined as a process consisting of planning, organizing, directing,
and controlling.
-leadership is defined as a social (interpersonal) influence relationship between two
or more people who are dependent on each another for goal attainment.

- managers and leaders are commonly differentiated in terms of the processes

- differ in terms of the types and sources of the power they exercise

The Leadership Process

- key components to this “working relationship”: the leader, the followers, the
context (situation), the leadership process per se, and the consequences (outcomes)

The Consequences
The leader-member exchange (LMX) theory of the leadership process focuses
attention on consequences associated with the leadership process. The theory views
leadership as consisting of a number of dyadic relationships linking the leader with
a follower

Những quy trình liên quan đến những người lên vị trí lãnh đạo là gì?
processes associated with people coming to leadership positions?

Leader Emergence
A formal leader is that individual who is recognized by those outside the group as
the official leader of the group. Often, the formal leader is appointed by the
organization.
The informal leader is that individual whom members of the group acknowledge as
their leader.

Paths to Leadership (2 y)
Designated leader (được chỉ định) The person placed in the leadership position by
forces outside the group.
Emergent leaders (nổi lên) The person who becomes a group’s leader by virtue of
processes and dynamics internal to the group.
Theory X and Theory Y Leaders
McGregor’s Theory X and Theory Y posits two different sets of attitudes about the
individual as an organizational member.
The Theory X leader Theory Y leaders
-the average individual dislikes work -Believe people have creative capacities, the
-is incapable of exercising adequate self- ability and desire to exercise self-direction
direction and self-control. and self-control.
-exert a highly controlling leadership style. -allow organizational members significant
amounts of discretion in their jobs and
-encourage them to participate in
departmental and organizational decision-
making.
–adopt involvement-oriented approaches to
leadership and organically designed
organizations for their leadership group.

core traits identified are:

Drive—a high level of effort, including a strong desire for achievement as well as
high levels of ambition, energy, tenacity, and initiative
Leadership motivation—an intense desire to lead others
Honesty and integrity—a commitment to the truth (nondeceit), where word and
deed correspond
Self-confidence—an assurance in one’s self, one’s ideas, and one’s ability
Cognitive ability—conceptually skilled, capable of exercising good judgment,
having strong analytical abilities, possessing the capacity to think strategically and
multidimensionally
Knowledge of the business—a high degree of understanding of the company,
industry, and technical matters

The Leadership Grid®

concern for results (production) emphasizes output, cost effectiveness, and (in for-
profit organizations) a concern for profits. Concern for people involves promoting
working relationships and paying attention to issues of importance to group
members
Situational (Contingency) Approaches to Leadership
Fiedler’s Contingency Model
contingency theory of leadership
A theory advanced by Dr. Fred E. Fiedler that suggests that different leadership
styles are effective as a function of the favorableness of the leadership situation
least preferred.

Leaders are asked about their least-preferred coworker (LPC), the person with
whom they least like to work.

The Situational Factor

(1) leader-member relations—the degree of the group’s acceptance of the leader,
their ability to work well together, and members’ level of loyalty to the leader;
(2) task structure—the degree to which the task specifies a detailed, unambiguous
goal and how to achieve it
(3) position power—a leader’s direct ability to influence group members.

Path-Goal Theory Robert J. House and Martin Evans

path-goal theory of leadership
A theory that posits that leadership is path- and goal-oriented, suggesting that
different leadership styles are effective as a function of the task confronting the
group.

Effective leaders therefore provide rewards that are valued by organizational

members
Effective leaders also give clear instructions so that ambiguities about work are
reduced and followers understand how to do their jobs effectively. They provide
coaching, guidance, and training so that followers can perform the task expected of
them
.

An Appropriate Match
First, they must analyze situations and identify the most appropriate leadership
style.
Second, leaders must be flexible enough to use different leadership styles as
appropriate. To be effective, leaders must engage in a wide variety of behaviors

The Transformational and Visionary Leader

The transactional leader moves a group toward task accomplishment by initiating
structure and by offering an incentive in exchange for desired behaviors.
The transformational leader inspire others to action through their personal values,
vision, passion, and belief in and commitment to the mission. A leader who moves
and changes things “in a big way” by inspiring others to perform the extraordinary.
Visionary leaders (The transformational leader) are those who influence others
through an emotional and/or intellectual attraction to the leader’s dreams of what
“can be.

charismatic leaders people who possess legitimate power that arises from
“exceptional sanctity, heroism, or exemplary character.”

great man [sic] theory of leadership

The (generally disproven) belief that some people are born to be leaders and others
are not.

charisma

A special personal magnetic charm or appeal that arouses loyalty and enthusiasm
in a leader-follower relationship.

WORKING IN DIVERSE TEAMS

Challenges and Best Practices for Working with Multicultural Teams
High-context communication
More indirect and ask questions rather than pointing our problems.

Low-context communication.
Direct and explicit

accents and fluency

Developing Cultural Intelligence

Cultural intelligence is a competency and a skill that enables individuals to
function effectively in cross-cultural environments

Aware of the influence of culture and more capable of adapting behavior to the
norms of other cultures.
Head: learns about the beliefs, customs, and taboos of foreign cultures via the
head.
Body: involves more commitment and experimentation with the new culture.
Heart: deals with a person’s own confidence in their ability to adapt to and deal
well with cultures outside of their own

-“broaden your mind”—expand your own cultural channels (travel, movies, books)
and surround yourself with people from other cultures. Mở rộng kênh văn hóa
-“develop your cross-cultural skills through practice” and experiential learning.
You may have the opportunity to work or travel abroad—but if you don’t, then
getting to know some of your company’s cross-cultural colleagues or foreign
visitors phát triển kĩ năng đa văn hóa
-“boost your cultural metacognition” and monitor your own behavior in
multicultural situations. When you are in a situation in which you are interacting
with multicultural individuals, you should test yourself and be aware of how you
act and feel. Tăng cường nhận thức văn hóa
-“cognitive complexity” it requires being able to view situations from more than
one cultural framework nhận thức đa dạng văn hóa qua nhiều cách

CONFLICT AND NEGOTIATION

Definitions of Conflict
Conflict As an expressed struggle between interdependent parties over goals
which they perceive as incompatible or resources which they perceive to be
insufficient.
-conflict must be expressed.
-conflict takes place between or among parties who are interdependent—that is,
who need each other to accomplish something.
-conflict involves clashes over what people want or over the means for them to
achieve it. Bên A muốn X, trong khi bên B muốn Y.

