GROUP 2 - GROUPS AND TEAMS

- WRITTEN REPORT -

What is a Group?
- A group is defined as two or more individuals, interacting and interdependent,
who have come together to achieve a particular objective.
- Groups are either formal or informal.

What is the purpose of a group in an organization?

- Members of a group help each other in need, cooperate to reach goals, share
resources, and last but not the least, provide opportunities for social
interaction, companionship, and support.

This group is classified into the two following types which are:
1. Formal groups- are relatively permanent and usually work under a single
supervisor, although the structure of the formal group may vary.
2. Informal groups- are those that develop somewhat naturally among people.

Within the group categories of formal and informal, there are sub-classifications:
 Command group- this is a formal group, determined by the organization’s
hierarchal chart and composed of individuals that report to a particular
manager.
 Task group- this is also a type of group, and the term is used to describe those
groups that have been brought together to complete a task.
 Interest groups- is usually informal and is a group of people who band
together to attain a specific objective with each member is concerned.
 Friendship group- are groups of people who have come together because
they share common ideals, common interests, or other similarities, like age, or
ethnic background.
ESSENCE OF GROUPS IN HUMAN RESOURCES MANAGEMENT

The essence of groups in Human Resources (HR) revolves around the

understanding that people are at the heart of any organization, and how these
individuals work together in groups can significantly impact an organization's
success. Here are the key aspects that define the essence of groups in HR:
 1. Collaboration and Teamwork - Groups in HR are formed to encourage
collaboration and teamwork among employees. The HR department often
plays a vital role in creating and managing teams that work together to
achieve common goals. Effective collaboration enhances productivity and
innovation.
2. Support and Communication - HR groups provide a platform for employees
to communicate, share ideas, and support each other. Effective
communication within these groups fosters a sense of belonging and helps
resolve conflicts and issues.
3. Conflict Resolution - HR often serves as a mediator in resolving conflicts
within groups. They help maintain a harmonious working environment by
addressing and mitigating conflicts, ensuring that group dynamics remain
positive.
4. Diversity and Inclusion - HR groups are instrumental in promoting diversity
and inclusion. They ensure that groups are composed of individuals with
diverse backgrounds, experiences, and perspectives, which can lead to more
creative and well-rounded solutions.
5. Performance Management - HR groups are involved in performance
management, setting goals, evaluating performance, and providing
feedback. They help in identifying and addressing issues related to
individual and group performance.
6. Leadership Development - HR plays a role in developing leaders within
groups. This includes identifying and nurturing leadership potential, offering
training and development programs, and ensuring that groups have
effective leaders to guide them.
7. Organizational Culture - HR groups influence and help shape the
organizational culture. They work to instill the values and norms that are
important for group behavior and performance, fostering a culture of
respect, integrity, and accountability.
8. Employee Engagement and Satisfaction - HR focuses on engaging and
satisfying employees within groups. They create programs and initiatives to
boost morale, job satisfaction, and overall well-being, recognizing that
happy employees are more productive and contribute to the group's
success.
9. Talent Acquisition and Group Composition - HR is responsible for recruiting
and selecting individuals to join groups. They consider the skills, experience,
and fit of candidates to ensure that groups are composed of individuals who
can work effectively together

In essence, groups in HR are fundamental to creating an environment where

employees can thrive, collaborate effectively, and contribute to the organization's
success. They are responsible for managing the human aspect of an organization,
recognizing that how people work together in groups impacts not only productivity
but also the overall culture and success of the organization.
THINGS TO CONSIDER FOR AN EFFECTIVE GROUP IN HUMAN RESOURCES
MANAGEMENT

Handling groups in HR requires adaptability and a focus on both the

individual and collective needs of the team. By implementing these strategies
and practices, HR professionals can effectively manage and support groups to
achieve their objectives and contribute positively to the organization. Handling
groups in Human Resources (HR) requires a combination of skills, strategies, and
practices to ensure effective team management and collaboration. Here are
some key steps and considerations for effectively handling groups in HR:

Understand Group Dynamics - Familiarize yourself with the dynamics of

groups, including stages of group development (forming, storming, norming,
performing, adjourning) and the roles individuals play within groups.

