For efficiency, please! Check meeeeee….

• BE ACTIVE

• AVOID DISTRACTION
• Silent phone
• No personal chats
• PREPARE YOURSELF • No social media

• BE ON TIME…
2 2
CLASS RULES

1. Attendance check 5’ after class

starts
2. Submit assignments on time
3. Respect (self and others)
4. No personal activities
5. Right attitude
3
COURSE SYLLABUS
SYLLABUS

COURSE DESCRIPTION
This course will cover both working in groups and
communication skills - both classic and current
theories of group communication & team work that
focus on "how groups work" and include practical
information on group communication strategies and
skills that emphasize "how to work in groups".

5
SYLLABUS

ASSESSMENTS (MARKS)

- 01 Participation: 10%
- 02 Group Assignments:
20%
- 03 Activities: 15% Conditions to pass:
- 01 Quiz: 05% - Final exam >= 4
- 01 Group Project: 30% - Grade Average >=
- 01 Final exam: 20% 5/10
6
ACTIVITY

FORMING GROUPS

• 5-7 members/a group

• Introduce and get to
know each other.
Note: This group will be the group that will work with you
on a project to practice the skill throughout the course.
7
 Let’s start with the first session
GROUP AND TEAM
I
OVERVIEW
Defining Teams and Groups

8
LEARNING OBJECTIVES

1. Defining Teams and Groups

2. Define “cooperation”
3. Distinguish between different social
value orientations
4. Influences on cooperation
5. Explain methods psychologists use to
research cooperation

9
1 Defining teams and groups

10
1. Defining teams and groups

Grouppp
p……….….!
What is a group?
11
1. Defining Teams and Groups

Formal groups are used to:

- Organize and distribute work
- Pool information
- Devise plans
- Coordinate activities
- Increase commitment
- Negotiate
- Resolve conflicts and conduct
inquests 12
1. Defining teams and groups

Formal groups are used to: Informal groups are used to:
- organize and distribute work - Satisfy needs of affiliation
- pool information - Act as a forum for
- devise plans exploring self-concept as a
- coordinate activities means of gaining support
- increase commitment - Have an important effect
- negotiate on formal work tasks:
- resolve conflicts and conduct
inquests. For example by exerting subtle
pressures on group members to
conform to a particular work rate, or
as ‘places’ where news, gossip, etc., is
exchanged.
13
1. Defining teams and groups

Teammm
m…..….!
What is a team?
14
What is a team?

15
ACTIVITY 1

16
 A team: as a particularly
cohesive and purposeful type of
“ work group

17
 TEAM
CHARACTERISTICS
• A Definable Membership: a
collection of three or more people
identifiable by name or type;
• A Group Consciousness or
Identity: the members think of
themselves as a group;
• A Sense Of Shared Purpose: the
members share some common task
or goals or interests;

18
 TEAM CHARACTERISTICS
(cont.)

• Interdependence: the members need

the help of one another to accomplish
the purpose for which they joined the
group;
• Interaction: the members
communicate with one another,
influence one another, react to one
another;
• Sustainability: the team members
periodically review the team’s
effectiveness;
• An ability to act together. 19
ACTIVITY 2

Let choose the most

characteristics with your
team and explain to us
why.

20
 People are more willing to
“ support and defend work
they helped create.

21
ACTIVITY 3

Now, let’s discuss about

risks associated with
working in teams.

22
 When to work alone, in
groups or in teams?

When to work alone or in

groups…
• For simple tasks or problems
• When cooperation is sufficient
• When minimum discretion is required
• When fast decisions are needed
• When few competences are required
• When members’ interests are different or in conflict
• When an organization credits individuals for operational
outputs
• When innovative responses are sought 23
 When to work alone, in
groups or in teams?
When to build teams…
• For highly-complex tasks or problems
• When decisions by consensus are essential
• When there is a high level of choice and
uncertainty
• When
• When a broad range high commitment
of competences is needed
and different skills are required
• When members’ objectives can be brought together towards a
common purpose
• When an organization rewards team results for strategy and vision
building
• When balanced views are sought 24
hierarchical structure
Staff
Vestibulum
performing
congue
similar tasks
Vestibulum
Elements of a congue

Vestibulum Vestibulum
Junior
Senior
congue congue
managers
managers Elements
of a
hierarchical
structure

Vestibulum Groups of
Vestibulum
congue junior
Departmental congue
managers
heads

25
TRADITIONAL HIERARCHICAL STRUCTURE OF
ORGANIZATIONS
• Staff performing similar tasks - grouped together
reporting to a single supervisor;

• Junior managers – responsible for several supervisors and

their groups;

• Groups of junior managers – reporting to departmental

heads;

• Departmental heads – reporting to senior managers, who

are responsible for wide-ranging functions such as
manufacturing, finance, human resources and marketing;

• Senior managers – reporting to the managing director,

who may then report to the Board. 26
TRADITIONAL HIERARCHICAL STRUCTURE OF
ORGANIZATIONS
Senior managers
Department Report to the managing
1
heads
Report to senior managers, director, who may then
who are responsible for wide- report to the Board.
ranging functions such as
2
manufacturing, finance,
human resources and
Group of junior
marketing 3 managers
Report to departmental
Junior heads

managers
Be responsible for a
4
Staff
number of supervisors
and their groups
performing
5 similar tasks
grouped together,
reporting to a single
supervisor

27
 TRADITIONAL HIERARCHICAL STRUCTURE OF ORGANIZATIONS

Senior managers Managing

Director
(wide-ranging functions)

Department/Unit Leads
Head of Head of
Manufacturing Engineering

Manager:

Junior Managers
Widget
Production

Manager: Manager:
Supervisors Assembly Packing

Staff performing Day Shift Night Shift Shift Shift

similar tasks
Supervisor Supervisor Supervisor Supervisor

Line operator
28
Team Size – Group Size

Group:
10  20
Team:
people
5 7
people
THE FUNCTIONAL TEAM

people working
together carry out the same or similar
functions.

a team in which
work is carried out within such a
functionally organized group.

30
The functional team

• The project, or single, team consists of a

group of people who come together as a
distinct organizational unit in order to
work on a project or projects.
• The team is often led by a project
manager, though self-managing and self-
organizing arrangements are also found.
31
The functional team

The Matrix team

• In a matrix team, staff report to different managers for
different aspects of their work. Matrix structures are
often, but not exclusively, found in projects.

• Matrix
structures are
more common
in large and
multinational
organizations.
32
For a matrix team, it is
important to overcome
the problems staff might
have with the dual
reporting lines (the ‘two-
boss’ problem).

This requires building

good interpersonal
relationships with the
team members and
regular, effective
communication. 33
The functional team

• Is brought in from outside in order to do

the project work.
• The client will judge the success of the
project.
• A variant of this is the so-called
“outsourced supply team”: the team is
physically situated remotely from the
project manager. 34
The functional team

• Some members may be employed to work full

time
• Others may work part time
• Some may be part of a matrix arrangement
• Some others may be part of a functional
hierarchy

35
ACTIVITY 4 - DISCUSION
• Which team model is the best
for a large and complex
problem?

• Which team model is normal

for a straightforward task?

• What are some of the relative

benefits and drawbacks to
some of these team
configurations?
36
The Modern Teams

03 other important types of

team:
• “Self-managed teams”
• "Self-organizing teams”
• "Dispersed Virtual teams”.

37
Comparing Self-managed and Self-Organizing
Teams
Why do (only some) teams succeed?

39
Systems map showing components influencing team effectiveness

40
41