E S O F R E L A TI O N S HIP S I N

TY P
W O R K G R O U P S

MEMBERS
VANESSA ROTCEH
KARLA YUBISELA
EDWIN LOPEZ
JESUS EDUARDO
TYPES OF RELATIONSHIPS IN WORKGROUPS

THE ROLES CAN BEIDENTIFIED BY YOU, OR ESTABLISHED BY THE GROUPS THEMSELVES, E.G., BY GIVING
GROUPS A LIST OF POTENTIAL ROLES AND ASKING THEM TO DECIDE ON AND
DELEGATE APPROPRIATE ROLES WITHIN THEIR GROUP.

TEAM MEMBERS CAN PLAY MORE THAN ONE ROLE, DEPENDING ON THE NEEDS OF
THE PROJECT. ROLES CAN BE FIXED OR ROTATING.
TYPES OF RELATIONSHIPS IN WORKGROUPS

ONE IDEA IS TO USE (AND ADAPT AS NEEDED) THE ROLES THAT MIGHTBE INCLUDED FOR A LARGE,
COLLABORATIVE PROJECT WITHIN YOUR DISCIPLINE.
OF COURSE, IT’S NOT NECESSARY TO USE ALL OF THESE ROLES AND A STUDENT MAYPLAY MORE THAN ONE
ROLE IN A TEAM. THE ROLES YOU ASSIGN FOR SHORTER, IN CLASS ACTIVITIES MAY BE DIFFERENTTHAN
THOSE USED FOR MORE PERMANENT TEAMS. AS A RULE OF THUMB, THENSHORTER THE TASK, THE SMALLER
THE GROUPS SHOULD BE, TO MINIMIZE THE TIMESPENT ON GETTING ORGANIZED AND STARTED.
ROLES Devil’s advocate: Responsible for pointing out alternate
viewpoints andasking tough questions.

• FACILITATOR: RESPONSIBLE FOR GETTING THE GROUP STARTED, KEEPING IT

Spy: Responsible for getting info from other groups
ON TASK,AND INVOLVING ALL MEMBERS.
when appropriate.
• RECORDER: RESPONSIBLE FOR KEEPING A RECORD OF WHAT HAPPENS IN
THE GROUPMEETINGS.

• SPOKESPERSON/REPORTER: RESPONSIBLE FOR SUMMARIZING GROUP

Prioritizer: Makes sure group focuses on most
DECISIONS FORTHE LARGER CLASS. important issues and doesn’t
• TIMEKEEPER: RESPONSIBLE FOR KEEPING GROUP ON TASK AND ON TIME get caught up in details.
(SPECIFICTO IN-CLASS ACTIVITIES).

• REALITY CHECKER: RESPONSIBLE FOR NOTING GROUP DECISIONS AND
WHETHER THEYARE REALISTIC.
Explorer/Innovator: Seeks to uncover new potential in
situations andpeople (fellow team members but also
clients) and explore new areas of
inquiry, alternative perspectives and ideas.
ROLES
• WILDCARD: ASSUMES THE ROLE OF ANY MISSING MEMBER AND FILLS IN WHEREVER
• NEEDED.
• MATERIALS/EQUIPMENT MANAGER: RESPONSIBLE FOR DISTRIBUTING AND TRACKING
• ALL MATERIALS, NOTES, AND EQUIPMENT.
• TECHNOLOGIST: LEARNS ANY NEW TECHNOLOGIES REQUIRED, ASSISTS OTHER
• MEMBERS USING THE TECHNOLOGY, ENSURES FINAL PRODUCT IS IN CORRECT FORMAT
• AND AVAILABLE FOR SHARING.
EFFECTIVE COMMUNICATION

• TYPES OF COMMUNICATIONS THAT OCCUR INORGANIZATIONS.IN THE COMMUNICATION MODEL

DESCRIBED ABOVE, THREE TYPES OFCOMMUNICATION CAN BE USED BY EITHER THE COMMUNICATOR
INTHE INITIAL TRANSMISSION PHASE OR THE RECEIVER IN THE FEEDBACKPHASE. THESE THREE TYPES
ARE DISCUSSED NEXT.ORAL COMMUNICATIONTHIS CONSISTS OF ALL MESSAGES OR EXCHANGES OF
INFORMATION THATARE SPOKEN, AND IT’S THE MOST PREVALENT TYPE OF COMMUNICATION.

• WRITTEN COMMUNICATIONTHIS INCLUDES E-MAIL, TEXTS, LETTERS, REPORTS, MANUALS,

ANDANNOTATIONS ON STICKY NOTES.
• ALTHOUGH MANAGERS PREFER ORAL COMMUNICATION FOR ITS EFFICIENCY AND IMMEDIACY, THE
INCREASEIN ELECTRONIC COMMUNICATION IS UNDENIABLE. AS WELL, SOMEMANAGERS PREFER
WRITTEN COMMUNICATION FOR IMPORTANTMESSAGES, SUCH AS A CHANGE IN A COMPANY POLICY,
WHEREPRECISION OF LANGUAGE AND DOCUMENTATION OF THE MESSAGE AREIMPORTANT.MANAGERIAL
LEADERSHIPDEALING WITH INFORMATION OVERLOADONE OF THE CHALLENGES IN MANY ORGANIZATIONS
IS DEALING WITH ADELUGE OF EMAILS, TEXTS, VOICEMAILS, AND OTHER COMMUNICATION.
WORKGROUP SIZE & COHESION

• PURPOSE
• THE PURPOSE OF THIS PAPER IS THREEFOLD: FIRST, TO EXAMINE THE JOB EMBEDDEDNESS (JE)-TURNOVER INTENTIONS
RELATIONSHIP IN LARGE AND SMALL ORGANISATIONS; SECOND, TO INVESTIGATE HOW EMPLOYEE PERCEPTIONS OF EACH
DIMENSION OF JE MAY DIFFER IN LARGE AND SMALL ORGANISATIONS; AND THIRD, TO DETERMINE IF WORK GROUP
COHESION MODERATES THE JE-TURNOVER INTENTIONS RELATIONSHIP.

• DESIGN/METHODOLOGY/APPROACH
• USING A SHORT FORM OF THE ORIGINAL JE QUESTIONNAIRE, DATA WERE COLLECTED FROM 549 EMPLOYEES IN
ORGANISATIONS LOCATED IN FOUR MAJOR BUSINESS CENTRES IN SOUTH AFRICA. PARTICIPANTS WERE FROM
ORGANISATIONS IN DIVERSE INDUSTRIES.
WORKGROUP ETHICS & AWARENESS