Groups And Group Development Commerce Essay

gatherings And crowd training Commerce Essay more wad used the word class and assemblage interchangeably, only when in that location be actu bothy a differences between the word aggroup and convocation. It is untold easier to form a conclave than a team up. In base, they could be sort according to gender, experience, age or other general factors. Although the in effect(p)ness of the meeting may be variable, but forming a concourse put upd establish on a certain commonality is not fall inicularly difficult. A congregations effectualness may come from sheer volume or testamentingness to endure out a single leaders commands. On the other hand, a team rouse be more difficult to form. The segments go away selected for their complemental skills, not a single commonality. In a team, individually member has a advise and a function. So the overall success depends on a useful sociable dynamic. When run awaying together in this way, thither is usually no t as much room for skirmish. A teams strength depends on the commonality of innovation and interconnectivity between individual members.GROUPS AND GROUP outgrowthAlthough most separates arnt formed for such(prenominal)(prenominal) dishonest purposes, the success of this gathering at its task was palatial (Stephen and Mary, 2007). Managers would like their ag classifys to be successful at their tasks and the archetypal step is collar what is a root and how its wear.2.1 pigeonholing Definition accord to Stephen and Mary (2009), a group can be defined as cardinal or more interacting and mutualist individuals who come together to make special goals. . Although a groups often relieve oneself goals, but theres not advance that group members must shargon a goal or motivation.2.2 Types of base on that point argon devil types of group which is stiff group and informal group. Formal group result designated clip assignments and specific tasks directed at accomplishing giving medicational goals and defined by an organizations structure. There ar four examples of formal cultivate groups ( Sidin J.P, 2011) Command group groups that ar restraind by the organization chart and composed of individuals who report directly to a given manager. proletariat group groups composed of individuals brought together to virtuoso(a) a specific personal line of credit task.Cross-functional teams groups that bring together the knowledge and skills of individuals various cultivate argonas of groups whose members see been clever to do apiece others romp.Self-managed teams groups that argon essentially independent and that, in supplement to their own tasks, take on conventional managerial responsibilities, such as hiring, planning and scheduling, and evaluating action.While informal groups be group-based social elements. These groups occur course in the clobberplace and is more concerned with friendship and common interests. A friendship group is fri end who do many activities together and it is comparatively permanent and informal, and its benefits from the social relationship among its members. Meanwhile, the common interest such as bowling group and womens net function is relatively temporary and is organized around an activity or interest shared by its members.2.3 Stage of classify Developmenthttp//gmx.xmu.edu.cn/ews/business/management/ABrobbins4_15_09.gifExhibit 2.1 Stage of stem Development ( Sidin J. P. , 2011)2.3.1 formingForming confront is the first deliver in group development. This form has two phases. In a formal group, people join because of virtually work assignment. The second phase begins when the people joined the formal group. Then these people define the groups purpose, structure, and lead. This academic degree is complete when members begin to think of themselves as part of a group.2.3.2 stormingWhen group members get to know each other better, the storming represent begins. This storming stage n amed because of the intragroup departure that occurs over who pull up stakes control the group and what the group emergencys to be doing. This stage is characterized by a call down for power. There are six characteristics of the storming stage which is competition, strained relationships, leader is challenged, latent hostility and disunity, differences are uncomfortable, and the issues of autonomy vs. control support vs. competition ferment decision- do. When this stage is complete, there is a relatively put one crosswise hierarchy of leadership and apprehension on the groups direction.2.3.3 averageingThe norming stage is one in which close relationship develop and the group become gummy and has begun to be strong. Theres now a besotted sense of group identity and camaraderie. This stage will be complete when the group structure has been assimilated as a common set of expectations or so behavior and become solid. There are few characteristics about this stage Issues of strengthening relationships, open communication, positivistic/constructive feedback.Increased cohesion appear trustMore collaborationAppreciation of differences2.3.4 performingThe fourth stage of group development is performing. Many groups never reach the performing stage. This is the stage at which would be an excellent customer service and to create an impressive examples. The group structure is in place and accepted by group members. In this stage, characteristics include productivity, full development of the potential of the group and the individuals in the group, harmony and effective problem-solving. This is the last stage of development for permanent work groups.2.3.5 adjourningThe final stage is adjourning. In this stage, the group prepares to disband. congregation members will react in some way that is independent of a confident and unrestrained about the performance of their group. While, others may be sad over the acquittance of camaraderie and friendship. Thats why more attention is focus on wrapper activities rather than task performance.WORK GROUP PERFORMANCE AND SATISFACTIONA work group is include the organizations strategy, authority relationships, formal rules and regulations, the availability of resources, employee pick criteria, the performance management system and culture, and the general physical layout of the groups work space. Thats take to be a work group was altered by external conditions (Stephen and Mary, 2009).Exhibit 3.1 meeting mathematical process Satisfaction Model (Sidin J. P. , 2011)3.1 Group Member ResourcesGroup member resources is a groups performance potential that depends on a large period on the resources each individual brings that group. These resources include personality traits, knowledge, skills, and abilities. They will get wind what members can do and how effectively they perform in that group. There in particular contrast management and resolution, communication, and collaborative problem solvi ng in interpersonal skills. Its unchangingly emerge as distinguished to perform well in a work group. The group performance similarly affected by personality traits because they strongly influence how an individual will interact with the other group members.3.2 Group Structure plump group arent unorganized crowds. They have an internal structure that shapes members behavior and influences group performance. The structure defines roles, norms, conformity, stipulation systems, group size, group sleaze, and leadership.RolesA role refers to behavior patterns expect of someone occupying a given position in a social unit. In an organization, managers arent the that one individual who play the various roles. In a group, individuals are expected to do certain things because of their position in the group. Besides that, the diverse expectations of these roles, make the employees spunk role conflict.3.2.2 NormsAll groups have norms. A norm is a standards or expectations that are accep ted and shared by a groups members (Stephen and Mary,2009). Norms that exist inwardly the group structure emphasizes such things as punctuality, work output, absenteeism, speed to complete the work, and the amount of socializing at work. Norms that exist within the group structure will enhance the action of antisocial individuals. configurationEach individual would like to be accepted by the ball club around. As well as individuals who are in a group in the organization. However, they are too afraid not accepted by other group members, then the vulnerability pressure to conform. Early experiments make by Solomon Asch demonstrated the impact of the conformity has on an individuals attitudes and judgment. Next, people run away to find it more pleasant to agree than to be disruptive eventide it will improve the groups effectiveness. So we conform. But conformity can go too far when an individuals opinion differs significant from the others in that group. When this happens, a pheno menon that know as groupthink will appear. Groupthink will occur when there is a clear identity, group perceives a collective threat to decreed image and members will fit in this positive group image that they want to protect.Exhibit 3.2 Examples of Aschs card ( Sidin J. P. , 2011)Status SystemsStatus systems are an all important(p) factor in taste groups. Status is a position, rank within a group and a prestige grading. Status can be officially and informally. Status is formally and its important to employees believe that the organizations formal term systems is congruent. Theres consistency between the status symbols he or she receives from the organization and the perceived ranking of an individual. While, the informally of the status systems is may be conferred by characteristic such as skill, education, or experiences. Anything can have status value if the members of the group evaluate it that way. Group members have no problem to placing into status category. Usually t he group members will agree about who has low or high status.Group size of itAccording to Moorhead and Griffin (2001), group size is the number of members of the group and have an important effect on performance. Group size will affect the number of resources available to perform the task, but the effect depends on what the group is supposed to accomplish. One important look finding related to group size concerns social loafing ( Stephen and Mary,2009). Social loafing is the tendency of some members of groups to put forth less effort in a group than they would when work alone. The implications of social loafing are significant. When managers use groups, they must recognize the individual effort. If not, group productivity and individual satisfaction may decline.Group gumminessAccording to Moorhead and Griffin (2001), group coherence is the extent to which a group is committed to remaining together. Group cohesiveness very important because its related with a groups productivity . Some research has generally shown that cohesive groups are more effective than less cohesive ones (Stephen and Mary, 2009) and the relationship between cohesiveness and effectiveness is complex. The more the members follow its goal, the more cohesive for that group. A cohesive group is more productive than a less cohesive group when the goals are desirable. But, the productivity will decrease when the cohesiveness is high and attitudes are unfavorable. In this case, theres no significant effect on productivity when cohesiveness is low and goals are not supported.Exhibit 3.3 Group Cohesiveness and productiveness ( Sidin J. P. , 2011)Group ProcessesGroup wait ones are important to accord work group because they will influence the performance and satisfaction positively or negatively. The synergy of four people on marketing research team who are able to generate more ideas than work individually is an example of positive process factor. While, the group that have negative process factor such as social loafing, poor communication and high levels of conflict, that may jam the effectiveness of the group. There are two important group process Group decision-makingIts an organization that doesnt use task forces, re arrest panels, study team or other similar groups to making a decision. In group decision-making, there are such of advantage to do it. Some of that is groups can generate more knowledge and compete information for their work. Besides that, they will have an experience when work in group to make a decision process that an individual cannot. In addition, groups will increase legitimacy. finding do in a group more legitimacy than decisions that made by self. While, the disadvantage to do this group decision-making is that almost group unendingly take more time to reach a solution than would an individual. some other