Set Clear Objectives - Clearly define the objectives and goals of the groups
you are managing. Ensure that group members understand their purpose and
what is expected of them.

Team Composition - Pay attention to the composition of groups. Ensure that

teams are diverse in terms of skills, experience, and perspectives. This diversity
can lead to more creative problem-solving and better decision-making.

Effective Communication - Encourage open and effective communication

within the group. Promote active listening, clarity in communication, and a safe
space for team members to express their ideas and concerns.

Conflict Resolution - Be prepared to address conflicts within the group

promptly. Develop conflict resolution strategies and provide mediation when
necessary to maintain a positive group environment.

Leadership Development - Identify and nurture leadership within the group.

Provide leadership training and opportunities for individuals who show
leadership potential.

Team Building Activities - Organize team-building activities and events to

foster camaraderie and collaboration within the group. These activities can
improve trust and relationships among team members.

Performance Management - Establish performance metrics and regular

evaluation processes to assess the group's progress and individual contributions.
Provide feedback and coaching to help team members improve.
 Support and Resources - Ensure that the group has access to the necessary
resources, tools, and support to accomplish their goals. This includes training,
technology, and budgetary support.

Recognition and Rewards - Acknowledge and reward the achievements and

contributions of group members. Recognition can boost motivation and morale
within the group.

Training and Development - Offer training and development opportunities

for the group to enhance their skills and knowledge, improving their overall
performance.

Feedback and Surveys - Collect feedback from group members to

understand their needs, concerns, and suggestions. Use surveys and regular
check-ins to maintain a pulse on the group's satisfaction and engagement.

Crisis Management - Be prepared to handle crises or emergencies within the

group, such as conflicts, unexpected turnover, or other disruptions. Have
contingency plans in place.

Promote Inclusivity - Foster an inclusive environment within the group,

where all members feel valued and heard, regardless of their background or
perspectives.

Continuous Improvement - Encourage a culture of continuous improvement,

where the group is empowered to identify areas for growth and work on
enhancing their performance.

Documentation and Record-Keeping - Maintain accurate records related to

the group's activities, performance, and any significant events or issues. This
documentation can be useful for future reference and decision-making.

FACTORS AFFECTING THE PRODUCTIVITY OF HRM GROUPS

Addressing these factors and proactively managing them can lead to

improved productivity and overall performance within HRM groups. HR
professionals play a critical role in creating an environment where teams can
thrive and contribute effectively to the organization's success. The productivity
level of a group in Human Resources Management (HRM) can be influenced by a
wide range of factors. Understanding and addressing these factors is essential
for HR professionals to optimize group performance. Here are key factors
affecting the productivity of HRM groups:

1. Leadership and Management

 Effective leadership within HR teams is crucial. A skilled and
motivating leader can set clear objectives, provide direction, and
inspire team members to perform at their best.

