Team and Group

8/2/2019 Team and Group

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TEAM AND GROUP


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WHAT IS GROUP:

A group is a number of persons, usually

reporting to a common superior and havingsome face to face interaction, who havesome degree of interdependence in carrying

out tasks to achieving organizational goal.


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WHAT IS TEAM

A collection of individuals wh

have regular contact and frequentinteraction, mutual influence, common feeling of camaraderie, and who work together

to achieve a common set of goals.


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DIFFERENCE B/W GROUP & TEAM

A team is internally organized, with specificgoals and usually with specific roles for differentmembers of the team.

A group is just a collection of people withsomething in common, such as being in the same

place or having a shared interest.


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ROLE NEGOTIATION

Role negotiation is a small groupprocess in which an individualexchanges messages with anotherperson, outlining the behavior thathe/she views as helping or hinderinghis or her own productivity at work


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STEPS :Step 1: Discuss in your group, the influence and power

(a) you believe others to have,

(b) you believe yourself to have, and

(c) others believe you to have. What is influence and power? How is itmanifested in your work relations with others?

Step 2: Each of you should now think (and take some notes, if necessary) about

the way work is conducted between yourself and others in the group. This should

be done individually and quietly, with the following questions in mind:

a. What things would you change if you could?

b. What would you keep the same?

c. Who and what would have to change in order to improve things?

Keep in mind and focus upon those things that might be changed to improve your

own effectiveness.


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step 3: Now use the Issue Diagnosis Forms for each of the othergroup members, answering all the questions on the page. Use the back of the form if necessary. Keep in mind the focus uponincreasing your own effectiveness.

Step 4: Exchange the lists within your group such that you now

have each of the lists pertaining to your own work behavior.

Step 5: Make a master list that summarizes each lists itemson the SummaryList Form attached.

Step 6: Share your Summary List with each of the other groupmembers by writing it upon the flip chart and posting it.


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Step 7: Now question each of the other group members about items on the list by

asking, What,Why and How? Do not offer a rebuttal to their replies! You are

allowed to ask clarifying questions only, not to make statements.

Step 8: Select one or more behavior items from the list that you would particularly

like to see some change in on the part of another person. Now select one or more

items that you feel you may be able to change in the direction others desire. The

most negotiable items are those where there is a combination of (1) a high

desire for change on the part of an initiator and (2) a willingness to negotiate on

the part of the person whose behavior is the target of the change attempt. Focus

upon these items.

Step 9: Engage in a negotiation process by making offers in the form, Ifyou do X,

I will do Y. Negotiation ends when all parties are satisfied with both what was

given up and what was received. Write the agreement down as specifically aspossible using the FinalAgreement form attached. Continue to negotiate on

other items on the lists.

Step 10: Publish the results of the contracting cycle by circulating them among the

members of the group.


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ROLE ANALYSIS TECHNIQUE (RAT)

Thomas and Dayal (1968) developed a technique of role analysis. The followingfour steps are involved in RAT (Dayal, 1969). As will be seen, RATdistinguishes between prescribed and discretionary elements in the activitiesperformed by the role occupant.

1. The "focal role" individual initiates discussion of his role by analyzing thepurpose of the role in the organization how it fits into the total range of activities

and its rationale.

2. The "focal role" individual lists in the blackboard his activities consisting of the

prescribed and discretionary elements. Other role incumbents and his immediatesuperior question him on the definition of his tasks, if there is confusion in their

perceptions, the ambiguity is cleared.


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3. The "focal role" individual lists his expectationsform each of those other roles in the group which

he feels most directly affect his own work: "RoleSenders state their expectations, and afterdiscussion the "focal role" and the "role senders"arrive at an agreement, among themselves, on their

mutual expectations.

4. The "focal role" individual writes up his role. This

consists of all aspects of his work discussed above.


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HOW TO BUILD A STARTUP TEAM

No matter what type of business you are starting,what matters most are the people you bring on boardto execute your vision. When we see entrepreneurs

come up with great ideas (and we see many), wehope that they also remember that while an idea iskey, it wont go anywhere without the right team inplace. So, today wed like to highlight a few main

points to consider when building your startup team.


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Team Characteristics:

There are three essential attributes that members of

your team must have:

Talent - Each team member needs to have talent they all need to own their abilities and focus on their

assets. passion - Each team member needs to be

passionate about what he or she is doing and the goalof the project.

Dedication - At a typical organization, dedicationof its employees is important. But at a startup, itscritical.


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There are six main roles that most neworganizations need to consider in some capacity. Ina new venture, its typical that each team memberwill likely wear multiple hats (i.e. be the managerand product developer).

Leader/Project Manager Developer Designer Legal Advisor Marketer/ bussinessAccountant


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THANK YOU..

SHILPI DUTTAROLL 03

GLOBAL HRM

Team and Group

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