The role of group work

1. The role of group work Warning! Possible excessive use of Role Plays

2. Learning Goals 7-10 7. I will be able to explain the roles a manager can take in group work 8. I will be able to explain the nature and types of groups within an organization (e.g., formal/ informal) 9. I will be able to analyse the stages of group development (e.g. forming) 10. I will be able to analyze the factors that contribute to the success or failure of a team

3. Definitions • Team • A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for performance results. • Teamwork • The process of people actively working together to accomplish common goals • Why do you think teams and teamwork is useful?

4. Team and teamwork roles for managers: • Supervisor — serving as the appointed head of a formal work unit. • Network facilitator — serving as a peer leader an network hub for a special task force. • Participant — serving as a helpful contributing member of a project team. • External coach — serving as the external convener or sponsor of a problem-solving team staffed by others.

5. Role Play – Woot! • You will be given a role. Your group needs to create a role play that demonstrates your assigned role. • The Roles • Network Facilitator • External Coach • Supervisor • Helpful Participant

6. Learning Goal Review • 7. I will be able to explain the roles a manager can take in group work • NEXT GOAL - 8. I will be able to explain the nature and types of groups within an organization (e.g., formal/ informal)

7. Types of Groups • Formal groups • Teams that are officially recognized and supported by the organization for specific purposes. • Specifically created to perform essential tasks. • Managers and leaders serve “linking pin” roles. • Can be demonstrated on an Organizations Chart. • Organizations Chart – a chart that shows the specific formal structure of an organization.

8. Informal groups — • Not recognized on organization charts. • Not officially created for an organizational purpose. • Emerge as part of the informal structure and from natural or spontaneous relationships among people. • Include interest, friendship, and support groups. • Can have positive performance impact. • Can help satisfy social needs.

9. Committees, project teams, and task forces • Committees. • People outside their daily job assignments work together in a small team for a specific purpose. • Task agenda is narrow, focused, and ongoing. • Projects teams or task forces. • People from various parts of an organization work together on common problems, but on a temporary basis. • Official tasks are very specific and time defined. • Disbands after task is completed.

10. Virtual teams— • Teams of people who work together and solve problems through largely computer-mediated rather than face-to-face interactions. • Advantages of Virtual Teams • Savings in time and travel expenses. • Minimization or elimination of interpersonal difficulties. • Ease of expansion • Disadvantages of Virtual Teams • Difficulty in establishing good working relationships. • Depersonalization of working relationships.

11. GUESS WHAT’S NEXT?!?!?

12. ROLE PLAY • You will be give a type of team. You need to create a role play that demonstrates that particular type of team. • Teams • Informal • Formal • Task force • Committee • Virtual team

13. Learning Goal 8. I will be able to explain the nature and types of groups within an organization (e.g., formal/ informal) NEXT ONE: 9. I will be able to analyse the stages of group development (e.g. forming)

14. If you were to describe the stages of group work what would you say?

15. Stages of team development and group work: • Forming— initial orientation and interpersonal testing. • Storming— conflict over tasks and ways of working as a team. • Norming— consolidation around task and operating agendas. • Performing— teamwork and focused task performance. • Adjourning— task accomplishment and eventual disengagement.

16. What are some characteristics of high performing teams?

17. Characteristics of high-performing teams: • A clear and elevating goal. • A task-driven, results-oriented structure. • Competent and committed members who work hard. • A collaborative climate. • High standards of excellence. • External support and recognition. • Strong and principled leadership. • Strong Cohesion

18. Factors that contribute the the success and failure of a team. • Shared Norms – shared ideas on appropriate behaviour in a group. • Cohesiveness – the degree to which members are attracted to and are motivated to remain part of a team. • Social Loafing – essentially being lazy and not contributing to the team • Communication Network – effective communication between all members of the team.

19. Learning Goal Review 7. I will be able to explain the roles a manager can take in group work 8. I will be able to explain the nature and types of groups within an organization (e.g., formal/ informal) 9. I will be able to explain the stages of group development (e.g. forming) 10. I will be able to explain the factors that contribute to the success or failure of a team