OBS 114
Fundamentals of business management
Unit 6: Chapter 9: Groups and teams
1. GROUPS, TEAMS AND ORGANISATIONAL
EFFECTIVENESS
Definitions Group
2 or more people who interact with each other to
accomplish certain goals or meet certain needs
Team
A group whose members work intensely with one
another to achieve a specific common goal or objective
Characteristics
intensity with which they work together
presence of specific, overriding team goal
Performance Synergy
enhancers The whole is more than the sum of its parts
People working in a group can produce a higher quality
output than would have been produced if each
individual person had worked on their own and their
efforts were combined later
Managers need to make sure that teams are comprised
of complementary members
Responsivene In a cross-functional team, the expertise and knowledge of
ss to different departments is brought together which allows the
customers team to be able to respond to customers efficiently
Innovation Diverse individuals brought together in a team allows for
successful innovation to take place
Motivation Team members can spur each other on to complete
and their tasks and to feel more positive about their
satisfaction workload.
When individual members complete their tasks and are
, able to see how their work has contributed towards the
team, it increases employee satisfaction
2. TYPES OF GROUPS AND TEAMS
Top Created by the CEO to help the organisation achieve its
management mission and goals
Comprised of different departmental heads which
reduces groupthink
Research Develop new products
and
development
Command Subordinates who report to the same supervisor
groups
Task force Managers form ad hoc committees to accomplish
specific goals or solve problems in a certain time period.
Permanent task forces are called Standing Committees
Self- Teams where members are empowered and have the
managed responsibility and autonomy to make their own decisions
work teams on how to complete their work
Managers can do the following to ensure effective
teams:
o Give the teams enough responsibility to truly be
self-managed
o Make sure the work is sufficiently complex
o Select team members with diverse skills
o Do not supervise, instead offer guidance and
support
o Offer training to team members who need is
Virtual Team members rarely meet face-to-face but instead
teams interact by using email, messaging, phone calls and
video calls
Very common in global organisations
Friendship Groups of employees who enjoy each other’s company.
groups They may have lunch and take breaks together, or even
meet outside of work.
It satisfies the need for interpersonal relationships in
employees and managers
Interest Employees who seek to achieve a common goal.
groups They may try to create a movement to have something
changed in the organisation.
Fundamentals of business management
Unit 6: Chapter 9: Groups and teams
1. GROUPS, TEAMS AND ORGANISATIONAL
EFFECTIVENESS
Definitions Group
2 or more people who interact with each other to
accomplish certain goals or meet certain needs
Team
A group whose members work intensely with one
another to achieve a specific common goal or objective
Characteristics
intensity with which they work together
presence of specific, overriding team goal
Performance Synergy
enhancers The whole is more than the sum of its parts
People working in a group can produce a higher quality
output than would have been produced if each
individual person had worked on their own and their
efforts were combined later
Managers need to make sure that teams are comprised
of complementary members
Responsivene In a cross-functional team, the expertise and knowledge of
ss to different departments is brought together which allows the
customers team to be able to respond to customers efficiently
Innovation Diverse individuals brought together in a team allows for
successful innovation to take place
Motivation Team members can spur each other on to complete
and their tasks and to feel more positive about their
satisfaction workload.
When individual members complete their tasks and are
, able to see how their work has contributed towards the
team, it increases employee satisfaction
2. TYPES OF GROUPS AND TEAMS
Top Created by the CEO to help the organisation achieve its
management mission and goals
Comprised of different departmental heads which
reduces groupthink
Research Develop new products
and
development
Command Subordinates who report to the same supervisor
groups
Task force Managers form ad hoc committees to accomplish
specific goals or solve problems in a certain time period.
Permanent task forces are called Standing Committees
Self- Teams where members are empowered and have the
managed responsibility and autonomy to make their own decisions
work teams on how to complete their work
Managers can do the following to ensure effective
teams:
o Give the teams enough responsibility to truly be
self-managed
o Make sure the work is sufficiently complex
o Select team members with diverse skills
o Do not supervise, instead offer guidance and
support
o Offer training to team members who need is
Virtual Team members rarely meet face-to-face but instead
teams interact by using email, messaging, phone calls and
video calls
Very common in global organisations
Friendship Groups of employees who enjoy each other’s company.
groups They may have lunch and take breaks together, or even
meet outside of work.
It satisfies the need for interpersonal relationships in
employees and managers
Interest Employees who seek to achieve a common goal.
groups They may try to create a movement to have something
changed in the organisation.