Types of Conflict
Conflicts of substance.- intrinsic conflict Nếu Terry cho rằng bài tập sinh học
yêu cầu một thư mục có chú thích nhưng Robin tin rằng một danh sách các bài đọc
đơn giản là đủ, thì chúng đang mâu thuẫn về bản chất.
Conflicts of value
Conflicts of process - task conflicts nảy sinh khi mọi người khác nhau về cách đạt
được mục tiêu hoặc theo đuổi các giá trị mà họ chia sẻ.
Conflicts of misperceived differences xuất hiện khi mọi người diễn giải sai hành
động hoặc cảm xúc của nhau.
Relationship conflicts khó nhất

A Model of the Conflict Process

Stage 1: Frustration
Stage 2: Conceptualization
Stage 3: Behavior ((1) competing, (2) collaborating, (3) compromising, (4)
avoiding, and (5) accommodating) (1) cạnh tranh, (2) hợp tác, (3) thỏa hiệp, (4)
tránh và (5) thích ứng
- satisfying its own concerns—called assertiveness—and the extent to which it is
interested in helping satisfy the opponent’s concerns—called cooperativeness.
Stage 4: Outcome

TEAMS AS SYSTEMS
Inputs, throughputs and outputs

Inputs are factors which are controlled and influenced by management.

Throughputs refer to the activities and tasks that help to transform inputs into
outputs
Team processes. A sense of unity is created through sharing clear goals which are
understood and accepted by the members.
Cohesiveness. This involves encouraging feelings of belonging, cooperation,
openness and commitment to the team.
Communication. This involves being clear, accurate, open and honest.
Decision-making. This involves making sure that established procedures are in
place, that everybody is clear about leadership and an environment of trust is being
created.
Task and maintenance activities. These include activities that ensure that the task
is produced effectively, such as planning, agreeing on procedures and controls.
They also include activities that minimize threats to the process, such as
monitoring and reviewing internal processes and dealing constructively with
conflict.

Outputs are those (successful) outcomes which satisfy organizational or personal

goals or other predetermined criteria.
Task performance. This may be judged on a number of criteria, such as quality of
the formal outputs or objectives. In this case a product (the newsletter) and the time
taken to perform the task are the criteria.
Individual outputs. These may include personal satisfaction and personal
development and learning.
Other outcomes. These include transferable skills to apply in future to other
teamwork. They include, for example, experience of effective teamwork and task-
specific skills.

Managing group membership

Faces 1 and 2 are external to the team and concern:
-adapting to the environment and using organizational resources
-relating effectively with people outside the team

Faces 3 and 4 are internal to the team and concern:

-using systems and procedures appropriately
-working in a way people feel part of a team.

Functional and team roles

functional role, which relies on the skills and experiences that we bring to the
project or problem in hand
team role, which tends to be based on our personality or preferred style of action.
Belbin team roles

Team role
Team role Team strengths Allowable weaknesses

Plant -Creative, imaginative, unorthodox -Weak in communication skills

-An innovator
-Team’s source of original ideas
Implemente -Turns ideas into practical actions -
r Turns decisions into manageable tasks
-Brings method to the team’s activities
-Easily upset
-Can dwell on ‘interesting ideas’
-Somewhat inflexible
-Does not like ‘airy-fairy’ ideas
-Upset by frequent changes of
Ng thực plan
hiện
Completer- -Painstaking and conscientious -Anxious introvert; inclined to
finisher -Sees tasks through to completion worry
Người chăm -Delivers on time -Reluctant to delegate
-Dislikes casual approach by
chỉ others
Monitor- -Offers dispassionate, critical analysis -Lacks drive and inspiration
evaluator -Has a strategic, discerning view -Lacks warmth and imagination
-Judges accurately; sees all options -Can lower morale by being a
Giám sát
damper
Resource -Diplomat with many contacts -Loses interest as enthusiasm
investigator -Improviser; explores opportunities wanes
-Enthusiastic and communicative -Jumps from one task to another
Khám phá
-Thrives on pressure
tài nguyên
Shaper -Task minded; brings drive to the team -Easily provoked or frustrated -
Taoj hinh -Makes things happen Impulsive and impatient
-Dynamic, outgoing and challenging -Intolerant of woolliness or
vagueness
Teamworke -Promotes team harmony; diffuses -Indecisive in crunch situations
r friction -May avoid confrontation
-Listens; builds on the ideas of others situations
Người làm
-Sensitive but gently assertive -May avoid commitment at
việc theo decision time
nhóm
Coordinator -Clarifies goals; good chair person -Can be seen as manipulative
Điều phối -Promotes decision making -Inclined to let others do the work
-Good communicator; social leader -May take credit for the team’s
viên
work
Specialist -Provides rare skills and knowledge -Contributes only on a narrow
Chuyên gia -Single-minded and focused front
-Self-starting and dedicated -Communication skills are often
weak
-Often cannot see the ‘big picture’