Assignment of content

1) Compare and contrast group and team in your current organization

By giving appropriate for each category? 2
2) How can relate team work with military institution? What steps do you
Follow to form a team? 3
3) Is there any advantage working in team than individually? If yes what
Are they? 3
4) What are the characteristics of an effective team? 4
5) What are the five team development stages? Discuss in detail? 6
6) What are the draw backs of working in team? What does social
Loafing mean? 8
7) What is the impact of communication in team work? Write those
Communication styles? 8
8) How can you build a strong team in your organization? Put your
Suggestion by asking people in your working areas? 11
9) Assume that you are a team leader, what style of leadership do will
Use to be productive? 15
10) Write at least five
types of teams in your current organization? Write
Short note weather the teams are fully effective or not? 16
11) Group Members
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 1. Compare and contrast group and team in your current
organization by giving appropriate for each category?
Definition
 A Group  is a collection of individuals who coordinate their individual efforts.
On the other hand, at Team is a group of people who share a
common team purpose and a number of challenging goals. Members of
the team are mutually committed to the goals and to each other.
What is The Difference between group and team work?
 The main difference is that a team's strength or focus depends on the
commonality of their purpose and how the individuals are connected to one
another. On the other hand, a group can come from having a large number of
people or a cohesive willingness to carry out a focused action.
 While these differences might be subtle, we have to understand that a group is
a number of individuals forming a unit for a reason or cause, and a team is a
collection of accomplished people coming together for a common goal that
needs completion. The subtleness of these differences are more pronounced
when we take these words a step further and look at a work group and work
team.
What are the similarities between a group and a team?
 A work group is two or more individuals who are interdependent in their
accomplishments and may or may not work in the same department. Once
again, the differences are subtle, but the main thread is a team works together
and shares in the outcome, while a group is more independent of each other.
Additional aspects of work groups and teams are:
Work Group
The leader dominates and controls the group.
The leader is apparent and will conduct the meeting.
The leader usually assigns work to the members.
Work Team
The leader acts as a facilitator.
The members have active participation in the discussions and eventual outcome.
The team members decide on the disbursements of work assignments.
Why are teams better than groups?
 Unlike in a group setting where each person is working independently, a team
project relies on each member of the team to achieve success. Teams tend to
get better results for a number of reasons.

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 Teams can accomplish projects more quickly with more workers who all share
the same commitment to quality of the goal.
2. How can relate team work with military institution? What steps
do you follow to form a team?
 Teamwork is essential. In a combat situation you are literally putting your life
in the hands of your teammates, and they are doing the same with you. Unless
you all work together, the mission will not get accomplished, and you may not
get home.
 Teamwork is very important in the military. Because your success as a leader
depends on how well you communicate the importance of teamwork. In the
military, soldiers work together because lives may be at stake. High performing
organizations understand this, and they consistently perform better than their
competitors, because they understand and value teamwork.

Fig 1 Team Work in Military

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 3. Is there any advantage working in team than individually? If yes
what are they?
Is it better to work individually or as a team?
 Some people prefer to work individually and others in teams. Working in teams
increases collaboration and allows brainstorming. As a result, more ideas are
developed and productivity improves. Two or more people are
always better than one for solving problems, finishing off difficult tasks and
increasing creativity.
What is the difference between teamwork and individual work?
 Both teamwork and collaboration involve a group of people working
together to complete a shared goal. The key difference between the two is that
whilst teamwork combines the individual efforts of all team members to
achieve a goal, people working collaboratively complete a project collectively.
4. What are the characteristics of an effective team ?
 The teams must show the following six characteristics in order to achieve victory:
1) A Common Goal
 Successful teamwork is the ability to work together toward a common vision. It
is the fuel that allows common people to attain uncommon results.
 Effective teams have a common goal. They have one shared objective that each
team member is working toward. This goal is unambiguous, known to all team
members, motivating, and has a clear path to achievement.
 An ambiguous goal can never be achieved satisfactorily. Ambiguous goals have
ambiguous outcomes with numerous varying approaches. These varying
approaches will be debated within the group creating discord.
 If the goal is not known to all team members, the approach will not make sense
to those in the dark and team members will be unmotivated to complete the
necessary tasks. Once the goal is unambiguous and known to all team
members, it becomes motivating and the clear path to achievement will reveal
itself.
2) Open Communication
 The great enemy of communication is the illusion of it. The foundation of
effective teamwork is good communication. As with the common goal, all
communication should be unambiguous and shared with all team members.
Without any communication, the goal will never be achieved. With bad
communication, the goal may be achieved eventually, but the process will
involve duplication of tasks, unnecessary tasks, frustration and confusion. Good

