NMIMS Global Access

School for Continuing Education (NGA-SCE)

Course: Organizational Behaviour
Internal Assignment Applicable for April 2021 Examination

1. The main aim of Transactional Analysis is to study interactions between two

individuals. As a team lead, you often find problems in your team members’
interpersonal behaviour. In this context, elaborate on the concept of transactional
analysis and the three ego states of individuals. Conclude by giving your opinion
on how these states can impact a team’s interpersonal behaviour.
(10 Marks)
OB – Ch.4 - 4.2 - interpersonal behaviour , 4.2.2 - transactional analysis
BC – Ch.1 - 1.1 - interpersonal behaviour , 1.3 - transactional analysis
Study of human behaviour is very complex. Human behaviour is affected by
behaviour of others. It is based on basic psychological facts like perception,
learning, motivation and personality of the individuals interacting with each other.
Interpersonal behaviour could be mutually cooperative where
complementary transactions take place, such behaviour is possible where
there is mutual trust, respect for each other’s view point and ideas, concern
for each other’s needs and when both have a complementary ego state.
Such behaviours are mutually gratifying to each other.
On the other hand, interpersonal behaviours can be conflicting. Reasons for
such behaviour can be attributed to personality differences, different value
system, and conflict of interest and last but not the least role ambiguity
between the two individuals.
Transactional analysis is the study of individual in the organization when he
is interacting with other individual on social front or professional front. Eric
Berne is credited to the movement for psychotherapy, which he started in
1950s. He observed that there are several persons within one person and
therefore an individual transacts in different ways with different persons in
different situations. People spend considerable time interacting with each
other
It is a method of analyzing and understanding inter personal behaviour.
Transactional analysis involves the analysis of the following factors:- (a)
Study of awareness (b) Ego State (c) Analysis of transactions
Communication in the Workplace Important
Communication ensures the operation of the workplace and it is the quality of communication
that can significantly affect the results of work. Improving communication can be done by
choosing the use of signs or symbols common to the participants of the communication
process, which is not always just the language, but also pictures, gestures, etc., resulting from
the company’s common culture and experience. Gestures or pictures can be used to better
explain the message to the employee. Successful communication is well thought out and
purposefully presented because quality communication is the basis for the success of work.
Good communication practices are at the heart of every successful business.
Communication serves two essential functions in every organisation. It
disseminates the information needed by employees to get things done and builds
relationships of trust and commitment. Workplace communication is vital to an
organisation’s ability to be productive and operate smoothly.
Communication flow is very important to workers. Employees need to feel secure
that they are receiving truthful and updated information from superiors. They also
want to have the ability to share ideas, thoughts and concerns within the
company.
What is communication
A process in which a person, through language, signs and symbols, conveys a message to
another person
Factors Influencing Effective Communication-Special needs/accessibility, Environment/setting,
Literacy skills, Cultural factors, Email etiquette, Tone, Respect and appropriateness, Gender
neutrality, Jargon, Others
Words are powerful tools of communication. Indeed, word choice can easily influence the
thoughts, attitudes, and behavior of the people listening to us. Communication in Interpersonal
Skills Similarly, proper attention to the language of others can give us insight to what it is that
they are really saying, helping us to respond appropriately and effectively.
Communication & Interpersonal Skills
Interpersonal skills are the attitudes and habits that make workers at any seniority level valuable
employees and contributing members of the work environment. They include communication
and social skills, teamwork, problem solving and critical thinking, and professionalism (time
management and appearance). In other words it is the communication among two or more
persons.
Interpersonal skills are the skills we use every day when we communicate and interact with
other people, both individually and in groups. They include a wide range of skills, but particularly
communication skills such as listening and effective speaking.
Whether we communicate from behind a screen or face to face, strong interpersonal skills allow
us to share ideas, points of view, expertise, and information effectively.
Interpersonal behavior is the behavior and actions that are present in human
relationships. The way in which people communicate, and all that this entails, is
considered interpersonal behavior. Interpersonal behavior may include both verbal
communication and nonverbal cues, such as body language or facial expressions.

