Group/ Team Working

Learning Outcome
More understanding of the way teams
work
More understanding of your behaviour in a
team
Greater awareness of your strengths and
areas for development
Some techniques for supporting and
leading groups
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Definition & Classification

Group/ team two or more individuals interacting
& being interdependent, who have come together
to achieve certain objectives
2 types of groups
1) Formal groups formed accordance to the
requirement determined by management. Formed to
carry out certain tasks & duties to assist organization to
meet the objectives. Establish by formal figure of authority
& group leader is formally appointed & has responsibility to
ensure that tasks assigned to each members are well
executed.
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Definition & Classification

2) Informal groups formed without the existence of
a formal figure of authority & the general purpose of its
establishment being, to mutually & collectively
benefit its members.
Reasons for forming informal group looking after
group members welfare & as an avenue to
conduct discussions on employee
dissatisfaction.

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Definition & Classification

Groups can be further classified into: Command & Task
group (formal) & Interest & Friendship group (informal)

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Definition & Classification

1) Command group determined on the
organizational chart. Consists of individuals that report
directly to a particular manager.
2) Task group - consists of all individual, who
collectively work to complete a task. Not limited by the
hierarchical boundaries.
All command groups are also task groups, however,
task groups are not necessary command groups
since task groups may go beyond hierarchical
boundaries.
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Definition & Classification

3) Interest group - a group of individuals that share a
common interest, which make them come together to
achieve specific goals.
4) Friendship group formed to enable its members
to socialise & interact with one another. This usually
occurs after formal working hours
Either formal or informal groups will influence the
behaviour & achievement of the group.

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Your experiences
Think of teams you have worked with or
observed.
Why do individuals join groups??

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Reasons for Joining Group

1) Security by joining group, individuals are able to
reduce their feelings of insecurity. Group make them
feel safer, more confident & less susceptible to threats
2) Status membership in certain group can increase
other peoples acceptance & recognition of an
individual. Example, golf club membership
3) Self-esteem group may provide people with
feelings of self-worth. A person who join a
professional body provides prestige to an individual

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Reasons for Joining Group

4) Affiliation fulfil individuals social needs by
providing an avenue for members to interact, hold
discussion & exchange ideas.
5) Power groups are able to exert greater power &
influence during decision making compared to
individual
6) Goal achievement working in a group enables a
difficult task to be accomplished. Team working
improves productivity as it consist of a pool of skills &
expertise & shared strengths.

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Advantages
Combines talents and skills
Involves wider perspectives
(implementers, planners, managers)
Motivates through shared goal
Evaluates ideas
Develops individuals
Social contact
Greater than the sum of the parts
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Stages of Group Development

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Stages of Group Development

Tuckmans Five Stage Model of Group
Development
Indicate how an individual measures his level of
independence when joining a group

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Stages of Group Development

1) Forming ice-breaking stage, all members meet
for first time. Members tend to avoid interacting with
one another & try to act independently.
Discomfort will diminish when members get to know
each other better & accept their presence as
members
Stage of uncertainty emphasis is placed on
orientation & adaptation among group members
Members behaviour - Questioning, wanting to
know and get on with it, socializing, displaying
eagerness, enthusiasm, sticking to fairly safe
behaviours and topics
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Stages of Group Development

2) Storming members begin to learn to accept each
other, openly discuss and make decision & members
will gain confidence to participate in group activities.
Intra-group conflict members begin to express
their individuality by exercising leadership.
Group rules become more established & conflicts will
lessen once each member understand his/her
respective role, responsibility & authority
Members behaviour - Resistance, lack of
participation; competition rather than teamwork; high
emotions, focus on process rather than task; conflict,
coming to a head, discussion
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Stages of Group Development

3) Norming all conflicts & disagreement are resolved,
members demonstrate cohesiveness & cooperation
among each other
Goals, expectation & rules are clearer
Setting of norm & value is instrumental to the
success of a group
Members behaviour - Reconciliation, relief, lowered
anxiety. Members are engaged and supportive
Information and ideas are shared and explored
Group and teams are developing cohesion

