Lecture notes
Lecture notes
- Module
- Behaviour in organisations
- Institution
- Queens University Belfast (QUB)
Lecture notes of 6 pages for the course Behaviour in organisations at QUB (Chapter 10)
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Chapter 10 – groups and teamsWhat are work groups?
Groups comprising of two or more individuals, having mutual goals and an
awareness of their status in a group with a specific identify
Can be formal or informal
Formal groups- created to achieve a specific task
Informal groups – emerge from the interaction of workers, they have a social
dimension; not necessarily set up by managers
What are work teams?
Special group with positive traits - collaboration, mutual support, and shared decision-
making
A self-managed work team manages and performs technical tasks that result in a product or
service being delivered to a customer
Classified according to their position in the organisation’s hierarchy and their assigned tasks
A rhetoric aspect can be detected in the discourse of teams of ‘team working’ that reflects a
‘vocabulary of motivation’. The use of specific terms in this area can obscure the power
differentials/conflicting interests between different levels of management
Teamwork: defining characteristics
Team works on common tasks
Team has its own workspace/territory
Team members organise their own task allocations
Members encourage and organise multi-skilling
Team has discretion over work periods and time
Team has a leader or spokesperson
Members can influence recruitment to their team
Teamworking: contemporary manifestation
Team-working derives from high performance work practice literatures. Recruitment and
selection, training and development, rewards and security, no status differentials and
teamworking are regarded as critical practices that increase organisational performance
End of Taylorism (workers in factories and performing repetitive tasks, with burnout and
boredom common. No social interaction). Job enrichment came and teamwork is an
important and useful way to design employee jobs
Teamwork is critical for competitive advantage – the more people we have and the more
ideas and knowledge exchanged, more creativity, thus more innovative products and
services
Teamwork is a way to reduce layers and structures in an organisation
, Group dynamics
The study of human behaviour in groups – the nature of groups, group development and the
interrelations between individuals and groups
Two sets of processes:
o Task-orientated activities – aimed at accomplishing goals, getting the job done
o Maintenance-oriented activities – point to the subjective perceptions of group
members and their active involvement in keeping acceptable standards of behaviour
and general state of well-being within the group
Includes:
o Group context
o Group structure
o Group social processes
o Group effectiveness
Group context
Organisational and job design, organisational control systems, resources and the external
political economy and economic forces
Group structure
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