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 communication involves accurately dispensing knowledge, an environment
where team members can freely express their thoughts and opinions trust, and,
of course, a whole lot of listening.
3) Team Roles
 The strength of the team is each individual member. The strength of each
member is the team. Establishing defined team roles, with a respect for each
role’s part in achieving the common goal, is an essential part of effective
teamwork. A team can be broken down to 3 team roles: leaders, strategists, and
workers. An effective team will include all three roles; however, each team
member may possess qualities of more than one role.
 The workers will have a narrow focus on the current necessary tasks to
progress along the path, finding obstacles along the way. The strategists will
develop strategies for overcoming the obstacles with a broader focus on the
path to the common goal.
4) Time Management
 Effective teams use what precious time they have efficiently. Once the next
necessary task is identified, they focus on that task until completion or it
becomes redundant. Decisions on the necessity of a task are left to a leader who
makes the decision swiftly and definitively.
 Discussion and debate are open but concise. Once a decision is made the
discussion ends, however, with new information ego doesn’t get in the way of a
new plan of action. Each team member manages their time and prioritizes their
tasks.
5) Practical Problem Solving
 The best way to escape from a problem is to solve it. Along the path to the
common goal lie many problems. An effective team identifies these problems
and solves them practically. They understand that most of the effort in problem
solving is in correctly identifying the real problem. Once it correctly identified,
a problem becomes exponentially easier to solve.
 Effective teams embrace problems as they arise. Problems aren’t something to
be ignored in the hopes they will disappear. A new problem is seen as a new
opportunity to progress further along the path to the common goal.
6) Bonding
 A happy team is an effective team. Team members must trust one another to
perform and also have each other’s back when they fail. Teams will thrive with
a mentality of mutual accomplishment and mutual defeats. A win is a team win;
a loss is a team loss.

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 Fig 2 characteristics of an effective team?
5. What are the five team development stages? Discuss in detail?
5.1. Stages of Team Development
 This process of learning to work together effectively is known as team
development. Research has shown that teams go through definitive stages
during development. Bruce Tuck man, an educational psychologist, identified a
five-stage development process that most teams follow to become high
performing. He called the stages: forming, storming, norming, performing, and
adjourning. Team progress through the stages is shown in the following
diagram.

Fig 3 Team Development Stage

1.1.1. Forming stage

 The forming stage involves a period of orientation and getting acquainted.
Uncertainty is high during this stage, and people are looking for leadership and

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 authority. A member who asserts authority or is knowledgeable may be looked
to take control. Team members are asking such questions as “What does the
team offer me?” “What is expected of me?” “Will I fit in?” Most interactions are
social as members get to know each other.
1.1.2. Storming stage
 The storming stage is the most difficult and critical stage to pass through. It is a
period marked by conflict and competition as individual personalities emerge.
Team performance may actually decrease in this stage because energy is put
into unproductive activities. Members may disagree on team goals, and
subgroups and cliques may form around strong personalities or areas of
agreement. To get through this stage, members must work to overcome
obstacles, to accept individual differences, and to work through conflicting
ideas on team tasks and goals. Teams can get bogged down in this stage. Failure
to address conflicts may result in long-term problems.
1.1.3. Norming stage
 If teams get through the storming stage, conflict is resolved and some degree of
unity emerges. In the norming stage, consensus develops around who the
leader or leaders are, and individual member’s roles. Interpersonal differences
begin to be resolved, and a sense of cohesion and unity emerges. Team
performance increases during this stage as members learn to cooperate and
begin to focus on team goals. However, the harmony is precarious, and if
disagreements re-emerge the team can slide back into storming.
1.1.4. Performing stage
 In the performing stage, consensus and cooperation have been well-established
and the team is mature, organized, and well-functioning. There is a clear and
stable structure, and members are committed to the team’s mission. Problems
and conflicts still emerge, but they are dealt with constructively. (We will
discuss the role of conflict and conflict resolution in the next section). The team
is focused on problem solving and meeting team goals.
1.1.5. Adjourning stage
 In the adjourning stage, most of the team’s goals have been accomplished. The
emphasis is on wrapping up final tasks and documenting the effort and results.
As the work load is diminished, individual members may be reassigned to other
teams, and the team disbands. There may be regret as the team ends, so a
ceremonial