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Stages of Group Development

4) Performing all issues pertaining to the group
structure are settled.
Group functions as one unit focus on task at
hand & each member is clear about their task &
responsibility
Members behaviour - Demonstrations of
interdependence, healthy system
Ability as a team to produce effectively
Balance of task and process orientation

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Stages of Group Development

5) Adjourning group that is established for specific
purpose or with pre-determined & limited task, will
disband.
Dissolution take place after the pre-determined tasks
has been accomplished & the goals were achieved
Members shifted from formal to informal
relationship
Members behaviour - Recognition of team and
individual efforts
Discussion of how group will stay connected

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Stages of Group Development

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Discussion
Referring to Tuckmans Group Development
Model, discuss your experience in group
development that occurred in your
workplace. Identify and discuss the individual
behaviour during each stage of group
development process.

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Punctuated Equilibrium Model

Suitable for temporary groups with specific deadlines
Show the unique sequence of action with different
behaviours

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Punctuated Equilibrium Model

1) 1st meeting sets the groups direction a
framework of behavioural patterns made by the
group is made known, after the group is formed
2) 1st phase of group activity is one of inertia after
the goals have been set, they will be written down &
normally would not be revised throughout the 1st
phase.
Time of inertia the group is more static, focusing
on the set goal
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Punctuated Equilibrium Model

3) Transition take place at the end of 1st phase when
the group has used up half of its allotted time which
is precisely half way between its 1st meeting & official
deadline.
this midpoint appears to work like an alarm clock,
heightening members awareness that their time is
limited & that they need to get moving
4) A transition initiates major changes by
concentrated changes via dropping of old patterns &
adoption of new perspectives
This transition set revised direction for phase 2
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Punctuated Equilibrium Model

5) A second phase of inertia follows the transition
phase 2 is a new equilibrium or period of inertia
The group executes the plans created during the
transition period
6) The groups last meeting is characterised by
accelerated activity final meeting is the last
activity in accomplishing the task

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Group Behaviour Model

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Group Behaviour Model

External Conditions Imposed on the Group
Overall strategy

Employee selection

Authority structures

Evaluation-rewards

Formal regulations

Culture

Resources

Work setting

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External Conditions
1) Organization strategy influence the power of
various work groups in term of resource allocation.
Example, if organization undergoes restructuring, anxiety
among members will occur & this will lead to internal
conflict within the group.
2) Structure of Authority define the reporting
hierarchy, determines where positions of works groups
are within the organizational charts & the formal
relations between groups.

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External Conditions
3) Formal Rulings rules & regulations, policies, job
description & other forms of formal ruling to standardise
employee behaviour. As regulations imposed on all
employees become more formal, employees imposed
behaviour becomes more consistent & predictable
4) Organizations Resources i.e. money, time &
equipment can significantly affect group behaviour.
Organization with ample resources will enable employees
to enjoy sufficient & quality equipment compare to the
organization with limited resources
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External Conditions
5) Employee selection process group is part of the
organization. The criteria employed by the organization
for employee selection will be used to decide who will
become part of the group
6) Performance appraisal & reward systems Does
organization provides specific & challenging goals? Does
organization reward both individual & groups for
achievement of goals?
Behaviour of group members is also influenced by the
manner in which organizations appraise the task & the
kind of behaviour that it rewards.
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External Conditions
7) Culture indicates the standard for acceptable or
non-acceptable behaviour. Meanwhile group member
might have their subculture that practiced solely by
certain groups within a organization.
8) Workplace conditions size, physical layout of the
work space, location of equipment with the main
purpose of providing amicable work environment. All
these can be obstructions & opportunities for the
interactions of a work group.

