Working Groups and Team Dynamics

Posted on Sep 7, 2024 in Other subjects

1. Theories on Obtaining Increased Productivity of Workers

Frederic Taylor

Taylorism, or scientific organization of labor, advocates the division of labor: some think and others execute. Homework should be clearly defined, and the worker should be paid according to the tasks performed.

Henry Ford

Tasks are automated to avoid any unnecessary movements. The worker is treated like a machine.

Elton Mayo

Numerical quotas for production are eliminated. All efforts of teams and staff must focus on achieving business objectives. Workers are responsible for solving problems arising in the work under their control.

Current Theories

Attention is given to individual differences of employees, and employee participation in the business plan is encouraged.

2. Working Groups: Conditions to be Met for Their Existence

  • Establishing interdependent relationships where behaviors influence each other.
  • Participating in the group and assuming responsibility for the implementation of activities and tasks.
  • Feeling the group as their own and being conscious of belonging to it.
  • Pursuing a common goal and working jointly and in a coordinated manner to achieve it.
  • Having unprotected, as group members, other groups.
  • Creating a team spirit and involving everyone in achieving the objectives in a climate of friendship and solidarity, without being carried away by clashes of conflicting interests.

3. Different Working Groups that May Constitute

Depending on the Degree of Interaction

Primary Group

  • Characterized by a high level of interaction among members.
  • The relationship between members encompasses almost the whole individual.
  • Its foundations are more emotional than rational.

Secondary Group

  • Characterized by a lower level of interaction among members.
  • The relationship between members includes some aspects of the individual.
  • Its foundations are more rational than emotional.

Depending on the Level of Formality

Formal Group

  • Created by rational planning.
  • Regulates itself by formal rules established by the director.
  • Pursues objectives established formally.

Informal Group

  • Created by a spontaneous process.
  • Regulates itself by personal agreements between members.
  • Pursues the satisfaction of personal needs.

According to the Time Spent

Temporary Group

  • Created to achieve a specific goal.
  • Its duration is limited. The group is dissolved at the end of its mission.

Standing Group

  • Created to work on a stable basis and achieve various goals.
  • Its duration is indefinite.

4. Team Work: Concept and Stages in its Development

A team is a group of people committed to a common objective, clearly defined, for whose attainment requires effort and interdependence of members, who share working methods and rules of conduct to which all are considered responsible.

  • Stage 0: Initial Guidance – The director must explain what is expected of participants and how they will work to develop and promote mutual understanding of members.
  • Stage 1: Defining Objectives – The team takes on its rationale for the objectives set. Objectives are derived from the tasks and procedures to be followed.
  • Stage 2: Establishment of the Rules – To ensure the proper functioning of a team, each member must meet certain standards. They may relate to the specific task of the team, interaction within the team, attitude, etc.
  • Stage 3: Resolving Conflicts – Once the team reaches a more open and direct communication, it is normal to increase interpersonal conflict. At this stage, the work of the director is crucial, and they should encourage the resolution of conflicts and help create team spirit.

5. Difference Between Working Group and Task Force

Working Group

  • Members: Individual responsibility.
  • Objectives: Defined by the organization.
  • Results: Given the contributions of individual members.
  • Leader: Strong and focused on the task.
  • Meetings: It is reported, discussed, decisions are made, and the work is delegated to each person to be executed.

Task Force

  • Members: Joint responsibility. It harnesses the collective talent, produced by each person in their interaction with others.
  • Objectives: Specific equipment and various other teams and the organization.
  • Results: Given so each person gets and the product of collective work.
  • Leader: Leadership shared by several people.
  • Meetings: Open discussions are encouraged, decisions are made, and work is done together.

6. What is a Role? Define the Different Roles in a Working Team

The role is an organized pattern of behavior that causes a person to assume a certain position in a situation of interaction with others.

  • The Leader – Takes control of the group. It is the key person for the operation and team dynamics. They are usually intelligent, have verbal fluency, inspire confidence, have initiative, and have something aggressive and a desire to excel.
  • The Coordinator or Moderator – A person who sets the theme to be addressed. They are responsible for moderating the discussions without participating in them. They organize requests to speak, encourage participation, and summarize the interventions.
  • The Observer – They are outside the team, and their mission is to observe and record the behavior.

7. Group Dynamics: Concept

It is the discipline that studies the forces acting on a group and make it behave in a certain way.

8. Group Dynamics Technologies: Concepts and Factors

They are a mix of tools, instruments, or procedures that, when applied to teamwork, are used effectively to develop and facilitate the achievement of objectives.