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 acknowledgement of the work and success of the team can be helpful. If the
team is a standing committee with ongoing responsibility, members may be
replaced by new people and the team can go back to a forming or storming
stage and repeat the development process.

Fig 4 Team Development Stage

6. What are the draw backs of working in team? What does social
loafing mean?
What does social loafing mean?
 In social psychology, social loafing is the phenomenon of a person exerting less
effort to achieve a goal when he or she works in a group than when working
alone.
 Social loafing is a reduction of individual effort that tends to occur when people
work in groups. Although people vary in their tendency to take responsibility,
most assume that others on a team will do the bulk of the work. Furthermore,
the more "others" there are in a group, the less the individual members feel
they must take responsibility for the given tasks.
Social Loafing Examples
 There are many possible examples of social loafing. Below are two social
loafing examples:
1. Some students have the task of working collectively on a  paper for a course.
They will receive one grade for the paper.  Some students in the class do not
make much of an effort working on the group paper even though they
made an effort on other assignments in which they worked alone.

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 2. Employees of a company are part of a committee to write  a new employee
manual.  During a committee meeting, some of the employees did not make
much of an effort and had few suggestions.  These employees had made
a much greater effort on other tasks in which they worked  alone.
7. What is the impact of communication in team work? write those
communication styles?
How does communication impact teamwork?
 Communication affects teamwork in positive and negative ways. The quantity
and quality of communication within a team and from leadership affects
teamwork. When a team is not actively communicating, their work is at stake.
It's important for everyone to learn how to  communicate effectively in order to
work effectively.
Why is communication important to teamwork?
 Benefits of Communication. Teams that communicate complete projects in a
quicker and more efficient amount of time than others. They also are more
accurate in their work than others. Effective communication also allows team
members to understand their roles and the roles of everyone else on the team.
Types of Communication Styles
 Every person has a unique communication style, a way in which they interact
and exchange information with others.
 There are four basic communication styles: passive, aggressive, passive-
aggressive and assertive.
 It’s important to understand each communication style, and why individuals
use them. For example, the assertive communication style has been found to be
most effective, because it incorporates the best aspects of all the other styles.
1. Passive
 Individuals who use the passive communication style often act indifferently,
yielding to others. Passive communicators usually fail to express their feelings
or needs, allowing others to express themselves. Frequently, a passive
communicator’s lack of outward communication can lead to misunderstanding,
anger build-up or resentment. At the same time, these communicators can be
safer to speak with when a conflict arises, because they most likely will avoid a
confrontation or defer to others.
 Passive communicators often display a lack of eye contact, poor body posture
and an inability to say “no.” Passive communicators also act in a way that states
“people never consider my feelings.”