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The Resources
of Group Members

Personal
Capability

Personal Traits

Knowledge,

Characteristics

Personality

Skills, and
Abilities

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Resources of Group Members

1) Personal Capability individuals level of
knowledge, skills & abilities (KSA).
A significant part of potential achievement of a group
can be anticipated by assessing the KSA of each
member.
Evidence shows that there is a positive correlation
between good interpersonal skills & group
achievement (refer to the abilities on resolution of
conflict, cooperation in problem solving &
communications skills)
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Resources for Group Members

2) Personal Traits Good characteristics that are
positively related with culture will contribute positively to
productivity, team spirit & group cohesion or unity.
Positive characteristics i.e. Friendliness, initiatives,
openness & flexibility.
Negative characteristics i.e. Authoritarianism,
domineering & unconventionally display a negative
relationship with productivity, team spirit & group
cohesion.
Personality affect group performance in terms of how
individual interacts with other members within a group
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Group Structure
Elements of Group Structure
Formal Leadership

Group Size

Roles

Group Composition

Norms

Cohesiveness

Group Status

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Group Structure
1) Formal leadership all work groups have a formal
leader dept manager, supervisor, project leader.
Leaders play important role in the success of the group
2) Roles each member has own roles to play with a set
of expected behaviour patterns. Sometime, each
person may have more than one role to play at any given
time within the different groups. Example, a manager
may behave in a more serious manner at work as
compared to when he is at a society meeting or with his
family.
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Group Structure
3) Norms acceptable standards of behaviour that are
shared by members of the group. Provides guideline to
members on what ought & ought not to be done
(informally).
An effective work groups will establish norm of quality,
punctuality, safety & honesty.
Norms can induce negative behaviour when it
encourage members to damage companys property &
jeopardise companys image.

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Group Structure
4) Group status socially defined position or rank
given to group members by others.
Awarding of status can influence the behaviour of
groups if inequality in status exists among
members, the productivity & individuals desire to
continue staying with the group will be affected
It is important for groups to reach a consensual
agreement on the status & the position of
individuals in a group

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Group Structure
5) Group size researches indicate that smaller groups
are more productive than larger ones. However, larger
groups deal better with problem solving since more ideas
are put forth.
The goals of the group main factor to consider in
determining the size of group.
Problems social loafing tendency for individuals
to spend less effort when working collectively as
compared to when they are required to work
individually.
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Size of the Group

Small groups
Large groups
Social loafing
Individual effort

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Group Structure
6) Group composition Most groups activities require
different skills & knowledge. If the group consists of
various personalities greater the chance for that group
to accomplish its task successfully.
Heterogeneous groups are more effective compared
to homogeneous members possess more abilities,
skills & info as a result of having members from
variety of background.
Heterogeneous groups are more difficult to control
& easier to create conflicts among members.
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Group Structure
7) Group cohesiveness degree of members being
attracted to each other & are motivated to stay in the
group. Cohesiveness is proven to be positively related to
productivity of a group.
Encourage cohesiveness:
Members spend more time together & high
interaction among members.
Create opportunities for members to cooperate
provide a task that require interdependence on other
group members.
Organize some social activities i.e. family day
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Group Process
Work group with loosely defined individual
contribution will encourage social loafing,
tendency for individuals to reduce their effort. This
reflects the loss of certain processes due to the
formation of a group
Organized group process produce positive
results, higher output as opposed to the input. This
can be seen in heterogeneous groups where wide
range of creative alternatives can be generated

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Group Task
Routine or standard task simple to perform
Complex task unusual (not in the norm) & seldom
carried out.
If simple task members tend to follow SOP without the
need to discuss
If complex task more benefits can be obtained from
group discussion. Group members interact more often &
the degree of task dependency is high group
performance is greatly improved via effective comm.
Task that have high degree of uncertainty, complex,
require high level of interdependence & the need for more
info requires better in-group process.
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Implication of Group Models

Implication on performance & satisfaction
Group with poor communication, weak leadership &
high level of conflicts will result in poor performance
Effective group group that have creative ideas,
can adapt to any change & accomplish their task.
Group members have to be actively involved in the
group & goals of the organization.
Managers need to have effective interpersonal
skills, people skills & a high degree of understanding
between the leader & his/her members.

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Discussion
High cohesiveness in a group leads to
higher group productivity, do you agree or
disagree?
What effect if any, do you expect that
workforce diversity has on group
performance?