2. The employees of Inspiron Pvt Ltd bond quite well with each other.
They have different types of groups within the organisational
framework.
But some of these extend beyond the formal boundaries.
In this context, discuss about the different stages of group formation.
(10 Marks)
Ch.5 - (5.1 , 5.2 - Groups) , 5.3 - Types , 5.4 - Stages
two or more figures forming a complete unit in a composition

a number of individuals assembled together or having some unifying relationship

groups are private spaces to discuss projects, manage information and securely share
documents with colleagues or clients.

A Group is basically an assemblage of people. It can be understood as a collection of

individuals (two or more), who come together and interact with each other, so as to
achieve the objectives of the organization. These are the foundation of an organization.

A group is a collection of individuals who have relations to one another that make them
interdependent to some significant degree.

 Several people or things that are together or in the same place.

 Several people who are connected by some shared activity, interest, or quality.

 Several individuals assembled or having some unifying relationship.

 A set of people who meet or do something together because they share the same
purpose or ideas.

who have come together to achieve a particular objective.

develops when people come together to work on a project.

A group can be defined as two or more interacting and interdependent individuals who
come together to achieve particular objectives. A group behavior can be stated as a
course of action a group takes as a family.
 Size: To form a group, it must be having at least two members. Practically, the number of group
members ranges from 15 to 20. The more the members in the group, the more complex it is to
manage.
 Goals: Every group has certain goals, that are the reasons for its existence.
 Norms: A group has certain rules, for interacting with the group members.
 Structure: It has a structure, based on the roles and positions held by the members.
 Roles: Every member of a group has certain roles and responsibilities, which are assigned, by
the group leader.
 Interaction: The interaction between the group members can occur in several ways, i.e. face to
face, telephonic, in writing or in any other manner.
 Collective Identity: A group is an aggregation of individuals, which are separately called as
members, and collectively called as a group.
Groups also help improve the communication and problem solving abilities of team members
and create professional relationships that are valuable sources of assistance.

Group helps individual to feel stronger, have fewer self-doubts, and be more contrary to threats.

Reasons for Formation of Groups

 People join groups for a number of reasons. They might be looking for affiliation, a fulfillment of
social needs. Groups also add to an individual’s sense of security, status or self-esteem. Or
perhaps a goal is easier to accomplish if a group of people concentrate on achieving it, pooling
their talents and knowledge. Or, the sheer size of the group might provide the power and
influence needed to accomplish the goal.

In general, groups are created out of individual need satisfaction, which can be
personal, social or economical. Meaning that the members need to associate with the
group in order to fulfil their basic needs.

 Personal Characteristics: Individuals with similar beliefs, attitudes and values are
more likely to form groups.
 Opportunity for interaction: If the employees of an organization, are given an
opportunity to interact with one another, they find that they have many things similar,
which also creates a group.
 Interest and goals: When individuals share common interest and goals, it requires
cooperation and coordination for its achievement, which also results in the formation
of groups.
 Influence and power: Last but not the least, a group has more influence and power,
as compared to an individual, which also promotes its formation.

http://arts.brainkart.com/article/reasons-for-formation-of-groups---group-dynamics-485/#:~:text=Groups%20help
%20protect%20their%20members,Outlet%20for%20frustration.

Types of Groups
Groups are either formal or informal.
Formal Groups
By formal groups, we mean those groups defined by the organization’s structure, with
designated work assignments and establishing tasks. In formal groups, the behaviours
that one should engage in are stipulated by and directed towards organisational goals.
Formal groups are relatively permanent and usually work under a single
supervisor, although the structure of the formal group may vary.

Formal groups are created to achieve specific organizational objectives. Usually, they are concerned
with the coordination of work activities.

People are brought together based on different roles within the structure of the organization. The nature
of the task to be undertaken is a predominant feature of the formal groups.

Goals are identified by management and short and rules relationships and norms of behavior
established. Formal groups chain to be related to permanent although there may be changes in actual
membership.
However temporary formal groups may also be created by management, for example, the use of project
teams in a matrix organization

A formal group is a designated work group, one that is defined by an organization based
on its hierarchical structure, with designated tasks related to its function.

