Goup-3

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Groups in the OrganizationGroup 3

Name of Presenter

Position

Department/College(clickView>>Master>>Slide Master to edit)

Groups in the

Organization

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No Involvement, No Commitment,

People dont CARE how much you KNOW,

Until they KNOW how much you CARE.!!"#i$ht %uote&

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In teamwork, there is no I. According

toLewis B. Ergen, the ratio of WEs to Is

is the best indicator of the development of

a team. Ths, the acron!m TEAM means

Together Ever!one Achieves More.

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Name of Presenter

Position

Department/College(clickView>>Master>>Slide Master to edit)

What is a group?

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Group

&efined in sociolog! as a collection of

hman or animals that share certain

characteristics, interacts with one another,

accepts e'pectations and obligations as

members of the grop and shares a

common identit!.

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Group

"enerall!, a grop is an assemblage of

people (oined together to achieve a

specific goal.

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Classifications of Groups

Foral Group! is set p with specificmembers, well strctred and with specific

ob(ectives.

"nforal Group!is not officiall!recogni)ed* it can serve a nmber of

personal and+or work related needs, and

are visible in terms of the memberscommon interests.

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elativel! -ermanent elativel!Temporar!

Foral ommand "rops Task "rops Affinit! "rops

E'./dget ommittee

Task 0orce whenthere is t!phoon

1ew prodctdevelopment

grop

"nforal 0riendship "rop Interest "rops

$embers are alwa!stogether wherever

the! go, E'.Watching movies,

std!ing together,parties, attending

parties, etc.

2olle!ball grop0ood ommittee

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Bruce Tuc#an$s Mo%el of Tea

&e'elopent This model is an e'planation of team

development and behavior.

As the team develops matrit! and abilit!,

relationship is established and the leader

changes leadership st!les.

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(tages in Tea)Group

&e'elopent 0orming

3torming 1orming

-erforming

Ad(orning

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*elate% Concepts A+out

Groups 1orms

oles 3tats

"rop ohesiveness

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Factors "nfluencing

Cohesi'eness Threat and ompetition

$ember &iversit! Initiation

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The role individals pla! in the grop is

given importance in an organi)ation.

ohesiveness pla!s a vital role on the part

of the individal de to the inflence to hisbehavior b! the other members of the

grop.

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If the individals characteristics and

personalit! conform to the grops

characteristics then cohesiveness will be

attained. Also, if roles in the grop areclear, there is a tendenc! to be attached

and attracted to the grop members.

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Cohesi'eness +rings a+out

ore, participation in grop activities

conformit! sccess

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Concept of Tea

The creation of team in some of thepro(ects done in the organi)ation can

harness the most prodctive aspects of

the teams competitive and cooperativeinstincts.

The philosoph! behind this concept is to

intertwine workers into a cohesive grop inorder to attain a common goal.

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&efinition of Tea

A team is composed of two or moreindividals responsible for the

achievement of a goal #"ibson, Ivancivech

and &onell!%. It comprises a grop, which is temporar!

in natre, or an ongoing task grop whose

members work together and formconsenss to solve problems.

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-urpose of Tea

Its prpose is to be a panacea to all

bsiness problems nor it alwa!s work

smoothl!.

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Tpes of Tea

-roblem43olving team

ross 0nctional Team

3elf4&irected Work Teams 2irtal Teams

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Foration of Teas

Teams are formed for the following

reasons5

6b(ectives are well nderstood, ths

prodctivit! is attained.

$embers listen to each other and

respect prevails improving the 7alit! of

work.

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The presence of workforce diversit!

gives awa! to the improvement of the

organi)ation.

-eople can e'press their feelings as

well as their ideas reslting to good and

harmonios relationship.

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Creating Effecti'e Tea

3tephen obbins#899:%, considered the

following criteria in creating effective

teams5

Work design that incldes5

0reedom and atonom!

6pportnit! to tili)e different skills and

talents

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Abilit! to complete identifiable tasks

6riented on a task or pro(ects

omposition that incldes5

-ersonalit!, and characteristics of the

team

&iverse roles

0le'ibilit! of the members

-references of each member

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onte't that incldes5

Ade7ate resorces ;eadership and strctre

-erformance evalation

-rocess that incldes5 ommon prpose

3pecific goals

Team effectiveness

onflict levels

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(pecificLoafingis the tendenc! to

withhold ph!sical or intellectal effort

when performing a grop task.

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"elon$in$ to ' te'm, in the (#o'de&t

&en&e i& ' #e&ult o) )eelin$ p'#t o)

&omethin$ l'#$e# th'n you. It h'& ' lot to

do with you# unde#&t'ndin$ o) the mi&&iono# o(*ective& o) you o#$'ni+'tion.