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Team Effectiveness Model

Team Effectiveness

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Creating Effective Groups

Work Design
Members must work together whilst taking
collective responsibilities to complete the task
Work designs must include freedom & autonomy of
members; opportunity to use respective skills &
talents. Members ability to complete a whole &
identifiable task & working on a task that has
substantial impact on others
Effective work design enhances motivation &
boosts members sense of responsibility &
ownership over their work
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Creating Effective Groups

Composition
How to form an effective team based on members ability &
personality, allocation of roles & diversity of roles, size,
flexibility and members preference for teamwork.
1) Member abilities 3 different types of skills
Technical
Problem solving & decision making skills
Interpersonal skills
2) Personality influences the behaviour of individuals
refer to Big Five Personality Model.
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 BIG Five
Personality Model
(Goldberg, 1981)

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BIG Five Personality Model

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Creating Effective Groups

Composition
3) Allocation of roles & diversity select the right
people to fill the specific roles with the selection being
done based on skills & preferences of the selected
individuals.
Managers need to select team members based on
their strengths & preferred styles.
4) Size of team not too large or too small. Large team
will experience problems in reaching agreement &
cohesiveness. Small team will lead to a lack of diversity
Ideally a team should consist of five to twelve
members
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Creating Effective Groups

Composition
5) Flexibility of members improves team adaptability and
less reliant on a single member, since team members are
familiar with the tasks of co-members.
Select members who are flexible & provide them with cross
training
6) Preferences of members high performance teams are
made up of those who enjoy working in team since they are
fully committed to their team.
If an individual prefers to work alone, they are unable to give
full commitment to the team, leading to poor team spirit.
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Creating Effective Groups

Context
1) Adequate resources limited
resources will directly affect the
ability of a team to accomplish its
task.
Support received from
organization timely info,
proper equipment, adequate
staffing and encouragement
Team must receive necessary
support from management in
order to perform effectively
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Context
2) Leadership structure make sure
all members have equal share of
responsibilities and workload. Team
leaders also need to determine work
schedules, development of required
skills, resolution of conflicts & making
the right decision with members
involvement.
Members agreeing on the work
allocation & justify how to integrate
individual skills with team structure.

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Creating Effective Groups

Context
3) Performance evaluation & reward system
modifying individually oriented evaluation & reward
system to system that reflects team performance
Develop appraisal system that emphasise teamwork
& collective achievement.
Management can consider group based
appraisals, profit sharing, small-group incentive that
reinforce team effort & commitment.
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Creating Effective Groups

Process
1) Common purpose that provides direction, momentum
& commitment to members. Members must spend time
& effort into discussing, shaping & agreeing on a purpose
that belong to both collectively and individually.
2) Formulating specific goals for the team SMART.
3) Team efficacy team members should have confidence &
believe in their ability to succeed. Management should take
effort to increase team efficacy provide training &
development
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Creating Effective Groups

Process
4) Conflict levels several intra group conflict can exist:
Personal conflict team members do not like each
other
Substantive conflict team members disagree
with anothers task related idea of the teams plans
Procedure conflict team members disagree
about the policies & procedures
Sometimes conflict can improve team effectiveness
lessen groupthink, stimulate discussion & promote
critical assessment of problems which lead to better
decision
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Creating Effective Groups

Process
5) Social loafing effective teams must reduce this
problem by holding themselves accountable on both
individual & team levels.
When team members are clear about their
responsibility, they will give full commitment to the team
6) Social facilitation the presence of others can arouse
evaluation apprehension, so that members will perform
better because they think they are being evaluated.

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Group Dynamism
Douglas McGregor (2002), an expert in organisational
communication, summarises the characteristics of an
effective and well-functioning group, as follows:
The atmosphere tends to be informal, comfortable, and
relaxed. There is a lot of discussion in which virtually
everyone participates, but it remains pertinent to the task.
The task or objective is well understood and accepted by
the members. There will be free discussion of the
objective at some point, until it is formulated in such a
way that the group members could commit themselves to
it.

