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Supervising Formal and Informal groups in the workplace.

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Santos Brandon

on 2 October 2014

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Transcript of Supervising Formal and Informal groups in the workplace.

Characteristics
Reasons
Activity & Summary
Teams
Meetings
Reason for Joining a group

Groups in the workplace
Functional and task groups
Formal and Informal groups
Getting the group to work with you
Group Defined
Two or more people who interact with one another, are aware of one another, and think of themselves as one unit.
Why do people join groups?
Reasons for meetings
Conducting a meeting
Supervising Formal and Informal groups and holding powerful meetings.
Leading the Team
There must be a team leader that takes charge of the team.
The team leader must focus on enabling the members to do their best to stimulate high-quality performance.
A leader encourages team members by expressing understanding and appreciation of their ideas and feelings.
Developing the abilities of team members to achieve a common goal is an important aspect for leading a team.
Communication is a key for a team to function.
Rewarding team members for a job-well done will always make a team function cohesively and high-quality work.


Powerful Meetings
Preparing for a meeting
Make sure to stick to the agenda and end on time.
Stay on the topic and avoid unrelated topics.
Avoid ridiculing the participants and to respect on what they have to say.
Always be prepared.

Overcoming Problems with meetings
Learning Objectives
Why people join groups
Types of groups that exist
How supervisors can gets groups to cooperate
Stages of team development
How the supervisor can lead a productive team
Planning and Guidelines for effective meetings
Correy Abraham
Chester Tandoc
Brandon Santos

PA 215-01
Dr. J. Rivera
Characteristics of Groups
Roles
Norms
Status
Cohesiveness
Size
Homogeneity
Effectiveness
Benefits of Teamwork
Leading the Team
Activity
Summary
Why people join groups
They are entitled to be in a group
Employers assigned them to be in a group such as task groups
A group that shares the same interest as the person
Distinguishing groups
Functional Groups
Task Groups
Formal Groups
Informal Groups
Functioning a Group
Keep them up to date about the organization
Support their views to higher management
Pick different people with different skills-set
Do not separate informal groups
Characteristics of groups
Roles such as leaders or subordinates
Standards of a group
Status of each member
Stages of group development
Forming
Storming
Norming
Performing
Adjourning
Why Teamwork is important?
Collaborating to solve issues as one
Different perspectives from many people
Motivation on each other in a group
How a supervisor can lead a group
Find people that can work well with others.
Coaching role: provide resources and remove obstacles for the group
Analyzing and examining the group
Effective communication to increase goals
Rewards

Functional Groups
Groups that fulfill ongoing needs in the organization by carrying out a particular function
Task Groups
Groups that are set up to carry out a specific activity and then disband when an activity is completed
Formal Groups
Groups set up by management to meet organizational goals
Informal Groups
Groups that form when individuals in the organization develop relationships to meet personal needs
Forming
Storming
Norming
Performing
Adjourning
Patterns of behavior related to the group
There are leaders, class clowns, scape goat, organizer and a person that handles the problems.
Expected behavior in a group.
Organizational culture and actions are examples of norms.
Consequences are given when a norm is not followed.

A position in relation to other’s in a group
It all depends on race, sex, title, pay, education, and assets.
A high-status person has a dominant effect in the group.
Supervisors should focus speak to the high-status person to mediate the group.

The bond that holds the group together.
Ex: Equal participation by all; Shared goals; Competition; Comfort within the group; History of success

Normal sizes of groups are around 15 to 20 members.
More than 20 members and the group will disband and form mini-groups within the group.

It is when a lot of the group members have many things in common.
The more a group is homogeneous, the more comfortable they are, more cohesiveness between each other, and no communication barrier.

Whether or not the group can achieve what it set out to do.
If none of the top characteristics are met, effectiveness would be hopeless.
A clique that hurts morale among other employees hurts the organization too.

Meetings should have a purpose like: conveying information, decision making, and change and build support for change.
It brings employees from different management to be in one room and feel as they are also needed and also have different opinions.

Have a knowledge on who is attending and where and when to meet up.
Scheduling meetings are the most appropriate and have an agenda for the meeting.

It should be prompt and on a timely matter and end on time.
Restate key points
Encourage participation by all
Take notes
Bring the meeting to a close.

A key characteristic of any effective meeting is participants who know how to listen. Write a list of dos and don'ts for being a good listener in a meeting, and share your ideas. Here are a few to get you started: DO: Be alert, concentrate on the speaker, and avoid making hasty judgements about what is said.
Don't:
Interrupt, talk to others in the room, or let your feelings about the speaker get in the way.
Types of Groups
Formal and Informal Groups
Benefits of Teamwork

It makes the organization to increase its usage of thinkers and experience from all of its employees.
Teams can also serve as motivators. Employee participation in planning and decision making will take responsibility for quality work.
Enthusiasm in teams can make the team enjoy the work more and deliver high quality work.

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