2. Team Composition
The mix of skills, experience, and personalities within the group
can greatly impact productivity. A diverse and balanced team can
lead to more comprehensive problem-solving and better results.
3. Communication
Open and effective communication is essential for any group.
Poor communication can lead to misunderstandings, conflicts, and
inefficiency. Ensure that team members are encouraged to share
information and ideas.
4. Collaboration
The ability of team members to work together, share
knowledge, and support one another can significantly impact
productivity. Promote a culture of collaboration and teamwork.
5. Task Clarity and Goals
Clear, well-defined tasks and goals are essential for group
productivity. When team members understand their roles and
objectives, they are more likely to perform efficiently.
6. Resource Availability
Ensure that the group has access to the necessary resources,
including technology, tools, training, and budget, to carry out their
responsibilities effectively.
7. Motivation and Engagement
High levels of motivation and engagement among team
members are associated with increased productivity. HR should
work to create a positive work environment that fosters
motivation.
8. Feedback and Performance Evaluation
Regular feedback and performance evaluations help team
members understand how they are doing and where they can
improve. Constructive feedback is essential for growth and
productivity.
9. Training and Development
Continuous learning and development opportunities can
enhance skills and knowledge, leading to better performance within
the group.
10. Work-Life Balance
Ensuring that employees have a healthy work-life balance can
positively impact productivity. Burnout and stress can hinder
performance.
11. Recognition and Rewards
 Recognizing and rewarding the achievements and contributions
of team members can boost motivation and encourage higher
productivity.
12. Time Management
Efficient time management within the group is critical. HR can
help teams develop effective time management skills to meet
deadlines and work more productively.
13. Technology and Tools
The availability and proficiency in using technology and tools
relevant to HR functions can significantly influence the productivity
of HR teams.
14. Workload Distribution
Fair distribution of workloads and tasks among team members
helps prevent overburdening or underutilizing certain individuals.
15. Team Morale and Well-being
The emotional well-being of team members is closely related to
productivity. A positive work environment that supports well-being
can lead to higher productivity.
16. Adaptability and Change Management
HR teams should be equipped to adapt to changes, whether
they are in HR policies, regulations, or technology. The ability to
manage change effectively is crucial for productivity.
17. Conflict Resolution and Team Dynamics
Handling conflicts within the team and managing team
dynamics are vital for maintaining a productive environment.
Address conflicts promptly and promote positive group dynamics.
18. Legal and Compliance Issues
HR teams must stay up-to-date with relevant labor laws,
regulations, and compliance requirements to ensure their activities
do not pose legal risks to the organization.

DISBANDING A GROUP

It's important to note that disbanding a group is a significant decision that can
impact employees' livelihoods and morale. HR should always handle this process
with sensitivity, provide support to affected employees, and communicate the
reasons for the decision clearly and transparently. Moreover, HR should explore
alternative solutions, such as reassigning group members, before deciding to disband
a group.

In Human Resources Management (HRM), there are various reasons why a

specific group or team may be dismantled or disbanded. The decision to disband a
group should be made carefully and with consideration of the organization's
objectives and the team's performance. Here are some common reasons why a
group might be dismantled from an HR perspective:
 Change in Organizational Strategy: When an organization undergoes a
significant change in its strategic direction or goals, certain groups or
teams may become obsolete or no longer aligned with the new
objectives. In such cases, HR may disband the group to reallocate
resources.
 Redundancy or Overlapping Functions: If multiple teams or groups are
performing similar functions or tasks, it can lead to redundancy and
inefficiency. HR may choose to disband a group to streamline
operations and eliminate duplication.
 Underperformance: When a group consistently fails to meet its
objectives or fails to contribute effectively to the organization, HR may
consider disbanding it. Performance metrics and evaluations play a
critical role in this decision.
 Outsourcing or Offshoring: Organizations may decide to outsource
certain functions or move them offshore, which can lead to the
dismantling of in-house groups. HR would play a role in facilitating this
transition.
 Technological Advancements: The introduction of new technologies or
automation can make certain tasks or groups obsolete. HR may disband
a group when its functions can be automated or replaced by
technology.
 Mergers and Acquisitions: In the event of a merger or acquisition, HR
may disband certain teams as part of the integration process.
Redundancies in staffing or overlapping roles may need to be
addressed.
 Cost-Cutting Measures: In times of financial constraints or budget cuts,
HR may disband groups to reduce operational costs. However, this
should be done carefully to minimize the impact on the organization's
capabilities.
 Changes in Regulatory or Compliance Requirements: If there are
significant changes in regulations or compliance requirements that
affect the nature of a group's work, HR may disband the group to
realign with the new legal framework.
 Low Employee Engagement and Morale: When a group exhibits low
morale, high turnover, or persistent internal conflicts that cannot be
resolved, it may be in the organization's best interest to disband the
group and reassign members to other teams.
 Strategic Reprioritization: Sometimes, an organization may decide to
shift its focus or resources to different strategic initiatives. In such cases,
HR may disband groups whose functions no longer align with the new
priorities.
 Cultural Misalignment: If a group's values and culture do not align with
the broader organizational culture, it may be disbanded to promote
cohesion and unity within the organization.
 Failure to Adapt to Change: Groups that are resistant to change or
unable to adapt to evolving market conditions, technologies, or
 customer demands may be disbanded to promote agility and
innovation.
 Reorganization and Restructuring: As part of broader organizational
restructurings, HR may disband groups to create new structures and
roles that are better aligned with the organization's evolving needs.

