Topic 1: Teams

Discuss the nature and importance of team spirit in either a sporting or social
context.(june 2015)

Define team spirit and suggest three ways of improving it within a group .(Nov 2011)

Topic 2: Formal & Informal groups

Outline the main characteristics of a formal group. (june 2013)

Explain why informal groups sometimes tend to form within formal groups.(june 2013)

Explain the factors that determine how a formal work group behaves. (May 2012)

Describe the patterns of behaviour associated with informal groups. (May 2012)

Give one example of a formal workgroup and one example of an informal workgroup, and
outline two ways in which they differ.(Nov 2011)

Topic 3: Group Development Process

Outline the four stages in the process of group development and give an example of
characteristic behaviours exhibited by individual group members at of these stages.
(May 2012)

Topic 4: Task and maintenance functions

Your manager is concerned about the ineffectiveness of groups within the department.
Explain both the task and maintenance functions of an effective group and distinguish
between them .(Nov 2011)

Topic 5:Workgroups and its importance

Explain what makes a workgroup effective, and use examples to demonstrate why a fully
effective workgroup needs to have a variety of roles and skills.(Dec 2012)

Explain the value of workplace groups to an organization (Dec 2014)

Using either a study group for forthcoming examinations or a team in a fast food
outlet,
describe the key characteristics of an effective workgroup (Dec 2013)

Suggested Answer:
Answer should include discussion of key characteristics, such as norms; cohesion;
synergy
and roles.
For example:
Norms - as the set of rules governing appropriate behaviour, opinions and attitudes
within the
group; often informally expected behaviours that regulate interaction/help maintain
group
identity; some norms govern group performance, some maintain the group and others
define
and control interrelationships. Discussion within the chosen context might include the
strong
pressure to conformity backed up by positive and negative sanctions. With similar
sanctions to
help reduce individual and/or group deviant behaviours, e.g. if one member of the study
group
is not pulling their weight
Cohesion - which measures the degree to which groups stick together refers to sharing
of
similar attitudes and values (homogeneity); the degree of interaction; success in
achieving
goals; bonding against external threats and the size of the group.
Synergy - the combined effort of the group working together toward a common goal
can
refer to sum of the whole more than the sum of the parts; gains from collective action
outweigh any process loss from operating the group itself. However, negative synergy
can
occur where groups get bogged down in wrangles, e.g. who does what in the fast food
team
Roles, for example, as rights and expectations of group members may also be
discussed.
Using role characteristics such as behaviour expected, boundaries on work
requirements,
roles as leading to position and status in the organisation.

Learning Outcome 5: Understand the nature, skills, significance and effectiveness of groups in
organisations.

Examiners Comments:

Around two-thirds of candidates opted to relate their answers to a fast food context,
although
the degree of contextualisation varied greatly from zero further reference to detailed
operational information on a McDonalds outlet. In contrast, there was a lack of focus on
workgroup characteristics, as stated in the Study Manual (pgs. 205-7), or why they make
any
given workgroup effective
Excessive detail on the context was often not matched by comprehensive description of
the
characteristics. There was often much reference to marketing and customer relations if
the
fast food option was chosen. Some candidates referred to both scenarios, while other
candidates provided excessive detail about the task within the context.
Furthermore, there was hardly any reference to the work of Mayo; and too much
digression
into aspects of the group not relevant to the question, notably detailed workgroup roles,
group formation processes, how to measure group performance, and how it feels to work
in
a group, etc.
There was also little direct recognition of norms, cohesiveness, synergy, and
complementary
roles, as required by the question; although some candidates provided oblique (often
simplistic) common sense references.
Average marks were better again for this question, but no better than average.