Informal Groups
Informal groups are alliances that are neither formally structured nor organisationally
determined. These groups are natural formations in the work response to the common interests
of the organisation members such as self defense, work assistance and social interaction.
Within the formal structure of the organization, there will always be an informal structure.
The formal structure of the organization and system of role relationship, rule, and
procedures, will be augmented by interpretation and development at the informal level.
Informal groups are based more on personal relationships and agreement of group’s
members than on defined role relationships. They serve to Satisfy psychological and
social needs not related necessarily to the tasks to be undertaken.
Groups may devise ways of attempting to satisfy members’ affiliations and other social
motivations that are lacing in the work situation, especially in industrial organizations.
An informal group is one that’s not organizationally determined or influenced and usually
formed by the members themselves in response to the need for social contact.
Subtypes
Secondary groups

They are large groups whose relationships are impersonal and goal-oriented.

relationships are impersonal and goal oriented. People in a secondary group interact on a less
personal level than in a primary group, and their relationships are generally temporary rather
than long lasting. Some secondary groups may last for many years, though most are short term.
Such groups also begin and end with very little significance in the lives of the people involved.

Secondary relationships involve weak emotional ties and little personal knowledge of one
another. In contrast to primary groups, secondary groups don’t have the goal of maintaining and
developing the relationships themselves.

Command group
The command group is the most frequent type of formal group. It is relatively permanent and is
specified by the organisation chart. It comprises of managers or supervisors and subordinates,
who meet regularly to discuss general and specific ideas to improve product or service. In
business organisations, most employees work in such command groups.
. This is a formal group, determined by the organization’s hierarchal chart and composed of the
individuals that report to a particular manager. For instance, the manager of training has a
command group of his employees, the training group.
Task group
Task groups are also organisationally determined. But it is a temporary group representing the
employees who are working together to complete a job task or particular project. However, a
task group’s boundaries are not limited to its immediate hierarchical superior. For example, if a
problem involving many departments arises, a task force made up of representatives from each
of the affected departments, might be formed to examine the problem and suggest solutions..
This is also a type of formal group, and the term is used to describe those groups that have
been brought together to complete a task. This does not mean, though, that it’s just a group of
people reporting to a single supervisor. The training group, used in the last example, is not the
same as the task group that provides onboarding training for a new employee. The training
department might provide the outline for how a new employee is brought into the company, but
an onboarding task group would include that employee’s manager, an IT manager who equips
the new employee with a computer and phone, and so on.
Committees
The committees are also set up for some special projects. These can be permanent such as
planning committee or a budget committee and may become an integral part of the
organisational structure. A committee can also be temporary such as a special task force which
is set up for a particular purpose and is disbanded when the purpose is achieved. For example,
the committee constituted to elect the president of the company is temporary and is disbanded
after the election.

Primary Groups

A primary group is a group in which one exchanges implicit items, such as love, caring,
concern, support, etc. Examples of these would be family groups, love relationships, crisis
support groups, and church groups. Relationships formed in primary groups are often long
lasting and goals in themselves. They also are often psychologically comforting to the
individuals involved and provide a source of support and encouragement.

It is typically a small social group whose members share close, personal, enduring
relationships. These groups are marked by concern for one another, shared activities and
culture, and long periods of time spent together.

Interest group

People who may or may not be aligned into common command or task groups may
affiliate to attain a specific objective with which each is concerned. This is called an
interest group. For instance, the employees who group together to pressurize the
management for subsidized transport constitute an interest group.. An interest group is
usually informal, and is a group of people who band together to attain a specific
objective with which each member is concerned. Within an organization, this might be a
group of people who come together to demand better working conditions or a better
employee evaluation process. Outside of an organization, this term is frequently used in
political situations to describe groups that give a point of view a voice.
People who may or may not be aligned into a common command or task groups may affiliate to attain a
specific objective with which each is concerned. This is an interest group.

Employees who band together to have their vacation schedules altered, to support a peer who has been
fired, or to seek improved working conditions represent the formation of a united body to further their
common interest.
Friendship group.

A friendship group includes close friends or relations. These groups arise because
members know each other very well before joining the organisation and in the initial
stages, they recognize each other only. These social alliances, which frequently extend
outside the work situation, can be based on similar age or ethnic heritage or for holding
similar political views or for having the same hobbies etc.