The 5 Stages of Group Formation

Tuckman was responsible for coining the 5 main stages in the process of
group discussion. They are also known as Tuckman’s 5 stages of group
development. Moreover, these stages of group formation are meant to be
followed in the exact sequence as they are below:

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.
- This initial stage occurs when a team comes together. Team members
are often polite and cautious as they get to know each other, clarify
goals, roles, and responsibilities, and establish rapport. During this stage,
the team may rely heavily on the team leader for guidance and direction.
- The forming represents a time where the group is just starting to come
together.

Storming
There exists a considerable amount of fights and arguments in this stage.
People begin to feel the stress of frustration, resentment, and anger. Moreover,
as the problem festers, the job remains undone.
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.Moreover, the situation seems bleak.
Usually, the storming period may last 1-2 months. Also, without effective
training and support, the team may experience retarded growth.
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 because they are great in helping to build skill and
confidence for the next stage
- In the storming stage, team members may express their individuality,
opinions, and ideas more freely. Conflicts, differences, and power
struggles may emerge as team members assert themselves. This stage
requires open and honest communication, active listening, and problem-
solving to address conflicts constructively and establish common ground.
 - In storming stage, conflict and competitions are at its greatest.
- The storming stage is where the dominant member of the team emerges.

Norming
In the norming stage, the group works through individual and social issues.
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 usually lasts for 4-12 months.
- During the norming stage, the team begins to establish shared values,
norms, and expectations. Trust and cohesion increase as team members
begin to appreciate each other’s strengths, collaborate more effectively,
and establish clearer communication patterns. Roles and responsibilities
become clearer, and the team develops its own identity.
- The norming stage is the time when all the team members becomes a
cohesive unit.

Performing
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.
- The performing stage is when the team reaches its highest level of
productivity and effectiveness. With clearer goals, strong collaboration,
and trust, team members work together smoothly, leveraging each
other’s strengths to achieve the team’s objectives. Decisions are made
efficientlyt, conflicts are resolved constructively, and the team functions
as a high-performing unit.
- This is the final stage where groups become high-performing teams. The
team knows WHY it is doing and WHAT is doing.

Adjourning
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.
- Tuckman’s fifth stage, adjourning, is the breakup of the team, hopefully
when the task is completed successfully.
- Completion and disengagement.
- Separation and endings from tasks and members
- Some describe this stage as mourning or deforming.
Here are some specific things that the HRD team can do to support group formation:

 Organize team-building activities. This can help team members to get

to know each other on a personal level and to start building trust.
 Set clear goals and objectives for the team. This will help team
members to understand what the team is trying to achieve and how
they can contribute.
 Create a team charter. This is a document that outlines the team's
goals, objectives, values, and operating procedures. It can help to create
a sense of shared identity and purpose for the team.
 Encourage communication and collaboration. This can be done by
creating opportunities for team members to share ideas and feedback,
and by working on projects together.
 Provide coaching and support to team members. This can help team
members to develop their skills and knowledge, and to manage conflict
and disagreement effectively.
 Organize team-building activities. This can help team members to get
to know each other on a personal level and to start building trust.
 Set clear goals and objectives for the team. This will help team
members to understand what the team is trying to achieve and how
they can contribute.
 Create a team charter. This is a document that outlines the team's
goals, objectives, values, and operating procedures. It can help to create
a sense of shared identity and purpose for the team.
 Encourage communication and collaboration. This can be done by
creating opportunities for team members to share ideas and feedback,
and by working on projects together.
 Provide coaching and support to team members. This can help team
members to develop their skills and knowledge, and to manage conflict
and disagreement effectively.