  • The Objectives Pursued – The technique is consistent with the objectives that have been defined.
  • The Maturity and Group Training – Not all techniques involve the same complexity.
  • Group Size – The behavior of groups/teams depends largely on their size. In large groups, it will be necessary to use techniques to establish subgroups.
  • The Physical Environment – We must have the real potential of the premises.
  • The Time – Some techniques take longer than others. Do not leave momentum halfway.
  • Features of Members – The teams vary according to the characteristics of its members.
  • The Experience and Ability as an Entertainer/Driver – The use of technical knowledge and training is required in their application. It is therefore appropriate to begin with choosing the simplest to get practice.

9. Outline of Different Techniques with Existing Group Dynamics

Depending on the Purpose

Incorporation of New Members

  • Self-presentation.
  • Interview and presentation.

To Stimulate Creativity

  • Brainstorm.
  • Whisper.

For Problem Analysis and Decision Making

  • Phillips 66.
  • Brainstorm.
  • Whisper.
  • Studies.
  • Role-playing.

Knowledge Acquisition

  • Symposium.
  • Roundtable.

Depending on the Size of the Group

Large (+ 30)

  • Symposium.
  • Roundtable.

Medium (10 to 30)

  • Whisper.
  • Debate.

Small (3 to 10)

  • Role-playing.
  • Brainstorm.

According to Participation

Active Participation of Members

  • Phillips 66.
  • Whisper.
  • Brainstorming.

Participation by Experts

  • Symposium.
  • Roundtable.
  • Collective interview.

10. Define the Different Techniques of Group Dynamics: Presentation and Technical Experts

  • Self-presentation – Invite the participants to sit in a circle so they can see each other. Everyone says their name and some additional information about themselves to help the team get to know them better.
  • Interview and Presentation – Distribute participants in pairs. The partners are designated with numbers 1 and 2. Number 1 interviews number 2 and vice versa. In the interview, try to find out information about the other person.
  • Symposium – Bring a number of specialists in various aspects of the issue being treated. Everyone presents, for 15 or 20 minutes, information, ideas, opinions, etc., on the subject that has been entrusted to them.
  • Roundtable – Assemble a number of specialists with divergent views on the same topic. Each exposes, for 15 or 20 minutes, information, ideas, opinions, etc., on the subject that has been fixed, and can set a small debate with the other members of the table.
  • Group Interview – A specialist is interrogated (interviewed) by several team members on an issue or problem of interest.

11. Define the Different Techniques of Group Dynamics: Participation, Analysis, Decision

  • Phillips 66 – 6 people talk for 6 minutes on a topic. Then, through a spokesperson, subgroups pool most of their ideas or findings.
  • Brainstorm – Ideas are expressed freely and informally around a theme or problem. A secretary records the ideas on paper or on the board.
  • Whisper – Two people dialogue for 5 minutes on a topic that has been raised. Then, each pair exposes to the other teams the conclusions they reached. A person records the ideas presented.
  • Case Studies – A case history is presented for participants to analyze it and find solutions. Then, they try to reach conclusions. It can be worked on individually, and then each participant outlines their ideas to the team, or collectively in subgroups if the team is not very large.
  • Role-Playing – Dramatize or represent an actual or possible situation with typical characters for 5 or 10 minutes.
  • Debate – Two people or two groups expose different views on a topic. At the end, the other team will try to reach conclusions on the above.

12. Assessment Task: Concept and Types

Assessment is the systematic and continuous activity that provides information on the extent to which the targets are met and the results that are obtained. Types:

According to the Evaluator Agent

  • Internal – Made by the team.
  • External – Made by people outside the team’s performance.

According to the Application Period

  • Initial – Applied at the beginning of a process/activity to take the data that constitute the starting point of this.
  • Procedural – It is carried out throughout the process/activity. It includes information on adapting the methodology to a particular task in order to make changes on the fly.
  • Final – Held at the end of a process/activity to verify the degree of achievement of objectives.

13. Assessment Task: Concept and Techniques

Assessment is the systematic and continuous activity that provides information on the extent to which the targets are met and the results that are obtained. Techniques:

  • Observation – Attentive observation that a person makes on another person or persons, object, or phenomenon. It allows people to collect data that would not be provided written or verbally.
  • Interview – Directed conversation that allows one to obtain certain types of data that many people would not provide in writing, due to confidentiality, or because they represent a source of affective involvement or professional.
  • Questionnaire – Set of questions that often applies in writing to a number of people. It can be closed, open, or mixed.
  • Checklist – Thorough relationship of issues to be evaluated, which will be filled in if present or not.
  • Rating Scale – Similar to the checklist, but they record the degree of intensity in the aspects that appear to be evaluated.