These are groups of people who have come together because they share common ideals,
common interests or other similarities, like age or ethnic background. Groups often develop
because individual members have one or more common characteristics. We call these formations of
friendship groups.Social alliances, which frequently extend outside the work situation, can be based on
similar age or ethnic heritage, support for Kolkata Knight Riders cricket, or the holding of similar political
views, to name just a few such characteristics.

Reference group
A reference group is a collection of people that we use as a standard of comparison for
ourselves regardless of whether we are part of that group. We rely on reference groups
to understand social norms, which then shape our values, ideas, behavior, and
appearance. This means that we also use them to evaluate the relative worth,
desirability, or appropriateness of these things.
Stages of Group Formation
The four stages are a helpful framework for recognizing a team's behavioral
patterns
https://www.yourarticlelibrary.com/organization/stages-of-group-formation-with-diagram/45002 4

Forming

This is a beginning stage and lasts only a few days (or weeks). Members begin by
planning their work and their new roles. Moreover, the emotions here are positive.
The groups should begin by learning about team processes in preparation for the
rough times ahead.
However, it is crucial for them to learn the aspects of conflict resolution,
communication, group decision-making and time management
Team Tasks
A good orientation/kick-off process can help to ground the members in terms of the team's
mission and goals, and can establish team expectations about both the team's product and,
more importantly, the team's process.

During the Forming stage, much of the team's energy is on defining the team so task
accomplishment may be relatively low.
Storming Power Struggle
The storming stage is where and competition are at its greatest because now group members
have an understanding of the work and a general feel of belongingness towards the group as
well as the group members.
Such questions need to be answered so that the group can move further on to the next stage.

, and undoubtedly your team will be at its least effective here.

This stage is marked by conflict and competition as personalities and working
styles begin to evolve and the members of the team are unfamiliar
Teams may also disagree on goals and subgroups or cliques may form.
Many teams often fail at this stage so it is important to reduce and address this
conflict so that problems do not occur later on.
Members joggle for influence and positions.
They try to be collective but encounter differences on issues such as, group structure, agenda,
work allocation, etc.
There may be arguments and cross arguments for finalizing a group structure.

There exists a considerable amount of fights and arguments in this stage.

Moreover, as the problem festers, the job remains undone.
Moreover, the situation seems bleak.
Also, without effective training and support, the team may experience retarded
growth.
Managers also experience frustration and are worried about the situation, thereby, are
tempted to intervene.
Members experience a drastic emotional roller coaster from elation to depression.
Conflicts are usually frowned upon.
However, they are the definition of normal, natural, and even necessary events in an
organization.
It is critical for the group to handle it well
Team Tasks
Team Tasks during the Storming stage of development call for the team to refocus on its goals,
perhaps breaking larger goals down into smaller, achievable steps.
The team may need to develop both task-related skills and group process and conflict
management skills.

A redefinition of the team's goals, roles and tasks can help team members past the frustration
or confusion they experience during the Storming stage.

Norming Cooperation and Integration

In this stage, the group becomes fun and enjoyable.

If there is a, it’s
Group leadership is very important, but the facilitator can step back a little and let
group members take the initiative and move forward together.

The team will begin to resolve their interpersonal differences, appreciate others
and form working relationships.

There is a and unity and this allows for the team to work functionally together
towards the end goal.

At this point, performance increase as the team begins to cooperate and focus
on the goals.

Group members recognize the need for mutuality and interdependence.

They negotiate their differences and arrive at workable approaches, upholding the
interests of the group.

Ultimately they come out with the established norms for the group.

In the norming stage,

The group establishes its own norms of behaviour and begin to trust each other.
Moreover, as the group develops interpersonal skills, it becomes all the more skilled.
Members begin the art and knack of problem-solving.
They also cross-train and learn new and adequate job skills.
This stage.
Team Tasks
During the Norming stage, members shift their energy to the team's goals and show an increase
in productivity, in both individual and collective work.
The team may find that this is an appropriate time for an evaluation of team processes and
productivity.

