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Teams,groups and organizations (Importance (Teamwork motivates unity in…

- - - - Formal groups are created to achieve specific organizational goals and are concerned with the coordination of work activities.
    - - Command groups
        
        The groups that consist of managers and their subordinates.
      - Committees
        
        The group of people who are appointed by an organisation, to resolve the matters, referred to them are known as Committee. For example Advisory Committee, Standing Committee, etc.
      - Task Forces
        
        The group form to carry out a particular task is known as Task Forces.
    - - The task of the group is accomplished along with the fulfilment of organisational goals.
  - - - The groups that are created naturally, within the organisation, due to social and psychological forces. And based more on personal relationships and the agreement of group members.
    - - Interest groups
      - Friendship groups
    - - Lysons's suggestions
        
        Perpetuation of the informal group ‘culture’
        
        Maintenance of a communication system
        
        Implementation of social control
        
        Provision of interest and fun in work life
- - - - Organizations have objectives achievable by following norms and values that are in line with their target.
        
        Organizational survival is threatened if the employees do not conform to group norms since the organization exists to make profit or other objectives.
  - - - Membership – size, compatibility and permanence of members
        
        Work environment – nature of task, physical setting, communication and technology
        
        Organisational factors – management and leadership, HR policies and procedures, success and external threats
        
        Group development and maturity – Tuckman model
        
        Tuckman model--(5 stages )
        
        Forming
        
        In this stage, most team members are positive and polite.
        
        Some are anxious, as they haven't fully understood what work the team will do. Others are simply excited about the task ahead.
        
        As leader, you play a dominant role at this stage, because team members' roles and responsibilities aren't clear.
        
        Storming
        
        This is where people start to push against the boundaries established in the forming stage where many team's fail.
        
        Storming often starts where there is a conflict between team members' natural working styles.
        
        Team members who stick with the task at hand may experiencestress, particularly as they don't have the support of established processes or strong relationships with their colleagues.
        
        Norming
        
        Gradually, the team moves into the norming stage which people start to resolve their differences, appreciate colleagues' strengths, and respect your authority as aleader.
        
        Performing
        
        The team reaches the performing stage when hard work leads, without friction, to the achievement of the team's goal. and as leader, you can delegate much of your work, and you can concentrate on developing team members.
        
        Adjourning
        
        Team members who like routine, or who have developed close working relationships with colleagues, may find this stage difficult, particularly if their future now looks uncertain.
  - - - Emphasise common interest and values
        
        Use ceremonies and rituals
        
        Use symbols to develop identification with the group
        
        Encourage and facilitate social interaction
        
        Tell people about group activities and achievements
        
        Conduct process analysis sessions
        
        Increase incentives for mutual co-operation