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 But passive communicators are also easy to get along with as they follow
others and “go with the flow.”
 Examples of phrases that those who use a passive communication style would
say or may believe include:
“It really doesn’t matter that much.”
“I just want to keep the peace”
2. Aggressive
 It’s often apparent when someone communicates in an aggressive manner.
You’ll hear it. You’ll see it. You may even feel it.
 The aggressive communication style is emphasized by speaking in a loud and
demanding voice, maintaining intense eye contact and dominating or
controlling others by blaming, intimidating, criticizing, threatening or attacking
them, among other traits.
 Aggressive communicators often issue commands, ask questions rudely and fail
to listen to others. But they can respect from those around them.
 Examples of phrases that an aggressive communicator would use include:
“I’m right and you’re wrong.”
“I’ll get my way no matter what.”
“It’s all your fault.”
3. Passive-Aggressive
 Passive-aggressive communication style users appear passive on the surface,
but within he or she may feel powerless or stuck, building up a resentment that
leads to seething or acting out in subtle, indirect or secret ways.
 Most passive-aggressive communicators will mutter to themselves rather than
confront a person or issue. They have difficulty acknowledging their anger, use
facial expressions that don’t correlate with how they feel and even deny there
is a problem.
 Examples of phrases that a passive-aggressive communicator would use
include:
“That’s fine with me, but don’t be surprised if someone else gets mad.”
“Sure, we can do things your way” (then mutters to self that “your way” is
stupid).
4. Assertive
 Thought to be the most effective form of communication, the assertive
communication style features an open communication link while not being
overbearing. Assertive communicators can express their own needs, desires,
ideas and feelings, while also considering the needs of others. Assertive

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 communicators aim for both sides to win in a situation, balancing one’s rights
with the rights of others.
 Assertive communicators can express their own needs, desires, ideas and
feelings, while also considering the needs of others.
 One of the keys to assertive communication is using “I” statements, such as “I
feel frustrated when you are late for a meeting,” or, “I don’t like having to
explain this over and over.” It indicates ownership of feelings and behaviors
without blaming the other person.
 Examples of phrases an assertive communicator would use include:
“We are equally entitled to express ourselves respectfully to one another.”
“I realize I have choices in my life, and I consider my options.”
“I respect the rights of others.”

Fig 5
Communication Styles

8. How can you build a strong team in your

organization? Put your suggestion by asking people in your
working areas?
Types of Steps to Build a Strong Team
 Using words like “power” or “success” to describe a company can sometimes
make it easy to imagine a cutthroat environment. However,  a competitive
workplace shouldn’t run on employees’ fear or feel like a real-life Hunger
Games. A powerful and successful company operates best and with the most
longevity when employees work with a team mentality, each filling a needed
role and fulfilling long-term goals. Here’s what you can do to make sure your
team is as strong as it can possibly be for your company.
1. Focus on roles
 A thorough selection process for picking your team members has greater long-
term benefits, even if this means you spend more time recruiting than you’d
like to. Hiring someone just to have bodies in the room can harm your team.
Companies that do this wind up becoming a revolving door, whether it’s
because prospective employees see the role as a temporary landing pad and
are less interested in learning, or because you decide later on that they aren’t

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 the right fit. These winds up costing you more money in the long run. Investing
your time and money in people who truly specialize in the role your company
needs will have immense payoffs later.
2. Value each role
 With each team member bringing something special to the table, treating each
role as an essential part of your operation is also crucial. Each team member
should feel like their job matters, without ever asking themselves, “Why am I
even here?” It’s no secret that a sense of purpose helps each employee’s
performance. When employees feel that their role is undervalued or perhaps
unnecessary, it can become easy to check out mentally as work becomes
mechanical and something they completely detach from as soon as the day is
over.
3. Communicate
 The best way to demonstrate value between team members is through
communication. It’s difficult to feel like you are part of a team when everybody
has information that hasn’t been shared with you yet or when team members
don’t fill each other in on what they’re working on. Keep a level of transparency
whenever possible with all team members, even if the information doesn’t
directly pertain to every person on your team.