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Group Dynamism
The members listen to each other. Every idea is given a
hearing. People do not appear to be afraid of being
foolish - they will offer a creative thought.
There is disagreement. Disagreements are not
suppressed or overridden by premature action. The
reasons are carefully examined, and the group seeks to
resolve disagreements rather than dominate dissenters.
Most decisions are reached by a kind of consensus in
which it is clear that everyone is in general agreement
and willing to go along. Formal voting is at a minimum;
the group does not accept a simple majority as a proper
basis for action.
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Group Dynamism
Criticism is frequent, frank and relatively comfortable.
There is little evidence of personal attack.
People are free to express their feelings, ideas about the
problem and the groups operation.
When action is taken, clear assignments are made and
accepted.
The chairperson of the group does not dominate it. In
fact, the leadership shifts from time to time, depending
on the circumstances.
There is little evidence of a struggle for power as the
group operates. The issue is not who controls but how to
get the job done.
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Team Roles (Belbins Model)

Team roles A tendency
to behave, contribute and
interrelate with others in a
particular way.
9 roles have been identified
Most people have 2-3
preferred roles
People can be flexible
about the roles they
adopted
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Team Roles (Belbins Model)

Roles
The 9 roles can be categorised into 3 categories:
1) Action-oriented roles
Shaper, Implementer, and Completer-Finisher
2) People-oriented roles
Co-ordinator, Team-worker and Resource
Investigator
3) Cerebral/ Thinking roles
Plant, Monitor-Evaluator and Specialist

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Team Roles (Belbins Model)

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Team Roles (Belbins Model)

The Plant (T)
The Plant is creative and innovative.
Responsible for the production of ingenious new
ideas and novel strategies.
Are not very team orientated, though their
contribution to the team is very likely to improve
the team's success.

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Team Roles (Belbins Model)

Monitor Evaluator (T)
Is intelligent, discerning objective and free from
influence of emotional factors.
Takes a back-seat role, but will come into
prominence when a crucial decision is to be made.
Is very good at weighing up the facts, carefully
considering the pros and cons of each option, and
finally coming to a well considered decision.
Shows little enthusiasm or personal commitment to
teams goals.

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Team Roles (Belbins Model)

Specialist (T)
Single-minded, self-starting and dedicated.
Provides knowledge and skills in rare supply.
Contributes on only a narrow front - may have
a tendency to focus narrowly on their own
subject of choice.
Ignores factors outside own area of
competence.

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Team Roles (Belbins Model)

The Coordinator (P)
The Coordinator's role is to direct the group.
Stops the discussion from becoming uncontrolled
& draws other team members back to the intended
purpose.
The Coordinators enthusiasm tends to be goal
orientated.
Coordinators tend to be tolerant and will demonstrate
that they have faith in their team members.

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Team Roles (Belbins Model)

Team-worker (P)
Is a good communicator, trusting, sensitive, caring
and not dominant.
Is perceptive and diplomatic not critical of other
team members.
The presence of a Team Worker may contribute
greatly to the team's success simply by allowing
better co-operation amongst team members.
Places the group's objectives and the smooth
running maintenance of the group itself before
their own personal ambition.
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Team Roles (Belbins Model)

Resources Investigator (P)
Has a critical role to play in the team's new
innovations, enthusiastic, explores opportunities
Is skilled interpersonally
Facilitates liaisons & communicative
Looks into every corner for some valuable piece of
information, which may facilitate improvisation
(unplanned/ unexpected activities or outcomes)

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Team Roles (Belbins Model)

The Shaper (A)
Is highly motivated & challenging.
Has a high degree of nervous energy and a great
need for achievement.
The Shaper may lead the team, but is single minded
and critical.
Tends to be an aggressive extrovert and as such
may elicit an aggressive response from other team
members.
Can create interpersonal problems as a result of his
open criticism of others.
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Team Roles (Belbins Model)

May lack the interpersonal understanding and
warmth.
The Shaper's directive approach is more orientated
towards achieving objectives than towards the
stable maintenance of the team.
Shapers are excellent when it comes to sparking
life into a team but not useful in a team that is
functioning well.

