Published by: sadikshya
Published date: 02 Jun 2021
Managing work teams are made up of a number of formal and informal groups. Such groups and teams are formed to satisfy needs-organizational, economic, and personal. The behavior of individuals in groups is something more than the sum total of each acting in his or her own way. Managing work teams is a group of employees that’s responsible and accountable for all or most aspects of producing a product or delivering a service. Traditional organizational structures assign tasks to employees depending on their specialist skills or the functional department within which they work. A self-managed team carries out supporting tasks, such as planning and scheduling the workflow and managing annual leave and absence, in addition to technical tasks. Management and technical responsibilities are typically rotated among the team members.
A team is a group of people who work together toward a common goal. Teams have defined membership (which can be either large or small) and a set of activities to take part in. Each member is responsible for contributing to the team, but the group as a whole is responsible for the team’s success. As so defined, the term group refers to a class of social entities having in common the property of interdependence among their constituent members.
These definitions have pointed out some important features of a group. A comprehensive idea of groups can be formulated in terms of the following characteristics:
Group work helps employees to expand their knowledge. When colleagues work together, they learn from each other by watching and interacting together. Because employees often have diverse skills and backgrounds, they are able to teach each other new ways of working by example.
Informal groups are important not only from the point of view of their members; they have a great utility from an organization’s point of view also.
1. Filling in Gaps in Manager’s Abilities:
Informal organizations may act to fill in gaps in a manager’s abilities. For example, if a manager is weak in planning, one of his subordinates may help him informally in such a situation.
2. Solving work problems:
The informal organization helps in solving the work problems of members. It allows sharing job knowledge and taking decisions that affect a number of jobs.
3. Better coordination:
Informal groups evolve short-cuts and eliminate red-tapism. They facilitate the smooth flow of information and quick decision-making. All these ensure better coordination among various individuals and departments.
4. Channel of Communication:
Informal groups act to fill up the communication gaps which might arise in the organization. Informal communication cuts across the hierarchical and departmental boundaries and transmits information with greater speed. Management can use informal channels to share information with the workers and get their reaction to management’s proposals. Informal communication can be of great use to an organization if it is handled by the management properly.
5. Restraint on Managers:
Informal groups do not allow managers to cross their limits. They restrict them from getting unlimited power and from using their power injudiciously.
6. Better relations:
A manager can build better relations with his subordinates through informal contacts. He can consult the informal leaders and seek their cooperation in getting the things done from the workers.
7. Norms of Behaviour:
Informal groups develop certain norms of behavior that differentiate between good and bad conduct and between legitimate and illegitimate activities. These bring discipline and order among the employees of the organization.
8. Developing Future Executives:
Informal groups recognize talented workers as their leaders. Such leaders can be picked by the management to fill vacancies at the junior executive level in the future.
The Group refers to two or more persons who share a common interest and come together to achieve common goals and objectives. The groups can be formal and informal; formal groups are created by the organization with the intent to accomplish its objective, while the informal groups get created spontaneously as soon as the individuals interact with each other.
The groups can be classified on the basis of the structure of the organization. These are:
The analytical classification of the groups can be done as follows:
Primary and Secondary Groups: The primary group refers to the small social group whose members are closely related to each other and share an enduring relationship. Examples of these groups could be family members, friendship groups, and highly influential social groups. Here the group members have an intimate relationship with each other and are characterized by face to face association and cooperation. The Secondary Groups are more formal groups whose members come together to perform certain tasks. Here the group members are not emotionally associated with each other and do not get affected by the pain and the pleasure of others. Examples of these groups could be corporate groups, military, political groups, factories, etc. Thus, a secondary group is more institutionalized in nature.
Membership and Reference Groups: The membership group is the one to which an individual actually belongs to. Sometimes the membership fee is to be given to become a member of certain groups. The club membership is the best example of membership groups. The reference groups are the types of groups with which an individual identifies himself and wants to become a member of that group. An individual could be a member of several groups, but may not participate in all simultaneously and would like to participate in those groups whose norms are more attractive and gratifying.
It takes time for a group of individuals to become a team, so start work early and have regular meetings.
There are several stages that groups typically go through:
1. Forming
Characterized by uncertainty about roles, other group members, and task requirements. Often people are particularly polite and aim to avoid any conflict.
2. Storming
An unsettled phase that is usually characterized by the group struggling. Struggles can eventuate due to task requirements, conflicts between individuals or sub-groups arising from both task and interpersonal issues.
3. Norming
The phase whereby the group begins to harmonize as norms for the group’s functioning emerge and develop. Conflicts are reconciled and mutual support develops.
4. Performing
Characterized by the group organizing itself to best meet the needs of the common task and starting to produce results.
5. Adjourning
The phase whereby the project draws to a close. There may be a sense of loss and anxiety about having to break up.