4. Set goals
 Setting short and long-term goals with your team also becomes the foundation
for every task they set out to complete each day. Being enthusiastic about the
outcome and motivating each other with positive reinforcement will help your
team members to make sure that they work with a sense of the big picture,
knowing why every task they do is necessary for achieving a longer-term goal.
It’s important to note that these goals should be realistic so that you and your
team don’t feel like you are working for a lost cause. Having milestones and
deadlines can give team members opportunities to help each other out and
band together for success.
5. Celebrate successes and failures
 Celebrating your successes and milestones also brings your team together and
allows everyone to see that when they work together, great things can happen.
If someone does a great job at something, give them a shout out in front of the
rest of the team so that every effort is seen and appreciated. This also helps
each person to feel visible and that what they’re doing has an impact. In

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 contrast, if your team fails at something, come together to redirect your efforts
or turn it into something positive.
6. Know each other
 You are, of course, never obligated to become best friends on a personal level
with your team members. But having a monthly outing or engaging in some
offsite socializing can give team members a chance to appreciate one another
for more than just the job they do. Getting to know the people you work with
helps you understand their style of work and how to have constructive
discussions with them on tough days.
7. Be Aware of How You Work
 As the leader of the team, you must be extremely aware of your leadership style
and techniques.   Are they as effective as you think?  How well are they
accepted by the team you are attempting to lead?  Evaluate yourself and be
critical about where you can improve, especially in areas that will benefit those
whom you are a leading.
 Though you may be in-charge, how you work may not be appreciated by those
who work for you.   You may have good intentions, but make sure you hold
yourself accountable to course-correct and modify your approach if necessary
to assure that you’re leading from a position of strength and respectability.
 Be your own boss.  Be flexible.  Know who you are as a leader.
8. Get to Know the Rest of the Team
 All great leaders know exactly what buttons to push and when to push them. 
They are experts at activating the talent that surrounds them.  They are equally
as effective at matching unique areas of subject matter expertise and / or
competencies to solve problems and seek new solutions.
 Fully knowing your team means that you have invested the time to understand
how they are wired to think and what is required to motivate them to excel
beyond what is expected from them.
 Think of your team as puzzle pieces that can be placed together in a variety
of ways.
9. Clearly Define Roles & Responsibilities
 When you successfully complete step 2, you can then more effectively and
clearly define the roles and responsibilities of those on your team.  Now, don’t
assume this is an easy step; in fact, you’ll often find that people’s ideal roles lay
outside their job descriptions.
 Each of your team member’s responsibilities must be interconnected and
dependent upon one another.    This is not unlike team sports, where some

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 players are known as “system players” – meaning that, although they may not
be the most talented person on the team, they know how to work best within
the “system.”    This is why you must have a keen eye for talent that can
evaluate people not  only on their ability to play a particular role – but even
more so on whether they fit the workplace culture (the system) and  will be a
team player.
 A team should operate as a mosaic whose unique strengths and differences
convert into a powerful united force.
10. Be Proactive with Feedback
 Feedback is the key to assuring any team is staying on track, but more
importantly that it is improving each day.   Feedback should be proactive and
constant.   Many leaders are prone to wait until a problem occurs before they
give feedback.
 Feedback is simply the art of great communication.  It should be something that
is part of one’s natural dialogue.  Feedback can be both formal and informal.   
In fact, if it becomes too structured and stiff, it becomes difficult for the
feedback to be authentic and impactful.
 Take the time to remind someone of how and what they can be doing
better.  Learn from them. Don’t complicate the process of constructive
feedback.  Feedback is two-way communication.
11. Acknowledge and Reward
 With proactive feedback comes acknowledgement and reward.  People love
recognition, but are most appreciative of respect.   Take the time to give your
teammates the proper accolades they have earned and deserve.   I have seen
too many leaders take performance for granted because they don’t believe that
one should be rewarded for “doing their job.”
 At a time when people want to feel as if they are making a difference, be a
thoughtful leader and reassure your team that you are paying attention to their
efforts.   Being genuine in your recognition and respect goes a long way
towards building loyalty and trust.  It organically ignites extra effort!
 When people are acknowledged, their work brings them greater
satisfaction and becomes more purposeful. 
12. Always Celebrate Success
 At a time when uncertainty is being dealt with each day, you must take the time
to celebrate success.    This goes beyond acknowledgment – this is about taking
a step-back and reflecting on what you have accomplished and what you have
learned throughout the journey.