Performing Synergy
Once a group is clear about its needs, it can move forward to the third stage of group
development, the norming stage.
This is the time where the group.
and the group remains focused on the group's purpose and goal.
Members are, and trust each other
Leadership
After reaching a consensus on group norms, members start working together to achieve the
intended goals.
It is interesting to note here that the first three stages take a while, during which, apparently,
there is not much progress made. But it must be recognized that these stages lay the
foundation for performance.

At this point, relationships are formed and there is a.

The team is.
The prime focus of the team is on problem solving and meeting goals;
effectiveness is at its peak.
In this stage, the group is ready to begin performing its respective task and assigned
jobs.
In this stage, the group has become well acquainted with one another and has clarity
with regard to what needs to and has to be done.
The performing stage begins when the group is comfortable to work and ends when
the job is completed.

Team Tasks
In the Performing stage, the team makes significant progress towards its goals.

Is the "Performing" stage the end of the process?

There is still a need for the team to focus on both process and product, setting new goals as
appropriate.
Changes, such as members coming or going or large-scale changes in the external
environment, can lead a team to cycle back to an earlier stage.

If these changes - and their resulting behaviors - are recognized and addressed directly, teams
may successfully remain in the Performing stage indefinitely.

Termination/Ending/ Closure
While working on a high-performing team may be a truly pleasurable and growthful experience,
it.

This stage of a group can be confusing and is usually reached when the task is completed.
At this stage, the project is coming to an end and the team members are different directions.
This stage looks at the team from the perspective of the well-being of the team instead of the
perspective of handling a team through the original four moving off in stages of team growth.

Some teams do come to an end, when their work is completed or when the
organization’s needs change.
a critical phase in the formation of a group -However, adjourning a group completes
the group formation

It shows that the group has been successful in completing its pre-determined
objective.
Post the performing stage, the group is adjourned.
The adjourning stage ends the process of group formation.
Because the group is adjourned once the task that is assigned to the group is
completed.
When all tasks are completed, it’s important to celebrate the team’s positive achievements

Team Tasks – The team needs to acknowledge the upcoming transition and the variety of ways
that individuals and the team may be feeling about the team’s impending dissolution.

1. Without

Roles of Groups in the Workplace

https://smallbusiness.chron.com/roles-groups-workplace-18295.html
Importance of groups
A group is a collection of two or more people who work with one another regularly to
achieve common goals. Groups are important to improve organizational outputs and
to influence the attitudes and behaviour of members of the organization. We can say
that in it is to understand the nature of the groups and group behaviour to improve
the performance of the organization.
 Improve Mutual understanding: group improve mutual understanding of the
employees. because when they work together it helps them to understand the
process and goal of the organisation.
 Improve performance: it improves the performance of the group member.
When all group member works together they learn from each other.
 Brings new ideas: Creating new groups bring new ideas and innovation in the
organisation.
 Developing Future Executives: Informal groups recognise talented workers.
which helps the company to identify the future leader.

https://www.managementnote.com/importance-groups-employees-perspective-
organizational-behavior/

3. Johanna believes that bringing individuals together is not enough to create an

effective team. It requires a lot of commitment and efforts.
She realized that different types of work require different types of teams.
However, when she tried creating high performing teams, she faced a lot of
obstacles.
In the context of the above case,

Ch.6 - (6.1 , 6.2 – Teams) , 6.2.1 - Importance

Nowadays, organisations carry out most of their work using the interactions
of teams.
As the formation of a team empowers employees in various ways,
greater importance is being given to team-building and teamwork.

A team can be referred to as an official group consisting of inter-re-liant

individuals.

A team is responsible for the attainment of mutual goals of an organisation.

A team is formed with an aim to obtain col-lective performance wherein the

team members share accountability both individually and mutually as a
group.
Therefore, organisationc s forge teams to bring together groups of
people with complementary skills and interests to strive towards a
common goal.
Teams can be temporary in nature, i.e., they may last for a week or a
few years depending upon the need.
A team is a collection of individuals organized to accomplish a
common purpose, who are interdependent, and who can be
identified by themselves and observers as a team.
Teams exist within a larger organization and interact with other
teams and with the organization.
Teams are one way for organizations to gather input from
members, and to provide organization members with a sense of
involvement in the pursuit of organizational goals.
Further, teams allow organizations flexibility in assigning
members to projects and allow for cross-functional groups to be
formed.