14. Working Meetings: Concept and Types

A meeting is an activity in which a group of people communicate with each other, in a certain time and space, in order to reach joint solutions to a specific target. Types:

  • Information – Transmit information considered necessary for the group. Receive information on the group/team.
  • Troubleshooting – Find solutions to a problem with team collaboration. Find solutions to a conflict within the team itself.
  • Labor – Exchange information, coordinate functions, improve strategic planning work processes, etc.
  • Creative – Generate new ideas.
  • Negotiating – Reconciling interests, reaching agreement by consensus on a conflict situation.

15. Working Meetings: The Moderator, Pointing out its Main Functions

The moderator is in charge of directing, guiding, and coordinating the meeting. Functions:

  • Set the subject to be treated and provide the information.
  • Moderating the discussions, organize shifts of speech, and limit interventions by time.
  • Try to get the participants to agree.
  • Creating a climate of trust and warmth for people to feel motivated to participate.
  • Encourage communication and team cohesion.
  • Revitalize the meeting when it does not progress for whatever reason.
  • Summarize and synthesize the main points of the meeting and the agreements and commitments reached.

16. Working Meetings: The Moderator Explains the Types

  • Moderator Authoritarian – Is the absolute protagonist of the meeting. Abuses their influence. Imposes their objectives. Does not encourage participation. Generates feelings of distrust.
  • Moderator Laissez-faire – Leaves some members as motivated actors. Does not set targets. Causes friendships. Lets anyone who wishes to participate.
  • Moderator Implicated – It is clear that the entire team is a player. Objectives are met. Causes relations based on cooperation. Promotes and encourages participation by all members.

17. Respect to Perform an Outline of an Organization Meeting

Its organization follows three phases:

  • Before – Preparation:
    1. Need.
    2. Purpose.
    3. Attendees.
    4. Content.
    5. Documentation.
    6. Place of celebration.
    7. Date and time.
    8. Call.
  • During – Development, which passes through 3 stages:
    1. Approach.
    2. Node.
    3. Outcome.
  • After – Evaluation and monitoring of the arrangements.

18. Organization of Meeting: How is it Prepared?

  • Need – To consider the necessity or desirability of a meeting, the manager of the team should analyze the technical necessity and the need for interaction or communication.
  • Purpose –
    • Who (which persons)
    • What (what actions)
    • Do (from what resources and means)
    • When (how long)
    • Much (at what level or degree)
  • Attendees – Must be determined who should attend.
  • Content – We must establish the issues to be addressed and how they will be organized.
  • Place – Comfortable place, with good lighting and temperature, of adequate size, and with the equipment necessary for the job.
  • Time – You’ll have to find a date on which all members can participate without disrupting their work or other activities. The meetings should not last more than 2 hours, and we must provide a 10 or 15-minute break.

19. Organization of Meeting: How is Development?

It is divided into 3 parts: a beginning, middle, and end.

  • Approach:
    • Touchdown.
    • Top. The moderator should:
      1. Present and introduce the attendees.
      2. Remember/explain the objectives.
      3. Clarify the agenda.
      4. Explain the methodology of work.
  • Node: The “actors” perform their roles. This is the most challenging to manage because it can bring out a number of problems.
  • Outcome: This is to synthesize and obtain agreements and final conclusions. It is important to realize the agreements:
    • What actions will be taken.
    • Who will be responsible for carrying them out.
    • With what means.
    • In what time.
    • How will monitoring be done.

The proceedings of the meeting are reflected in a letter, the minutes, which shall state:

  • The date and place of the meeting.
  • The author of the call.
  • The type of meeting.
  • List of participants.
  • Agenda.
  • Summary of presentations and proposals.
  • The arrangements made.

20. Organization of Meeting: How is it Evaluated?

The assessment involves two aspects:

  • What happened at the meeting.
  • The degree of compliance with agreements.

Regarding the first point, after the conclusion of the meeting, examine the following points:

  • Compliance with objectives.
  • Decisions that have been taken.
  • Dynamics of the meeting.
  • Attitudes of the participants.

This assessment could be developed in several stages: In the final minutes of the meeting, orally or in writing, then at the conclusion of the session, or at the beginning of the next meeting.

In addition to evaluation, it is necessary to monitor compliance with the decisions taken.