!u&'n -. e'th)ield

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ommnication

reative Innovation

onse7ences

oordination

ltral hange

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&ifferences Between Wor#ing

Group an% a Tea

=. Working grop

a% 1o significant performance is neededb% $embers interact to share information

c% 1o mtal accontabilit! re7ired

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8. -sedo4Team

a% Weakest in terms of performance

b% 1o interest in shaping a common prpose

c% 1ot focsed on collective performance

:. -otential Team

d% -erformance level is needed

e% e7ires clarification of the goals

f% ollective accontabilit! not !et

established

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>. eal Team

a% 3mall nmber of people with

complementar! skills

b% E7all! committed to a common

prpose

c% Aims for a higher performance

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?.

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Groups in the Organization

Group 3

Top /0 1e &ifferences Between a Tea

of "n%i'i%uals an% a Group of "n%i'i%uals

riteria5

@nderstanding

6wnershipreativit! and ontribtion

Trst

ommon @nderstandings

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Group 3

-ersonal &evelopment

onflict esoltion

-articipative &ecision $aking

lear ;eadership

ommitment

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Group 3

The differences cited can be attribted

to the following factors in attaining

sccess5

=. Incremental performance need or

opportnit!

8. Tre interdependence

:. eal shared accontabilit!

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Group 3

Creating 2n+eata+le Tea

$anagement grs like 3tephen ove!,

-eter 3enge and Tom -eters come p

with their intellectal ideas in creating

nbeatable teams. The! presented a paper

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Group 3

The following are e'cerpts from the

presentations5=. 3!nerg! 5 -owerfl 0el for the

teamwork Engine # 3tephen ove!%

8. Teams 5 &ont "et the Wrong Ideas# -eter 3enge %

:. Trst 5 The Importance of /eing

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Group 3

/he he'#t o) &yne#$y i& (uildin$ t#u&t

'mon$ te'm mem(e#&.

!tephen Covey

W#on$ 'pp#o'ch to te'm& i& to thin0 them

li0e ' te'm o) ho#&e&.

!Pete# en$e

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Group 3

In c#e'tin$ t#u&t 'mon$ te'm mem(e#&, it

is important to take time to be human.

!/om Pete#&

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Group 3

In order create an nbeatable team the

following shold be considered5

=. A team shold be a self4managed team

8. Trst shold prevail among the

members

:. 3!nerg! shold be considered as an

important ingredient in team bilding

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Group 3

/#u&t i& the lu(#ic'tion th't m'0e& it

po&&i(le )o# the o#$'ni+'tion to wo#0.

! W'##en "enni&

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Group 3

Name of Presenter

Position

Department/College

(clickView>>Master>>Slide Master to edit)

The *oles Of Lea%ership "n

Tea Buil%ing

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Group 3

Lea%ership Courage

;eading is a factor in bilding a better andcreative team in the organi)ation.

orage, as a virte is an important

element of sccessfl leadership and iscommon re7irement of leaders.

3ccess is possible throgh strong team

bilding copled with corageosleadership.

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Group 3

We $'in &t#en$th, cou#'$e, 'nd

con)idence (y e'ch e1pe#ience in whichwe #e'lly &top to loo0 )e'# in the )'ce2 we

mu&t do th't which we thin0 we c'nnot.

- Eleono# Roo&evelt A le'de# i& one who 0now& the w'y, $oe&

the w'y, 'nd &how& the w'y.

! 3ohn C. -'1well

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Group 3

-eter &rcker, a management gr,

stresses that a leader is someone whohas followers.

Warren /ennis, an American 3cholar and

6rgani)ational onsltant sa!s that it is

knowing oneself, having a vision that is

well4commnicated, trsting one another

in the organi)ation and taking effective

action to reali)e the leadership potentials.

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Group 3

"ood leaders shold have the

following5

=. 2ision

8. onfidence, determination and

persistence

:. ompetence, credibilit!, and

trstworthiness

>. -ositive vales and attitdes

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Group 3

"ood leaders shold have the

following5

?. &!namism

B. "ood commnication skills

C. orage

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Group 3

*oles of a Lea%er in a Group

@se good (dgment when working with a

grop or when isses arise in the grop.

3hare a common goal with the grop

-rse self4knowledge, accept

responsibilit! and blame no one.

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Group 3

;isten attentivel! to the problems of the

followers.

-romote positive comments and new

viewpoints.

"ive attention to the silent follower and

encorage him to participate.

