Group, Team, Communication

Seminar 4 !B-3!

Emily Elmberg, Emi Fujita, !Robin Ljunggren, Jonas Söderholm

https://www.youtube.com/watch?v=wEeaoTj0DYY

Seminar 4 – Agenda Contents minute

Introduction 5

Chapter 9: Foundations of Group Behaviour 10

Case : Investing in the hard 10

Chapter 10: Understanding Work Team 10

Team5 – Davenport 15 Break time J 15

Team4 – Cook & Goff 15

Chapter 11: Communication-1 2 Team2 – Vroman & Kovacich 15

Chapter 11: Communication-2 8 Break time J 15

Case : Does Women’s communication.. 10 Team1 – Byron 15

Summary and Evaluation 10 Feedback 10

9. Foundations of Group Behaviour Robbins et al., 2010

Index (Ch.9 Group Behavior)

  Definition / Classification : What is Group?

  Stages of Group Development

  Group properties

  Group Decision making

What is group?

Fomal Group   Informal Group

Defined desirable behavior directed → Group’s Goals

Natural formations necessity of social contact

Why people form groups..

  Similarity

  Distinctiveness

  Status

  Uncertainty reduction

Find identity, save self-esteem

Stages of Group development

1. Forming →2. Storming→ 3.Norming →4. Performing →5. Adjourning

Tackman’s model

The Punctuated- Equilibrium Model

Key trigger of revolutionary change is awareness of time & deadlines

Group Property Roles, Norms, Status, Size, Cohesiveness, and Diversity!

!what shape members‘ behavior in

the group

Group Properties 1:! Role

Role Conflict

Role !Expectation

Role !Perception

Group Properties 2 - Norms

Performance Norm

Appearance Norms

Social Arrangement

Norms

Resource Allocation

Norms

Deviant workplace behavior •  Violation to Norms:

antisocial behavior •  Bad spiral, chain reactions

of dysfunctional behavior

Negative behavior

Negative moods

Poor coodination

Lower performance

Group Properties – Norms/ Status

  High-status individuals: often more freedom from Norms/ Comformity

  Status difference can inhibit diversity & creativity

Group Properties – Size

Social Loafing…tendency of giving less effort !when working in group than alone

Small Group Quick completing/ Individual perform

Large Group

Problem solving/ fact finding

High productivity

Moderate Productivity

Low Productivity

Moderate to low

productivity

High

High Low

Low

Cohesiveness Pe

rfor

man

ce N

orm

s Relationship between

{cohesiveness - norms- productivity}

Group Decision Making

!Diversity for group effectiveness.

Groups‘ decision making

Strengths

Weaknesses

• More complete information! & Knowledge •  Acceptance of a solution •  Creativity comes from diversity

•  Conformity pressures •  Dominated by one or a few members •  Ambiguous responsibility •  Not speedy

Make efficient Group work - interacting

Brain storming

Electronic Meeting

Nominal Group

Technique

Investing in the Herd Case

•  One animals decision to charge over the cliff may lead the

entire herd to follow over the cliff. •  Americans took high loans from the bank to buy properties

and houses. High demand created high prices à Mortgage crisis .. everyone followed the herd.

•  Initial Public Offering (IPO) of Facebook - Many predicted

that the stock value would immediately rise after the IPO. Unfortunately It did not

•  People rely on the behaviour from the group when making

their own decisions.

•  Some research suggest herd behaviour increases as the size of the group increases. why is it so?

•  Is there any upside with herd behaviour? https://www.youtube.com/watch?v=Z1Tmhit277c

10. Understanding Work Teams

Differences between groups and teams

Work groups Work teams

Shared information Goal Shared mission!Neutral Synergy Positive!Individual Responsibilities Individual and Mutual!Random/Varied Skills Complementary

Different types of teams

  Problem-solving teams

  Self-managed teams

  Cross functional teams

  Virtual teams

Creating effective teams

  Context

  Composition

  Work design

  Process

Team effectiveness

Context

  Adequate resources

  Leadership and structure

  Climate of trust

Composition

  Abilities of members

  Personality

  Allocating roles

  Diversity

  Size of teams

  Member preferences

Plant

Shaper Co-ordinator Specialist

Implementer Completer Resource investigator

Monitor evaluator Teamworkers

Work Design

  Autonomy

  Skill variety

  Task identity

  Task significance

Process

  Common purpose

  Specific goals

  Team efficacy

  Conflict levels

  Social loafing

–Team 5

“Groups and teams.”

Davenport, 2006

Let’s Have a break !

–Team 4

“Coming of Age With Self-Managed Teams.”

Cook & Goff, 2002

Communication Robbins et al

Noise Feedback

Receiver

Channel

Sender

Communication process

Control Motivation

Emotional expression Information

Main functions of communication

Formal vs. Informal Communication

- Authority chain

- Professional purpose

- Created spontaneously - Response to

individual choices

Formal

Informal

Direction of communication

Downward, Upward, and Lateral

–Team 2

“Computer-mediated interdisciplinary teams.”

Vroman & Kovacich 2002

Interpersonal communication

How group members transfer meaning among each other

Oral Communication

Speed Feedback

Distortion

Written Communication

Tangible Verifiable Storing More carful with the written Logical & clear

Time-consuming Lack of feedback Uncertainty (received, understood)

Nonverbal Communication

v  body movements

v  intonations

v  emphasis

v  facial expressions

v  physical distance between sender and receiver

93% of the meaning is transmitted from non-verbal channels

Body language

o  Liking one another and being interested in views of others

o  Relative perceived status

Facial Expressions &

Intonations Can change the meaning of the

words

Physical Distance

Largely depends on cultural norms

Organisational Communication

– Formal Communication Networks –

Chain Wheel All channel

Organisational Communication

– The grapevine–

v  Not controlled by management

v  Reliable and believable

v  Self-interest serving

Electronic communication

v  E-mail

v  Instant messageing and text messaging

v  Networking software

v  Web logs = Blogs

v  Video conferencing

Channel richness Multiple clues, rapid feedback, be personal

Barriers of Communication

Filtering

Selective perspective

Information overload

Emotions

Language

Communication apprehension

Gender differences

Cross-cultural communication

Semantics Connotations

Tone Perceptions

Let’s Have a break !

Does women’s communication style hinder them in business?

Case

•  Deborah Tannen says there is a difference in !communication between gender

•  Women avoid directness, tend to apologize more often.

•  Females may appear to lack confidence due to their !communication style.

•  Problems with achieving work related goals

•  Communication style can be a reason why females !sometimes become underestimated.

•  If Women ‘Talk like a man’ they may be seen as too !aggressive.

•  Do you think Gender styles are influenced by national culture?

•  Can adults ’unlearn’ this gender-related communication styles?

–Team 1

“Carrying Too Heavy a Load?”

Byron, 2008

Summary &

Evaluation