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 In today’s fast-paced, rapidly changing world of work, people are not taking
enough time to understand why they were successful and how their success
reverberated and positively impacted those around them.    I have seen leaders
fall into the trap of self-aggrandizement – because of what their teams
accomplished – rather than celebrating the success stories that in many cases
required tremendous effort, sacrifice and perseverance.
 Leaders are only as successful as their teams and the great ones know that with
the right team dynamics, decisions and diverse personalities, everyone wins in
the end.
 Celebration is a short-lived activity.  Don’t ignore it.  Take the time to live in
the moment and remember what allowed you to cross the finish line.

9. Assume that you are a team leader, what style of leadership do

will use to be productive.
What are your leadership qualities?
 Depending on the nature of the work and structure of the organization, leaders
may favor a specific leadership style. The most successful leaders and
managers tend to use several different styles, combining the best
characteristics of different types of leadership to empower and keep team
members content, realize the goals of the business, and effect change.
 We take an in-depth look at some of the important leadership qualities that
separate good leaders from a bad one.

Honesty and Integrity.

Inspire Others.
Commitment and Passion.
Good Communicator.
Decision-Making Capabilities.
Accountability.
Delegation and Empowerment.

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 Creativity and Innovation.

The 7 Types of Leadership

1) Autocratic leadership 4) Laissez-faire leadership

2) Charismatic leadership 5) Transactional leadership
3) Transformational 6) Supportive leadership
leadership 7) Democratic Leadership

 The style of my leadership do will use to be productive is Democratic

leadership.
What is Democratic Leadership?
 Also known as participative leadership, in the case of democratic leadership, all
or most group members are able to participate in decision-making processes.
Democratic leaders emphasize equality and encourage discussion and a flow of
ideas.
 While democratic tends to be an effective leadership style and has a number of
benefits, it encourages creativity, emphasizes fairness, and values intelligence
and honesty. There are some potential drawbacks. Roles may be less well
defined which could create communication problems and failures. Some group
members, typically those with less experience, may be less willing or able to
contribute, or feel that their contributions are not as valued as others are.
10. Write at least five types of teams in your current organization?
Write short note weather the teams are fully effective or not?
Types of Teams
 Either way, there is little doubt that five types of teams could help advance the interests
of your small business, whether you need them now or at some point in the future:
A self-directed team 
 Consists of volunteers who meet over a shared goal. Unlike a working team, a self-
managed team does not have a leader; team members share responsibility,
though it may not be equal. If you're having difficulty imagining what would
spawn a self-directed team to form, think of a band, whose members are drawn
together by a shared love of music. Self-directed workplace teams often convene
over a shared interest or passion, too, such as mastering a new computer
program.
A management team 
 Consists of department leaders. Lower-level employees may refer to them as “the
big guns,” but not necessarily in a pejorative manner. Presumably, these are the
people you count on most. And presumably, they can rise to the occasion by

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 bringing their different and valuable perspectives to a vexing workplace problem
or dilemma.
A project team 
 Consists of members of multiple company departments. Also known as a special
purpose or task force team, this type of team has a “charter”; they are called
together to plan an event, such as the annual holiday party, or solve a looming
workplace issue, such as the rising cost of health care benefits. Project teams are
usually temporary in nature; once they accomplish their objective, team members
disband, although they can reprise their role at a later date if and when the need
arises.
A multi-functional team
  Consists of members from different departments or areas of a company, too. But
unlike a project team, the mission of the members tends to be more long-term in
nature. This “standing team” may be charged with ongoing issues such as
sustainability, technology or governmental relations.

Group Members
NO Student Name OBT NUMBER
1 Tsehaye Tafere OBT/275/11
2 Wendu Gizat OBT/276/11
3 Esubalew Awukew OBT/258/11
4 Meles Hasamo OBT/266/11
5 Mesayet Wube OBT/268/11
6 Aberash Ageno OBT/252/11
7 Teyiba Aman OBT/273/11

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