;et individals talk openl! abot negative

or angr! feelings.

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Group 3

$ake commitment to the grop.

3mmari)e all sides of a dispte if one

e'ists in an organi)ation.

3ggest wa! to solve problems.

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Group 3

Lea%ership Theories

According to Dendra 2an Wagner, a writer

speciali)ing in ps!cholog!, child

development and edcation identified

eight leadership theories. These are5=. "reat $an Theor!

8. Trait Theor!

:. /ehavioral Theor!

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Group 3

Lea%ership Theories

>. ontingenc! Theor!

?. 3itational Theor!

B. -articipative Theor!

C. $anagement Theor!

. elationship Theor!

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Group 3

-ower

-ower is the abilit! of the leader to

inflence his followers to perform the

assigned task.

It is the capacit! to affect behavior inpredetermined wa!s. #Dast and

osenweig, =FC9%

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Group 3

-ower

It is the means or resorces b! which the

leaders gain compliance of others to

achieve the goals. #

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Group 3

(e'eral Tpes Of -ower

eward power

oercive power

;egitimate power

eferent -ower

E'pert power

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Group 3

(tles of Lea%ership

In atocratic, the leaders make decisionwithot reference to an!one

In democratic t!pe of leadership, the

emplo!ees are motivated to perform theirassigned tasks.

In dictatorial leadership, the leader has all

the athorit! to give orders to the

emplo!ees.

Transactional Lea%ers Transforational Lea%ers

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Group 3

=. ontingent reward5 ewards given

are de to the efforts e'erted, good

performance and after recogni)ing a

good (ob.

=.harisma5 -rovides vision and

sense of mission, gain respect and

trst.

8. $anagement b! E'ception #active%5

;eaders watch and search for

deviations and then take corrective

actions.

8. Inspiration5 Inspires the followers

b! e'pressing the important wa!s in

a ver! simple manner.

:. $anagement b! E'ception #passive%5If standards are not met, leaders

intervene.

4. Intellectal stimlation5 ;eadersare ver! carefl in solving problems,

promotes intelligence.

>. ;aisse)4faire5 Avoids making

decisions

>. Individal onsideration5 "ives

personal attention treats each

emplo!ee individall!, coaching theemplo!ees and give advices to

them.

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Group 3

Courageous Lea%ership

orageos leadership is a process, b!

which the leader inspires, gides the

followers toward new vistas, throgh togh

times and over seemingl! insrmontablehrdles.

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Group 3

orageos ;eadership gains the following

potentials for5

Increased alignment with !or tre vales,

prpose, and higher potential

"reater momentm toward a revitali)ed

vision and renewed sense of the gropsprpose

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Group 3

Infsion of new ideas, and a recalibrating

of otdated or stifling process, and

$ore athentic, d!namic and effective

commnication, each of which inspiremorale, retain emplo!ees and boost

prodctivit!, ths attaining smooth

interpersonal relationship.

3 C M if t i th

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Group 3

3ow can Courage Manifest in the

Wor#place?

The leaders shold provide an honest

inpt to the followers. The followers look

their leaders as trstworth! person whom

the! can seek advice if the need arises.

The leaders shold also present otside

ideas pertaining to norms.

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Group 3

ommnicating or e'pressing ones ideas

and feelings gives people in theorgani)ation a feeling of belongingness.

-eople in the organi)ation shold be

aware that working in longer hors is notthe same as increasing their prodctivit!.

-eople share an alternative viewpoint in

the organi)ation.

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Group 3

-eople in the organi)ation disregard the

stats 7o when the! believe that what

the! are doing is right.

(oe anifestations of courage in

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Group 3

(oe anifestations of courage in

the wor#place,

&isregard the stats 7o as long as !o

believe that what !o are doing is right.

Advocating for a potential new hire withot

mch e'perience and*

hoosing, not to la! people off de to

increase inflation rates in the market.

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Group 3

3ow &o Lea%ers 2n%erstan% the

"portance of Courage in Organization?

;inda $arie $orton of @ entral 2alle!

region reviewed an article from a book

entitled5 ;eadership orage and camep with the elements of a corageos

leaders.

Eleents Or Actions Of

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Group 3


Courageous Lea%ers, Acceptance of responsibilit!

reation of -ositive hange

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Group 3


Courageous Lea%ers, Addressing Interpersonal onflicts

onfront -erformance

/e 6ptimistic

/ecome the /est o an /e

reate a ltre of Ethics and Integrit!

Most iportant characteristics of

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Group 3

Most iportant characteristics of

effecti'e lea%ers,

=.