IMPORTANCE OF TEAMS
A team is important for attaining organisational goals.
Once the teams are formed, they are allocated a particular task or project
that has to be completed within a specified timeline.
The benefits of teamwork include increased efficiency, the ability to focus different minds on the
same problem, and mutual support.
Higher efficiency Faster speed: More thoughtful ideas Greater effectiveness: Mutual support:
Greater sense of accomplishment
A group of people working toward a common purpose.
A team is a group of people who work together toward a common goal.
Teams have defined membership (which can be either large or small) and a set of activities to
take part in.
People on a team collaborate on sets of related tasks that are required to achieve an objective.
Each member is responsible for contributing to the team, but the group as a whole is
responsible for the team’s success.

The Purpose of Teams

Organizations form teams to accomplish tasks that are too large or complex for an
individual to complete.
Teams are also effective for work that requires different types of skills and expertise.

The Role of Teams

role of a team is to combine resources, competencies, skills, and bandwidth to
achieve organizational objectives.
teams are usually highly focused groups of employees, with the role of achieving specific tasks
to support organizational success.
 Mission analysis
 Goal specification
 Strategy formulation
 Monitoring progress toward goals
 Systems monitoring
 Team monitoring and backup behavior
 Coordination
 Conflict management
 Motivation and confidence building
 Affect management

a. What different types of teams Johanna can create in her organisation? Give
examples.
(5 Marks)
6.3 - Types

Different Kinds of Teams

Teams may be permanent or temporary, and team members may come from the same
department or different ones.

 Functional team:
In this work team, all the members belong to the same functional area and respond
to a single manager, responsible for the management of the whole group.

This team comprises members of the same department with varied responsibilities
Such type of team struc-ture can be seen in large organisations that adopt traditional
form of management.

A manager along with his/her subordinates forms a functional team.

This type of team works well in a stable environ-ment where there are fewer changes in
the business strategy; for example, marketing department, HR department, etc

These and always include members of the same department with different
responsibilities.

A manager is responsible for everything, and everyone reports to him.

 These types of teams are more likely to be found in companies that
like these.

 Cross-functional team:

Individuals belonging to different func-tional departments, but having same

hierarchical level form a cross-functional team.

This is generally a special-purpose team and gets dissolved after the objective of
forming the team is accom-plished.

Cross-functional teams combine people from different areas, such as marketing and
engineering, to solve a problem or achieve a goal.
Healthcare services are frequently delivered by interdisciplinary teams of nurses, doctors,

Cross-functional teams are made up of members from various departments.

These teams tackle specific tasks that require different inputs and expertise.

Even though cross-functional teams are becoming increasingly popular worldwide, a

recent study has proven that a whopping 75% of all cross-functional teams are
dysfunctional.

Cross functional teams are groups consisting of people from different functional areas
of the company – for example, marketing, product, sales, and customer success.

 Self-managed team:
When the members of a team do not require any support from their superiors and are
self-sufficient to manage and handle routine problems, the team is referred to as a self-
man-aged team.
Groups of employees who work in an extremely integrated and collaborative way
because they don’t have a formal leader.
Members define the division of labor, responsibilities and the distribution of tasks,
as well as and even control and supervise themselves.
Companies use self-management teams to improve productivity, quality, and cost-
management.
Examples of self management teams are found in many work groups and collaborative
teams.
For example, they set the work schedule and assign tasks. In this way they share both
the managerial and technical tasks.

 Supervised team:
supervising a team differ from those required to lead a team.
 involve directing the work of subordinates on a daily basis, assigning work,
communicating expectations, ensuring people have the necessary resources, and
improving performance.
When a manager directly controls, manages and supervises a team of members,
the team is referred to as a supervised team
When you supervise a team, you assign tasks, and you monitor and control the
execution closely.
While the employees are responsible for completing the tasks
For example, a middle manager’s supervisor typically would be a top manager. A first-
line manager’s supervisor would be a middle manager. A worker’s supervisor typically
would be a first-line manager.

 Project team:

These are work groups an organization creates to implement a specific project until
completion. Afterward, the group dissolves as it achieved its objectives.

