Team E Learning Reflection Week Two
MGT / 311
February 6, 2011

Team E Learning Reflection Week One
In week three, Team E learned a variety of concepts surrounding organizational behavior. As a team we learned the three the different property groups that a manager may use to determine work groups. We have learned the different types of groups that may be formed that consist of two or more people. We also learned that while in a group conflict may be necessary to use. Finally, we have learned about group development and what is included within group development.
When a manager begins the process of deciding to form groups to complete a goal or mission the manager needs to understand the mission or goal. By knowing the mission or goal the manager can then begin the process of determine how to form the group based on the group properties. The different types of group properties that a manager may use are norms, status, size, and cohesiveness to form a group. The norms of a group are usually unspoken rules that govern a group which need to be abided by. Status in a group usually gives guidance on who to follow and who to lead the group so there is no misunderstanding onto who is in charge of the group and who does what for the group. A manager must know how many employees to place in a particular group. The manager would not want to include too few employees to complete a goal that is unrealistic with the size of the group nor have too many employees in a group who may have repeated work causing delays. The cohesiveness of the group is easily enough to pick employees who will work well with one another and come together to complete the goal.
In week three, we learned that for a group it needs to consist of two or more people and that there are different types of classifications of groups. The first two that we learned about were the form and informal groups. Formal groups are geared towards organizational goals that are stated by command and task groups. Informal groups are not structured nor are they organizationally. Informal groups are ordinary configuration in work settings that become visible to the social contact needs. We then learned about command groups, task groups, interest groups, and friendship groups. Command groups are individuals that are assigned to a particular manager, and are determined by an organization chart. Task group is also embodied people that are working together to complete their assignment. The interest group is created when employees joined together like a union representative those employees that has been discharged, or looking to enhance the united body and promote the common interest of the employee’s well beings. Friendship groups extend their social alliances outside of their work conditions.
We learned that there are three kinds of conflicts: traditional view of conflict, interactionist view of conflict, and resolution focused view of conflict. The traditional view of conflict is to avoid conflict at all cost. The interactionist view encourages functional conflict because it supports the goals of groups and improves performance. The resolution focused view of conflict seeks to minimize negative effects of conflict by focusing on preparing people for conflicts and facilitating open discussions. A good manager needs to understand that conflict is necessary within an organization. Sometimes managers may need to cause confliction in order to find more possible solutions to problems. By using conflicts the managers will be able to get the employees to brainstorm new ideas on solutions to resolve the conflict. Personality conflicts can arise within organizations and managers should know how to resolve conflict in addition to creating conflict in productive ways.
Finally in week three we learned about the five main stages of group development; which include forming, storming, norming, performing and adjourning. When forming a group it is important to determine the structure, leadership and purpose. Storming aims to establish a chain of command; individuals will resist the loss of individuality. When the expectations of employee behavior within the group is established and followed the norming stage has taken place. Camaraderie, group identity and close relationships have been established during the third stage. When the group is functional and begins to perform the tasks and objectives established within the group then the fourth stage of performing has been complete. The final stage is adjourning or disbanding. The focus becomes the wrap up of all activities instead of performing tasks. Accomplishments have been met and the group will come to an end.
Week three has given us tools to help gain a better understanding of how organizations and groups are formed. We have a better understanding on how to form groups and what groups are best for different circumstances. Upon learning about groups we also have a better understanding on how managers use different tools to form groups and have the ability to use different tools to solve problems within those groups.

References
Robbins, S.P. & Judge, T.A. (2011).Organizational behavior. (14th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.