GROUP COHESIVENESS

GROUP COHESIVENESS

Cohesion to be task commitment and interpersonal attraction to the group. It brings group become unity and committed to work  to complete  goal. It  includes multidymanisal skills, emotional needs towards group attractions, group prides, and commitment of task. A formal definition of group cohesiveness is, " the resultant of all the forces acting on members to remain in the group." Attendance and punctuality are easy ways of measuring the cohesiveness of a group. 

Several benefits from group cohesiveness are effective communication among the group members, positive instructions to each other, its main task is to accomplish  tasks,  it results that the group becomes satisfied with action of work. 

It refers to consequences for group communication, satisfaction, performance, hostility and aggression toward other groups, and a group’s willingness to innovate and change.

Major Factors are influencing the amount of cohesiveness in a group like as members of the group share attitudes and values, the amount and severity of external threats to the group.

It is sharing the group experiences in terms of recognizable successes, the degree of difficulty encountered in joining the group, and the size of the group.

DEVELOPING AND MANAGING EFFECTIVE TEAMS

DEVELOPING AND MANAGING EFFECTIVE TEAMS

Teams aren’t automatically going to magically perform at high levels. We need to look more closely at how managers can develop and manage effective teams.

There are eight characteristics associated with effective teams.

v  Clear goals

v  Relevant skills

v  Mutual trust

v  Unified commitment

v  Good communication

v  Negotiating skills

v  Appropriate leadership

v  Internal and external support

WHAT’S INVOLVED WITH MANAGING TEAMS?

v  In planning, it’s important that teams have clear goals and that these goals be clear to and accepted by every member of the team.

v  Organizing tasks associated with managing a team include clarification of authority and structural issues.

v  Leading issues include such things as determining what role the leader will play, how conflict will be handled, and what the best communication process is.

v  Two important controlling issues include how to evaluate the team’s performance and how to reward team members

One popular approach to group incentive plans is gain-sharing, which is a program that shares the gains of the efforts of group members with those group members.

In conclusion, a TEAM is a temporary or ongoing task group whose members are charged with working together to identify problems, form a consensus about what should be done, and implement necessary actions in relation to a particular task or organizational area.

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TEAMS DIFFER FROM TASK FORCES IN TWO WAYS.

TEAMS DIFFER FROM TASK FORCES IN TWO WAYS.

v  Teams identify problems rather than merely reacting to problems identified by others.

v  Teams decide on a course of action and implement it, rather than leaving the implementation to others.

v  Teams are widely used today and are often, but not always, task groups from across command groups.

v  An entrepreneurial team is a group of individuals with diverse expertise and backgrounds who are brought together to develop and implement innovative ideas aimed at creating new products or services or significantly improving existing ones.

v  Self-managed teams, or autonomous work groups, are working groups given responsibility for a task area without day-to-day supervision and with authority to influence and control both group membership and behavior.

§  Assessment of the situation is critical in that self-managing teams are not successful in all situations.

§  Group makeup and proper allocation of needed resources is important.

§  Team training and guidance in cultivating appropriate norms are important.

§  Managers need to remove performance obstacles and assistance to help the group continue to learn.

GROUP DEVELOPMENT / STAGES OF GROUP’S FORMATION

GROUP DEVELOPMENT / STAGES OF GROUP’S FORMATION

There are five stages of Group Development as outlined:

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

There are five stages are involved in the development of groups: forming, storming, norming, performing, and adjourning.

 STAGE 1: FORMING

It involves the following activities are listed below:

v  Forming occurs as group members attempt to assess the ground rules that will apply to a task and to group interaction.

v  The first stage is forming which determine Define team, Determine individual roles, Develop trust and communication forming defined the task its problem and strategy which identify the information which is needed for forming of the team.

v  It defines the team leader’s role like as Encourage and maintains open communication  that Help to  the team develops and follows team norms which  Help to  the team focus On the task  deal constructively with conflict.

v  It defines the team role like as Keep a record of team meetings, Maintain a record of team assignments, Maintain a record of the team's work.

v  It involves Contacting resource people outside of the team and Correspond with the team's mentor Work to maintain good communication among team members and client.

v  It defines the Team Norms and it raises questions like as how do we support each other? What do we do when we have problems? What are my responsibilities to the team? 