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Group 3

With these4 lea%ers,

=. $st nderstand the natre of corage inorgani)ation*

8. $st think that corage serves as a

galvani)ing force in the organi)ations*and

:. $st know how to sstain corage in

tr!ing times.

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Group 3

Name of Presenter

Position

Department/College

(clickView>>Master>>Slide Master to edit)

COMM25"CAT"O5 "5 T3EO*GA5"6AT"O5,

"T( "M-O*TA5CE "5 T3EWO*1-LACE

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Group 3

ommnication serves as the lifeblood of

the organi)ation.

Withot commnication, no organi)ation

will e'ist. ommnication throgh proper channels

develops harmonios relationships in the

workplace.

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Group 3

/he motto o) communic'tion theo#y ou$ht

to (e5 6i'lo$ue with the &el),

di&&emin'tion with the othe#.

/#e't you#&el) li0e 'n othe# 'nd the othe#li0e ' el).

!3ohn 6u#h'm Pete#&

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Group 3

We thin0 'cco#din$ to n'tu#e. We &pe'0

'cco#din$ to #ule&. We 'ct 'cco#din$ to

cu&tom.

!7#'nci& "'con

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Group 3

&efinition Of Counication

ommnication is the process of

transmitting or transferring ideas,

thoghts, feelings or messages from the

sender to the receiver throgh properchannels.

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Group 3

Eleents Of Counications

=. 3ender

8. eceiver

:. $essage

>. hannels

?. 0eedback

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Group 3

-urposes Of Counication

AC3"E7"5GCOO*&"5ATE&

EFFO*T(

(3A*E

"5FO*MAT"O5

E8-*E((

FEEL"5G(

A5& EMOT"O5(

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Group 3

Metho%s Of CounicationWITTE1G ;etterG $emoG eports

G $analsG /lletin6A;

G 3peechG &iscssion+lectresG Informal conversation

G "rop discssionsG $eeting

G onferences

16142E/A;

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Group 3

Categories of Counication

Actional ommnication

Interactional ommnication

Transactional ommnication

C i i Fl

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Group 3

Counication Flows

=. @pward ommnication

8. &ownward ommnication

:. ;ateral ommnication

B i t C i ti

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Group 3

Barriers to Counication

$ddled or onfsing $essages 3tereot!ping

Wrong hannel

;angage ;ack of 0eedback

-oor ;istening 3kills

Interrptions -h!sical &istraction

Bottlenec#s of Effecti'e

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Group 3

Bottlenec#s of Effecti'e

Counication /ottleneck is a stage in a commnication

process that cases the entire process to

slow down or dela!.

It is the point where the flow data isimpaired or stopped entirel!.

/ottleneck as the word implies refers to a

neck of a bottle, often times narrower instrctre.

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Group 3

Two Main Tpes Of Bottlenec#s,

3hort4term bottlenecks

;ong4term bottlenecks

(i f B ttl #

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Group 3

(igns of Bottlenec#s,

;ong wait times

/acklogged work

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Group 3

2seful Tools in "%entifing

Bottlenec#s 0low charts

The 0ive Wh!s Techni7e

3 T 2 +l # B ttl #

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Group 3

3ow To 2n+loc# Bottlenec#s

Increase the efficienc! of the bottleneckstep

;istening is the best thing to do.

"pro'ing Counication "n the

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Group 3

p g

Wor#place

=. There are resorces that will help creategood relationships with colleages while

commnicating with them.

8.

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Group 3

4.Alwa!s pt in mind that commnication is

a skill. . $ake commnication goal4oriented

?.

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Group 3

y a d o to Say o o ou

Manager

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Group 3

g

Manager$s -ersonal Wor# If !o will tell !or manager no state !or

reasons honestl!.

Tell !or manager that !o cant do the (ob

becase it is not part of !or (obdescription.

What "s The *ole Of Courage "n

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Group 3

What "s The *ole Of Courage "n

Organizational Counication?

It takes corage to deal with the people inthe workplace.

It takes a corageos act to trn down the

re7est of or co4workers. It is definitel! a corageos act on the

part of the worker to sa! no to the

re7est of his spervisor.

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Group 3

orage as vale can enhance andimprove commnication in the workplace.

orage copled with trst and integrit!

can improve organi)ationalcommnication.

To have a better commnication in the

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Group 3

To have a better commnication in the

workplace, remember the A61$3,

360TE1.

34444444 3mile

644444446ften0444444440orward

T44444444Toch

E44444444E!e ontact

1444444441od

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Name of Presenter

E5&

Goup-3

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