disadvantage is the critical thinking that group think can determine will harm the quality of final decision. If we want to determine wh ether groups are effective at making decision, it depends on the criteria that used to assess effectiveness. The group decision may work best when its creativity, accuracy, and degree of acceptance are important. Beside of that, the decision effectiveness is influenced by the group size.Exhibit 3.4 Creative Group Decision Making ( Sidin J. P. , 2011)Conflict managementConflict is perceived inharmonious differences that result in interference or opposition (Stephen and Mary, 2009). In conflict management, there are three different views such as traditional view of conflict, human relations view of conflict, and interactionist view of conflict. The traditional view of conflict is the view that all conflict is bad and must be avoided. Meanwhile, the human relations view of conflict is the conflict that is natural and required outcome in any group but has potential to be positive force in contributing to a groups performance. The interactionist view of conflict is the most recent vie w. Its proposes that not only be a positive force in a group, but some conflict is suddenly necessary for the group to perform effectively.Exhibit 3.5 Conflict and Group Performance (Sidin J. P. , 2011)There are more conflict such as functional conflicts, dysfunctional conflicts, task conflicts, relationship conflicts, and process conflict because the interactionist view doesnt counsel that all conflicts are good.Exhibit 3.6 Conflict- management Techniques ( Sidin J.P, 2011)3.3 Group TaskGroup task are either simple and complex. Simple task are standardized and routine. While, complex task tends non-routine or to be novel. Its appear when the more group benefits from group discussion about alternative work methods, so the more complex of that tasks. In this situation, group members will rely on standard operating procedures and no shoot to discuss such alternatives for a simple task. Thus, the tasks are complex and interdependent when effective communication and controlled conf lict are most relevant to group performance.4.0 TURNING GROUPS INTO EFFECTIVE TEAMSFrom group there will turning to teams. In teams all of the members will operative together to achieve the common goals. A team is not just a people who work at the very(prenominal) time in the same place. Most of the people that work in a team are not all equal in talent, education, or experience, but they are equal in one vitally important way. aggroup relationships fulfill that basic needs.4.1 squads DefinitionAccording to Williams (2007), work team is a small number of people that work together with complementary skills who hold themselves mutually accountable for pursuing a common purpose, improving interdependent work processes and achieving performance goals. In many industries, teams are importance because they suffice organizations respond to challenges and specific problems.4.2 Advantages and Disadvantages of Work TeamIn work as a team, there will have a lot of advantages and disadvant ages. The advantages when work as a team is change customer satisfactionImproved product and services qualityImproved speed and efficiency in product developmentEmployee job satisfactionBetter decision making and problem solvingMeanwhile, the disadvantages of work as a team is ab initio high employee turnoverSocial loafingDisadvantages of group decision such as groupthink, inefficient meetings, domination by a minority, and lack of accountability.4.3 Groups Versus TeamsWork teamsWork groupsLeadership role is shared.One leader clearly in charge.Accountable to self and team.Accountable only to self.Team creates specific purpose.Purposed is same as broader organisational purpose.Work is do collectivelyWork is done individually.Meetings characterized by open- ended discussion and collaborative problem-solving.Meetings characterized by efficiency no collaboration or open-ended discussion.Performance is measured directly by evaluating collective work output.Performance is measured indir ectly according to its influence on others.Work is decided upon and done together.Work is decided upon by group leader and delegated to individual group members.Table 4.1 Source J. R. Katzenbach and D. K. Smith. The wiseness of Teams, Harvard Business Review, July-August 2005, p.161.4.4 Types Of TeamsTeams can do all of things. They can design products, orchestrate projects, offer advice, provide services, negotiate deals, and make decisions (William, 2007). Work teams is a groups whose members work intensely on a specific, common goals, individual and mutual accountability, using their positive synergy, and complementary skills. There are several types of teamsTypes of team expositionProblem-solving teamsA team from the same functional area or division thats involved in efforts to solve specific problems or improve work activities.Self-managed work teamA type of work team that operates without a manager and is responsible for a complete work segment or process.Cross-functiona l teamIt is a work team composed of individuals from various particular(a)ties. realistic teamIts a type of work team that uses technology to unify physically dispersed members in order to achieve a common goals.Table 4.2 Types of team ( Sidin J. P. , 2011)4.5 Creating Effective Work TeamsTeams are not ever so achieve high levels of performance and also not always effective. However, research on teams provide insight into the characteristics typically associated with effective work teams. There are nine of characteristics of effective teamsExhibit 4.1 Characteristics of Effectiveness Teams (Sidin J. P. , 2011)Characteristic storyClear goalsIt is a high performance team that has clear understanding of the goal to be achieved. The members in the team will know what theyre expected to accomplish, committed to the teams goal, and understand how they will work together to achieve these goals. applicable SkillsEffective teams are composed of competent individuals that have the necessa ry interpersonal and technical skills to achieve the desired goals while working well together. This is important because not everyone who is technically competent has the interpersonal skill to work as a team members.Mutual TrustThe effective teams are characterized by