Summary of Daniel J. Levi & David A. Askay's Group Dynamics for Teams

By IRB Media

Please note: This is a companion version & not the original book. Book Preview:

#1 A group is a collection of people with a specific goal or purpose, who recognize and acknowledge their membership in a collective, and who control their interactions with one another. The second characteristic of groups is that they exist for a reason or purpose. Motivation to be in a group is often based around a common goal or purpose. In one study, researchers found that the strongest predictor of group performance was the collective goal or purpose of the group. This was measured by how much the members talked about their groups’ goals and how much pride they took in the group’s accomplishments. The third characteristic of groups is that they are connected to one another. A group has a network of connections within it. This network can be formal (members are linked to other members through some preestablished process), informal (members link to one another through some preestablished channel of communication), or both. These connections can be as simple as knowing who is on your team, in your group, or meeting for coffee every week. Or, they can be as complex as a series of emails you all sent back and forth during the development of some new product feature. The fourth characteristic of groups is that they recognize and acknowledge their membership in a collective.

#2 Groups are collections of people with a specific goal or purpose, who recognize and acknowledge their membership in a collective, and who control their interactions with one another. They exist for a reason or purpose, and they are connected to one another.

#3 Groups are collections of people with a specific goal or purpose, who recognize and acknowledge their membership in a collective, and who control their interactions with one another. They exist for a reason or purpose, and they are connected to one another.

#4 Teams are used to serve a variety of functions for organizations. They can be formed to provide advice and deal with special problems, link different parts of organizations, or change organizations by planning for the future or managing transitions.

• Language: English
• Publisher: IRB Media
• Release date: Sep 9, 2022
• ISBN: 9798350002126

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Insights on Daniel J. Levi & David A. Askay's Group Dynamics for Teams

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 4

Insights from Chapter 1

#1

A group is more than just a collection of people. The people in a group have some type of relationship or are connected to one another. They recognize this connection, and it binds them together so they collectively share what happens to fellow group members.

#2

Teams are groups of people working on a common project, and they are accountable for each other’s performance. They are not simply groups of people who belong to the same group or who are coacting in the same place.

#3

There is no firm dividing line between a group and a team. The terms group and team are used interchangeably to describe research on group dynamics, and they are used interchangeably in applications in work environments where people are interdependent.

#4

Teams are used to serve a variety of functions for organizations. They may be formed to provide advice and deal with special problems. Teams help manage coordination problems by linking different parts of organizations.

#5

There are three options for organizing people into work groups: a work group, a team, or a self-managing team. The differences between these options are presented in Table 1. 2.

#6

The traditional approach to organizing people to perform a task is called scientific management. It involves managers or technical experts analyzing a task and dividing it into small activity units that are performed by individuals. The system is designed such that each activity unit is linked to other activity units, and individuals work separately to complete the entire task.

#7

The use of teams to handle nonroutine jobs is becoming more common. Teams are a good way to handle factory jobs that have become increasingly complex because of technology or other factors.

#8

The rate of change in business and society is increasing. Organizations are changing to meet these demands, and new organizational characteristics are increasing the importance of teamwork.

#9

The Industrial Revolution shifted most work organizations to a hierarchical approach that used scientific management to design jobs. The scientific management model of organizations began to be questioned during the 1920s and 1930s because of social problems in the workplace.

#10

The modern emphasis on teamwork has its origins in the 1970s, when companies began to use Quality Circles to improve the quality of their products. Teams have expanded rapidly in the 1990s, and many companies are restructuring and using teams as a central element in their integration.

#11

The study of groups began in the 1900s with the work of Norman Triplett. He observed that bicycle racers who pedaled around a racetrack in groups were faster than those who pedaled alone. This effect has been called social facilitation.

#12

Psychological research on groups has moved from studying groups in laboratories to studying groups in real-world settings. The search to find the best approach to manage a group has been replaced by the recognition of what is termed equifinality - that there are many ways for groups to operate successfully.

#13

Select the right virtual meeting tool for the task at hand. Consider the type of interaction you want participants to have during each step of the agenda, and select a product that supports those interactions.

#14

Groups are collections of people who have goals, interdependent relationships, interactions, and structured relations. Teams are groups that work together to accomplish goals and have the power to control at least part of their operations.

#15

The advantages of shifting to teamwork are popular in business publications. However, you have also heard that it can be difficult to create and manage teams. You are a traditional manager, but you think you might try something new, such as teamwork.

#16

The 20 questions survey is a tool that can be used to assess your attitudes towards the task and social aspects of teamwork. It can be used by teams to evaluate their own performance, as well as by managers to evaluate the performance of their teams.

#17

There are benefits and problems with working in teams. What can be done to make teams more effective and more enjoyable.

#18

Teams are used in the workplace to perform a variety of tasks, but it is a challenge for organizations to use teams successfully. Teams require the right types of people, a