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IMPORTANCE OF TEAM BEHAVIOR

IMPORTANCE OF TEAM BEHAVIOR

Team behavior  is a common practice, and it's applicable all members in a team. It specifies team rules, code conduct, norms, regulations that are related and applicable to them in an organization.  Sometime, it may be acceptable and unacceptable due to certain reasons. Reasons are outlined:

·         Specify code conduct, norms, rules and regulations for a team.

·         Mention  desirable behavior of among members in a team.

·         Encourage and develop  self management  of  each member in a team.

·         Make documentary list of behavioral rules and regulations of team members at work place and client organization.

·         Always commit to work in a team and helps to members when lack in supervision, management, knowledge, skills, technology etc.

·         Always encourage  all members' suggestions and feedback relate to acceptable and unacceptable behavior in an organization.

Acceptable Behavior in a Team

Team behavior acceptable when it is favorable and beneficial to  the team as a whole. Acceptable behavior of a team as mention below and require it to all members of a team.

Active listening and develop and manifest two way communication.

Mutual trust among the team members.

Level of respect to the needs, feelings, and rights of team members.

Openly sharing the information and knowledge for team growth and development.

Unacceptable Behavior in a Team

Team behavior unacceptable when it is unfavorable, unacceptable  team members traits, conduct, character, and code of conduct. A list of unacceptable behavior in a team as identified below:

Lack of support for the team work and tasks.

Don’t use aggressive terms like as “ Never” do  at the work place.

Don’t demonstrate negative attitude, behavior towards team members, clients, and the public.

Don’t exhibit selfish activities in front of the team, client, and publicity.

Don’t assess prejudice in  a team.

TEAM BEHAVIOR

TEAM BEHAVIOR

Understand the team behavior to know each member’s personal background, skills, and personal traits or behavior. In a team, each individual gradually accepts to learn new innovative things, skills, technology and how to solve obstacles in a project and leading to manage to take appropriate decisions and controlling the external environment and the internal environment of an organization. Member’s learn how to develop attitude, personality, mutual respect and trust within a team and how to manage differences arose among the members in an organization.

GROUP BEHAVIOUR

Group Behavior  defined as “the deterioration of mental efficiency,

reality testing, and moral judgement in the interest of group

solidarity.”

As groups function and interact with other groups, they develop their own unique set of characteristics including structure, cohesiveness, roles, norms and processes. As a result, groups may cooperate or compete with other groups, and intergroup competition can lead to conflict.

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TYPES OF WORK GROUPS

CHARACTERISTICS OF A MATURE GROUP

Major characteristics of a mature group as outlined:

·         Team Members are aware of each other’s assets and liabilities.

·         On the team, Individual differences are accepted by members.

·         The group’s authority and interpersonal relationships are recognized in the team.

·         Group decisions are made  through rational discussion in an organization

·         Group solve the conflict issues over group issues,it  not concern with emotional issues in the team.

·         Members are aware of the group’s processes and their own roles   in an organization and its project.

·         A definable membership;

·         Groups consciousness;

·         A sense of shared purpose;

·         Interdependence; and   ability to act in a unitary manner.

TYPES OF WORK GROUPS

There are two types of work groups as  outlined:

·         Formal Group

·         Informal  Group

Formal Group

A formal group is a group officially planned and created by an organization for a specific purpose.

A command or functional group is a formal group consisting of a manager and all the subordinates who report to that manager.

Formal groups include command and task groups. Each identifiable work group consisting of managers and subordinates is a command group. A linking is an individual who provides a means of coordination between command groups at two different levels by fulfilling a supervisory role in the low-level group and a subordinate role in the high-level group.

 Informal groups are natural social formations that appear in the work environment.

Informal Group

An informal group is a group that is established by employees, rather than by the organization, in order to serve the group members’ interests or social needs. Informal groups are unplanned groups.

An interest group is an informal group created to facilitate employee pursuits of common concern. Informal groups include interest and friendship groups. A friendship group is an informal group that evolves primarily to meet employee social needs.