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Objectives for this course are: concept of public administration, management, organization, evolution of concept of public administration, role of government, core fictions of public manager, structure of government and organization. This lecture includes: Team, Norms, Cohesiveness, Concept, Competition, Interpersonal, Attraction, Interaction, Employees
Typology: Exercises
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At the end of lecture the students will be able to understand:
Team Norms When group members work together they form expectations about how they and the other members will behave. Some of these norms are carried over from society in general, such as dressing “properly’” for work or showing up on time. Others are particular to the group and its special goals, such as questioning “conventional ideas”.
When an individual breaks with team norms, the other members will probably pressure that individual to conform. Team norms are therefore important to adhere to by the team/group members. Without the understanding of norms and adherence to norms groups cannot function.
Team Cohesiveness The solidarity, or cohesiveness, or togetherness of team member is an important indicator of how much influence the group has over its individual members. The more cohesive the group-the more strongly members feel about belonging to it and the greater its influence. If the members of a group feel strongly attached to it, they are not likely to violate its norms.
Team cohesiveness plays a role in small as well as large organization in better performance. Team cohesiveness is critical in helping the individual feel good about his or her contribution to the effort as well. Highly cohesive teams often have less tension and hostility and fewer misunderstanding than less cohesive groups.
Four ways to Cohesiveness Cohesiveness or solidarity in teams can be achieved by adopting certain measures. Some of the methods are:
i. Task interdependence relates to the dependence of workers on one group member on the work of another member. E.g. one group member’s task is to straighten wire while the other group member has to cut the wire, so once the wire is cut the first worker has to round the head of wire. This is task interdependence. ii. Group’s sense of potency means, shared belief of a group that it can be effective. The group potency also keeps the group together. ii. Outcome interdependence is the degree to which the consequences of the group’s work are felt by all the group’s members. In other words the group members have a feeling that the outcome of group efforts is not possible without each one contributing. And that the success of group is every member’s success. All the three factors that create common goals and fate are shown in Figure 1.
Determinants of Work-Group Effectiveness
Figure 1
Making Teams Effective Many managers’ joke or complaint about committees and meetings of teams being big time- wasters. In reality, a committee or task force or a group is often the best way to pool the expertise of different members of the organization and channel their efforts towards effective problem solving and decision making. This is done by coordinating the efforts of group in effective manner.
Guidelines for Making Committees and Meeting Effective Committees differ greatly in their functions and activities, therefore set of broad guidelines will appropriate for all cases are recommended. The following suggestions apply to committees, and group meetings, if the skills of members are to be used most effectively:
Identifying factors Include technology, Work rules, proximity of members
Identifying factors Include organizational Reward, recognition,
Identifying factors include Organizational criteria For effectiveness
Identifying factors Include organizational Strategic plan, History, culture
= Effect
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