Tuesday, May 17, 2011

Describe the methods of building roles and teams.

Describe the methods of building roles and teams being followed in your organization or any organization you are acquainted with. Also discuss their utilities. Describe the organization you are referring to :

Ans.1. In their interpersonal roles, managers act as the figurehead and leader of their organizational unit, interacting with employee, customers, suppliers and peers in the organization. Mint berg cites studies, indicating that managers spend about 45 percent with people outside their units, and only about 10 percent with superiors.

2. In their informational roles, managers seek information from peers, employees, and other personal contacts about anything that may affect their job and responsibilities. They also disseminate interesting or important information in return. In addition, they provide suppliers, peers, and relevant groups outside the organization with information about their unit as a whole.

3. In their decisional roles, managers implement new projects, handle disturbances, and allocate resources to their unit’s members and department. Some of the decisions that managers make are reached in private, but even these are based on information that has been communicated to them. Managers, in turn, have to communicate these decisions to others.


The Anderson corporation was started in 1962 as a small consumer product company. During the first twenty years the company’s R&D staff developed a series of new products that proved to be very popular in the market place. Things went so well that the company had to add a second production shift just to keep up with the demand. During this time period the firm expanded its plan on three separate occasions. During an interview with a national magazine, the firm’s founder, Paul Anderson, said “we don’t sell our products we allocate them”. This comment was in reference to the fact that the firm had only.
Methods of team building in Anderson Corporation are :-
1. Unfreezing : - The first task is to make the team aware of the need for change. A climate of openness and trust is developed so that the group is ready for change.

2. Moving : - Using a survey- feedback technique, the team makes a diagnosis of where it is and develops action plan to get to where it wants to go.

3. Refreezing : - Once the plans have been carried out annual an evaluation has been made, the team starts to stabilize into more effective performance.

The above represents only a very general idea of what team building is all about and car also apply to the other OD techniques. As an OD technique, team building is more directly concerned with obtaining and analyzing data about a team and how it functions, and then using this data to make changes in order to make the team more effective. A more specific team building program actually used in a large manufacturing plant is described as follows in Anderson Corporation.
1. Team Skills Workshop : - The production team in this plant first went through a two day workshop that consisted mainly of a series of experience based exercises. The purpose of this first phase was essentially to unfreeze the various teams and get them ready to accept change.
2. Data Collection : - Ina questionnaire survey, data were collected on organizational climate supervisory behaviour, and job content from all first line supervisors in the program.
3. Data Confrontation : - The consultants presented the teams with the data gathered in step 2. The teams, with the consultant present, openly discussed problem areas, established priorities, and made some preliminary recommendations for change.
4. Action Planning : - On the basis of what went on in Step 3, the teams developed specific plans for the changes to be actually carried out on the job.
5. Team Building: - The first four phases were preliminary to the actual team building. In this phase, each team met as a whole to identify barriers to effectiveness, developed ways of eliminating barriers, and agreed upon plans to accomplish the desired changes.
6. Intergroup building : - In this final phase there were two day meetings held between various teams that were interdependent in accomplishing goals. The purpose of this phase was to establish collaboration on shared goals and problems and generalize the OD effort to the total organization.


“Team building is not a fun day away from the office, a strategy for saving a falling manager, a place to go and ‘dump’ the teams anger, or a group psychotherapy session. Team building is a process for helping a team become more effective.” The characteristics of such an effective or high performance team were recently summarised as : -

1. Strong core values:
2. Being able to turn a general sense of purpose into specific performance objectives;
3. Having members with the right mix of skills; and
4 . Coming up with creative ways to continuously improve operations and develop new products, services, and markets. The advantages of team building are all those that are attributed to old fashioned team work. The process can create a team effort in an open, participatory climate. There can be improved communication and problem solving, and individual team members can experience psychological growth and improve their interpersonal skills. For example, one research study found that four trained teams reported signification and personal involvement and participation than the eight control groups. Evaluation of the six step program described above also found that the program produced a positive impact on organizational performance (quality of output and profit but not quantity of output) and favourably affected the attitudes and perceptions of the members of the teams studies.
There is relatively more and better research on team building than on any of the other OD techniques. Porras and Berg found far more acceptable research designs on team building. Of team building studies that examined process variables, 45 percent had a substantial positive change, and of the three studies that analyzed the impact on outcome variables, 53 percent were deemed to have had a substantial positive change. The later Nicholas review looked at four team building studies and found that there was a 50 percent overall positive impact on work force monetary, and productivity had measures of performance. Team building came out better than survey feedback, but was behind structural laboratory training. Also a more recent meta-analysis that examined the effects from 126 studies that employed OD interventions found that team building was the most effective technique of changing employee satisfaction and other attitudes. Similar is the case with Anderson Corporation.

Role Building and its utilities

Similarly, role building plays an important role in Anderson Corporation.
Informational role plays an important role in the company employees provides information to all the levels of management.

Anderson Corporation has employees who provide decisional roles. They are able to take decisions on their own. Different departments have senior managers who can easily take decisions to allocate resources properly in various matters. Some employees play interpersonal roles. This means that they act as communicator. These employees communicate their decisions, others decision etc using verbal non-verbal and written communication.

These methods are very useful for the company _

(i) It can work efficiently and properly.
(ii) Role building is important in the company to decide hierarchical order of the employees.

(III) This smoothens the proper building of atmosphere in the company.

(iv) Proper role building is required to motivate employees to work efficiently for the progress of Anderson Corporation. Therefore, role and team building in Anderson Corporation have benefited the company.

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