Chapter 15 Individuals, groups and teams

1. Chapter 15 Individuals, groups and teams Qiang Jiang School of Business Sichuan University, China jiang.qiang@outlook.com

2. Topic list 1 Individuals 2 Groups 3 Teams 4 Team member roles 5 Team development 6 Building a team 7 Successful teams

3. 1 Individuals • Personality is the total pattern of characteristic ways of thinking , feeling and behaving that constitute the individual` s distinctive method of relating to the environment.

4. 1 Individuals • Managing personality • With the task • With the systems and management • With other personalities in the team

5. 1 Individuals • if incompatibilities occur, the manager or supervisor has three options • Restore compatibility • Achieve a compromise • Remove the incompatible personality

6. 1 Individuals • Perception is the psychological process by which stimuli or in-coming sensory data are selected and organised into patterns which are meaningful to the individual • The context • The nature of the stimuli • Internal factors • Fear of trauma

7. 1 Individuals • Attitude is a mental state __exerting a directive or dynamic influence upon the individual` s response to all objects and situations with which it is related • Knowledge, beliefs or disbeliefs, perceptions • Feelings and desires • Volition, will or the intention to perform an action • .

8. 1 Individuals • Behaviour will be influenced by: • Attitudes to work • Attitudes at work

9. 1 Individuals • Intelligence is a wider and more complex concept than the traditional view of IQ. • Analytic intelligence • Spatial intelligence • Practical intelligence • Intra-personal intelligence • Inter-personal intelligence

10. 1 Individuals • Role theory suggests that People behave in any situation according to other people` a expectations of how they should behave in that situation. • A role set • Role ambiguity • Role incompatibility or role conflict • Role signs • Role models

11. 2 Groups • Group is any collection of people who perceive themselves to be a group. • A sense of identity • Loyalty to the group ,and acceptance within the group • Purpose and leadership

12. 2 Groups • Why form groups? • A preference for small groups • The need to belong and to make a contribution • Familiarity • Common rank, specialisms, objectives and interests • The attractiveness of a particular group activity • Resources offered to groups • Power greater than the individuals could muster alone • Formal directives

13. 2 Groups • Group is any collection of people who perceive themselves to be a group. • A sense of identity • Loyalty to the group ,and acceptance within the group • Purpose and leadership

14. 2 Groups • Formal and informal groups • Individual and group contribution • Group dynamics have an effect on performance • Group offer synergy • Group dynamics and synergy may be negative

15. 3 Teams • Team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves basically accountable • Work organisation • Control • ideas generation • Decision making

16. 3 Teams • Limitations of the team working • Not suitable for all job • Teamwork introduced ,because of it better performance, not people feel better or more secure • Team processes delay decision-making • Social relationships might be maintained at the expense of other aspects of performance • Group norms may restrict individual personality and flair • Team consensus and cohesion may prevent consideration of alternatives or constructive criticism • Personality clashes and political behaviour within a team can get in the way of effective performance

17. 3 Teams • Organise team work • Multi-disciplinary teams • Multi-skilled teams • Virtual teams

18. 4 Team member roles • Who should belong in the team? • Specialist skills • Power • Access to resources • The personalities and goals

19. 4 Team member roles • Belbin: nine team role • Plant(ideas) • Resource investigator(find resources for the team) • Co-ordinator (organize tasks) • Shaper(question) • Monitor-evaluator(how do we do it) • Team worker(support) • Implementer(doer) • Completer-finisher(details) • Specialist(if needed)

20. 4 Team member roles • Balanced team • Individuals inclined towards some roles more than others • Individuals tend to adopt one or two team roles more or less consistently • Individuals are likely to be more successful in some roles than in others

21. 4 Team member roles • Contribution • Proposing • Supporting • Giving information • Blocking/difficulty stating • Shutting-out behaviour • Bringing-in behaviour • Testing understanding • summarising

22. 5 Team development • Tuckman's stages of group development • Forming(get together) • Storming(competition for leadership) • Norming(agree what to do ) • Performing(get task done) • Dorming • Moruning/adjourning

23. 6 Building a team • Team identity • Team solidarity • Commitment to shared objectives

24. 7 Successful teams • Evaluating team effectiveness • Task performance: fulfill of task and goal • Team functioning: maintenance of team working, managing demands of team dynamics , roles and processes • Team member satisfaction: fulfill of individual development and relationship needs

25. 7 Successful teams • Reward schemes • Profit sharing schemes • Gainsharing schemes • Employee share option schemes