Typically, members come from different areas of the company and perform other
tasks related to their home department.

But, as far as the project is concerned, they answer to the project leader

This type of team refers to a group of individuals who have been brought together for a
specific task for achieving the objectives of the business.

Such teams are created on a tempo-rary basis which could be for a week or a few years.
The members of the team are from different functional areas; they could be from within the
organisation or hired from outside specifically for work-ing on the project.

Project teams are created for a defined period of time to achieve a specific goal. Members
of a project team often belong to different functional groups and are chosen to participate
in the team based on specific skills they can contribute to the project.

Project teams are groups of employees who work collectively toward shared goals.

This type of team allows you to structure work

You can assign clear roles, responsibilities, and deadlines.

is most commonly done by project teams.

Some of a project are:
 Developing a.
  Constructing a building or facility.
 Renovating the kitchen.
 .
 Acquiring a new or modified data system.
 Organizing a meeting.
 process.

 Virtual team:
A virtual team is a type of team that has no physical existence and coordinates through
digital or electronic media, like video conferencing and teleconferencing.
This team has great sig-nificance in situations

Virtual teams have members located in different places, often geographically dispersed,
who come together to achieve a specific purpose.

Academic researchers often work on virtual teams with colleagues at other institutions.
1. General Electric. GE employs more than 90,000 employees throughout the world.

1. A small, internationally distributed team in the human resources industry

2. An independent contractor team of 20 in the finance industry

4. A 40-person team consisting of employees and contractors in the job board

industry

 Problem-solving team
These types of teams are usually temporary and
When a few individuals form a team, and the entire team is formed to
interact and discuss certain problems and progress made by the entire
team on weekends, it refers to the formation of a problem-solving team.
Other issues like quality, timelines, work allocation, etc., can also be a part
of weekly discus-sions.
For example, after the 2008, several organizational task force teams and
governmental committees were created to come up with solutions to help
the country climb out of a steep recession.
‰‰
 Matrix team:
 a temporary product (or project) team, which is made up of specialists from different
functional areas. The idea with the cross-functional nature of the team is to increase
collaboration between different functions to create better products and faster releases.
This team is a combination of functional and pro-jectised structures. Matrix team
members work in their specific departments and also handle the project work,
and, thus, they report both to the project manager and the functional manager.

For example, the company's product-based divisions intersect with functional groups and
geographic divisions, which in turn intersect with other parts of the organization.
2. Apple Inc. has a hierarchical organizational structure, with notable divisional
characteristics and a weak functional matrix.

It is common for an organization to have many teams, including teams of several types.
Effective teamwork depends on choosing the type of team best suited to the work that needs to
be accomplished.

b. Explain the that Johanna might have faced barriers in creating effective teams.
(5 Marks)
6.4 - Barriers

An organisation that is unable to foster effective teamwork faces an uphill task to

serve customers or clients. A viable team improves organisation communication,
increases collaboration and a sense of accountability within the workplace.
Sometimes

Challenges of Knowing Where to Begin

At the start of a project, team members may be at a loss as to how to begin. Also,
they may have reached the end of a task but are unable to move on to the next
step or.

Cultural differences:

.‰‰
Poor Performance of Some Team Members

A lack of freedom and responsibility.

Too many members or the wrong members.

Research shows that teams deal with poor performers in different ways,
depending on members’ perceptions of the reasons for poor performance

Matrix team problem:

matrix team is one where a team mem-ber has at least two managers: a functional
manager and a proj-ect manager.

This type of team structure results in interpersonal conflicts as the team member’s
loyalties may be torn between two viewpoints.
decision making takes longer as the team member has to report to multiple parties
and wait for a consensus.

Also, different forms of communication can be interpreted differently, leading to

confusion, delays and loss of productivity.‰‰

Unclear goals:
A lack of team purpose and tasks.

Though it is correct to say that team-building helps in achieving organisational

goals; however, if team members are oblivious about organisational goals
or objectives, then it may prove to be a barrier.

Objectives for the teams should be laid down clearly and concisely.

Only when the objectives are clearly speci-fied, the success can be easily gauged
and barriers to team-build-ing can be eliminated.‰