What is a Team?
 A team is a small number of people with complementary skills who are
committed to a common purpose, set a performance goal, and an approach
for which they hold themselves mutually accountable – Katzenbach and
Douglas Smith
 A team is a group of workers that functions as a unit, often with little or no
supervision to carry out organizational functions – Ricky W. Griffins
Purpose of a Team: The purpose of a team is to determine how a unique set of
people can use their skills to accomplish a goal at a specific time. A clear team
purpose can help motivate individuals into action.
Characteristics of Team: An effective work team is characterized by its following
attributes.
  Diverse Expertise - A team comprises a small group of individuals who possess
different skills that complement one another, allowing them to tackle various
aspects of a project or problem effectively.
 Shared Objectives - All team members must align and work towards common
goals, ensuring everyone is on the same page and focused on achieving the
desired outcomes.
 Empowered Autonomy - Teams are self-directed, autonomous, and self-
managing entities, empowered to make decisions and take responsibility for
their actions without constant supervision.
 Individual and Collective Responsibility - Each team member is accountable
for their own contributions and actions, while also embracing mutual
accountability to foster a sense of ownership and ensure collective success.
 Unified Commitment - A team demonstrates tireless dedication and unity
toward the accomplishment of shared objectives, fostering a collaborative
environment where everyone is committed to achieving success.
 Effective Communication - Two-way communication channels are established
within the team, facilitating open dialogue, active listening, and understanding
among members, leading to better collaboration and problem-solving.
 Synergy and Coordination - Through coordinated efforts, a team generates
synergy by leveraging the collective strengths and skills of its members,
creating a harmonious and amplified effect that enhances overall productivity
and outcomes.
 Leadership Roles - Within the team, specific individuals take on leadership
roles, guiding and directing the team toward goal achievement, providing
guidance, and support, and fostering a positive team dynamic.

Team Roles
Team Role theory was developed by Dr. Meredith Belbin based on Common
Behavioral Attributes. The Belbin model divides the roles into action-oriented,
thought-oriented, and people-oriented categories to balance teams and
increase productivity.

Belbin’s 9 types of team Roles

1. Shaper. Are team members who drive the team forward. They are
action-oriented, motivating themselves and others despite any issues
that arise. Shapers are natural leaders. When a crisis occurs, these
individuals are quick to find solutions.
2. Implementer. Implementers are also action-oriented team members,
and the maintain order in their environments. They’re practical and
thrive bringing ideas to fruition. These individuals may be the backbone
of a team because they can confidently support other team members.
3. Completer finisher. The last of the action-oriented team roles are the
completer finishers. They are heads-down individuals who notice fine
details and strive for perfection.
4. Plant. The plant is a thought-oriented team member who’s an innovative
and creative thinker. Although plants help balance out the team, they
prefer to brainstorm and solidify their own ideas before sharing to the
greater team.
5. Monitor evaljuator. They are also thought-oriented team role. This type
is a rational thinker and can put their emotions aside for problem solving.
Monitor evaluators work best when their projects require advanced
knowledge and strategic planning. They assess ideas to determine if they
are valuable and viable, then take the steps to push those ideas forward.
6. Specialist. Specialists are thought-oriented. They have in-depth
knowledge in their field, and they like to contribute to one area of
expertise. Specialists follow the pattern of all the thought-oriented team
roles in that they work better alone in a group.
7. Coordinator. Coordinators are people-oriented and of great
communication skills. They are often in leadership positions because they
promote collaboration and motivate the team to accomplish their goals.
They are also trusted in decision-making.
8. Teamworker. Teamworkers are also people oriented. Their extroverted
personalities help them function well with others and listen to their
teammates. They can adapt easily to changes in their environment and
they know how to create harmony if conflict arises.
9. Resource investigator. These people-oriented individuals enjoy exploring
new opportunities like finding potential marketing opportunities for the
company or chatting up stakeholders for a new product launch. Their
positive attitude makes them a natural networker of facilitator of a new
business.