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Team Roles (Belbins Model)

Completer / Finisher (A)
Are hard working and conscientious.
Are concerned to ensure that the detailed aspects of
a project, such as testing, trialing and general
administrative matters, are planned into
schedules.
Have great self-discipline and thus reflect discipline
and orderliness in others.
Is reluctant to let a matter go unfinished.

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Team Roles (Belbins Model)

Implementer (A)
Is concerned with detail, reliable & efficient .
Is an excellent implementer of schemes which others
have devised.
Is a good organizer, and capable of directing
subordinates.
Tend to be well controlled emotionally, and have a
preference for orderliness and routine.
Is driven by their identification with the organisation,
together with a set of principles.
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Belbins Team Roles

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Team-Role Descriptions: the Parts People

Play in Effective Team Operations

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Team-Role Descriptions: the Parts People

Play in Effective Team Operations

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Team Roles (Belbins Model)

According to Belbin
Each team member contributes towards achieving
the teams objectives by performing: A functional role - determined by their
professional and/or technical knowledge
A team role - determined by their
characteristic pattern of team interaction
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Team Roles (Belbins Model)

The team needs an optimal balance in both functional & team roles.
That balance is dependent on the goals & tasks that the team faces.

The effectiveness of the team will be promoted by the extent to which

members correctly recognise and adjust themselves to the relative
strengths of the team, both in expertise and ability to engage in
specific team roles.

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Johari Window (Windows of Self)

The Johari Window is a communication model that can be
used to improve understanding between individuals.
Developed by Joseph Luft and Harry Ingham (the word
Johari comes from Joseph Luft and Harry Ingham).
Two key ideas behind the tool:
1. Individuals can build trust between themselves by
disclosing information about themselves.
2. They can learn about themselves and come to terms with
personal issues with the help of feedback from others.

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Johari Window (Windows of Self)

Using the Johari model, each person is
represented by their own four quadrant, or fourpane, window.
Each of these contains and represents
personal information - feelings, motivation about the person, and shows whether the
information is known or not known by
themselves or other people.

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Johari Window (Windows of Self)

4 Quadrant Window:
Quadrant 1: Open Area
What is known by the person about him/herself and is also
known by others
Quadrant 2: Blind Area, or "Blind Spot"
What is unknown by the person about him/herself but
which others know.
This can be a simple information, or can involve deep
issues (for example, feelings of inadequacy,
incompetence, unworthiness, rejection) which are difficult
for individuals to face directly, and yet can be seen by
others.
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Johari Window (Windows of Self)

4 Quadrant Window:
Quadrant 3: Hidden or Avoided Area
What the person knows about him/herself that
others do not know
Quadrant 4: Unknown Area
What is unknown by the person about him/herself
and is also unknown by others

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Johari Window (Windows of Self)

Implications:
In most cases, the aim in group should be to
develop the Open Area for every person.
Working in this area with others usually allows for
enhanced individual and team effectiveness and
productivity. The Open Area is the space where
good communications and cooperation occur, free
from confusion, conflict and misunderstanding.

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Johari Window (Windows of Self)

Implications:
Self-disclosure is the process by which people
expand the Open Area horizontally. Feedback is
the process by which people expand this area
vertically.
By encouraging healthy self-disclosure and
sensitive feedback, you can build a stronger and
more effective team.

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Group Communication Roles

1) Group Task Role - communication roles that help the
group to accomplish group goals.
2) Group Maintenance Roles - communication roles
that promote social support among group members.
3) Self-centered Roles - communication roles that
support individual goals & may not be compatible with
overall groups goal.
Generally, group task & maintenance roles are
considered productive for group interaction, whereas
self-centered roles are destructive & ineffective.
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Successful teams

Clear objective
Shared responsibility
Leadership
Combination of skills and knowledge

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Failing Teams
Wrong size
Communication breakdown
duplication of effort
tasks left incomplete

Obscure objectives
Personality clashes
Run out of time
Inadequate resources

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Discussion
Referring to your position or role in your
workplace, share & discuss your roles based
on Belbins Team Roles Model.
Critically reflect how you can use Joharis
Window to improve the effectiveness of your
team communication.

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