high mutual trust among the members. The members must believe in each others ability, integrity and character. This is because trust is fragile. So, maintaining trust requires careful attention by the managers. integrated CommitmentThis characteristic is characterized by dedication to a teams goals and a willingness to use extraordinary amounts of energy to achieve them.Good CommunicationAll of the effective teams will characterized by the good communication. Members convey messages, verbally and non-verbally, between each other in ways that are readily and clearly soundless and the feedback will helps to guide team members and correct misunderstanding.Negotiating SkillsEffective team will making adjustments to who does what and this requires team members to posses negotiating. This is because the problems and relationships are regularly changing in teams, and members need to be able confront and reconcile differences,Appropriate LeadershipBy clarifying goals, demonstrating that change is possible by increasing the self-confidence of team members, overcoming criteria, and helping members to more fully realize their potential.Internal clog upThe team should have sound infrastructure, which means proper training, a clear and average measurement systems that team members can use to evaluate their overall performance, a supportive human resources system, and an incentive program that recognizes and rewards team activities.External SupportIn external support, managers should provide the team with resources needed to get the job done.Table 4.3 Characteristics of Effective Teams and The Explanation (Stephen and Mary, 2007)CHALLENGES IN MANAGING TEAMSManagers can build effective teams by understan ding what influences the satisfaction and performance. But, manager will also face some current challenges in managing team, primarily to those that associated with managing spherical teams and with understanding organizational social networks ( Stephen and Mary, 2007).5.1 Managing spheric TeamsThere are two characteristics of todays organizations are demonstrable such as spheric and work is increasingly done by teams. That means that any manager would like to manage a world-wide team. There are drawbacks and benefits in using the global teams.DrawbacksBenefitsDisliking team members. great diversity of ideas.Mistrusting team members.Limited groupthink.Stereotyping.Increased attention on understanding others ideas, perspectives, etc.Communication problems.Stress and tension.Table 5.1 Global teams (source based on N. Adler, International Dimensions in Organizational Behavior, 4Th Edition, pp.141-147)In addition, by using our group model as a framework, we can see some of the iss ues associated with managing global teams such asGroup Member Resources in Global Teams.In global organizations, understanding the relationship between group performance and group member resources is especially contest because the unique cultural characteristics equal by members of a global teams (Stephen Mary, 2007). In addition, managers need to be known with the team members abilities, skills, knowledge, and personality to clearly understand the cultural characteristics of the group members that they manage.Group Structure.Some of the structural areas where we see differences in managing global teams include social loafing, cohesiveness, status, and conformity. Social loafing has a Western bias(Stephen Mary, 2007). Its consistent with individualistic cultures, such as the U. S. and Canada, which is dominated by self-interest but not consistent with collectivistic societies, in which individuals are motivated by group goals ( Sidin J. P., 2011). Cohesiveness is another group structural element with which managers will face the special challenges and its often more difficult to achieve because of the high levels of mistrust, miscommunication, and stress. For status, it is important in France and depends on social origin and also the countries that have differ on the criteria that confer status. Besides that, to manage global teams, conformity also findings generalizable across culture. As might as expected, conformity to social norms tends to be higher in collectivistic cultures than in individualistic cultures ( Sidin J.P., 2011).Group Processes.The process that global teams use to do their work can be particularly challenging for managers and for one thing communication issues often arise because not all team members may be fluent in the teams working speech (Sidin J. P., 2011). This particular situation will lead to inaccuracies, inefficiencies, and misunderstanding. However, managing conflict in global teams isnt easy, especially when those teams a re virtual teams because conflict can interfere with how a team uses information (Stephen Mary, 2007).The Managers Role.There are things that managers can do to provide a group with an environment in which effectiveness and efficiency are enhanced. First of all, because communication skills are vital, so managers should focus on create those skills (Sidin J.P., 2011). Also, managers must consider cultural differences when deciding the type of global team to use. Finally, its vital that managers be sensitive to the unique differences of each member of a global team ( Stephen Mary,2007).CONCLUSIONAs a conclusion, work as a group will have a strong, clearly focused leader who had individual accountability and also have a purpose thats the same as the broader organizational mission. While, work as a team have some following characteristic such as, shared leadership roles, specific team purpose and so on.From this chapter, we know that group is two or more interacting and interdepende nt individuals who come together to achieve specific goals ( Stephen Mary, 2007). While, team is a small number of people with complementary skills who are committed to common purpose, common performance goals, and an approach for which they hold themselves mutually accountable (Griffin, 2006).Ginny V Lee in his article From Group to Team have said that in teams, they will shared the common purpose and goal. Besides that, team members also are interdependent because they understand that they need to work well as a unit inorder to complete their task. Ginny also said that skilled facilitation moves a group from a collection of individuals to an effective team.