Group Roles

3 Key excerpts on "Group Roles"

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  eBook - ePub

  The Complete Business Process Handbook

  Body of Knowledge from Process Modeling to BPM, Volume 1

  • Mark Von Rosing, Henrik von Scheel, August-Wilhelm Scheer, Mark von Rosing(Authors)
  • 2014(Publication Date)
  • Morgan Kaufmann

    (Publisher)

  Figure 2 , many roles can be assigned to a single position or actor; similarly, one role can actually be performed, if it is deemed necessary, by many resources, who would then be granted all the same rights and have the personal competency to perform and engage in the same work. By separating the resource loading and work distribution questions that are inherently distinct from the role implementation and capacity issues, these can be ignored until the later stages of design as we focus on the parts that are played within the business process. In addition, hidden in this representation is resolution of conflict–separation of function and control: cashier versus daily depositor versus bookkeeper versus supervisor.

  This should be consistent with personal experience; a person can act in many roles at the same time or at different times. We know in our personal lives that a person can, for example, be a daughter, mother, soccer coach, lawyer, and wife within the same person. Similarly, it would be reasonable for a large organization to have many accounts receivable clerks, many programmers, etc.

  In the formal sense, a role is a set of rights and privileges (authorizations and accountabilities) together with human capability (skills, knowledge, and present and future decision-making ability) involved in the execution of a set of tasks:

  1. The role of teacher involves specific instructional skills used to impart knowledge of a particular kind (e.g., mathematics, history, English literature) within an institutional framework (i.e., the authorizations).

  2. The role of application security analyst involves the use of specific analysis skills that apply security principles (i.e., the knowledge) to the evaluation of computer programs (i.e., the accountability) for ensuring the protection of data and processes within an automated software product.7

  The context for the definition of role is applicable only within an organization, whether public, private, or not for profit. Although individuals acting on their own behalf have roles, they are not subject to the same methods of classification. For example, individuals acting on their own behalf in transformational or transactional work may be assigned the role of customer and act in this role throughout all views of the work.

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  eBook - PDF

  Empowerment Series: Social Work with Groups

  Comprehensive Practice and Self-Care

  • Charles Zastrow, Sarah Hessenauer(Authors)
  • 2018(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. CHAPTER 3: Group Dynamics: Leadership 80 LO 2 Identify Effective Group Leadership Functions, Roles, and Techniques LEADERSHIP ROLES Task and Maintenance Roles Through considerable research on problem-solving groups, Bales has identified two specific leadership functions: the task specialist and the social/emotional, or group maintenance, specialist. 12 All groups, whether organized for therapeutic reasons, prob-lem solving, or other purposes, rely on members performing task roles and group main-tenance roles satisfactorily. Task roles are those needed to accomplish specific goals set by the group. Task roles refer to the actions of individuals that help move the project, discussion, decision, or task along. These roles include: Initiating: Proposing tasks of goals, defining a group problem, suggesting a procedure of ideas for getting the task accomplished, defining the task, and seeking to pro-vide a structure for the meeting. Information of Opinion Seeking : Requesting facts, seeking relevant information about a question or concern, asking for suggestions or ideas or opinions, and collecting data. Clarifying: Interpreting or reflecting ideas and suggestions, clarifying conclu-sions, indicating alternatives and issues to be considered by the group, giving examples, defining terms, asking for clarification or an example, building on the ideas of others, and developing half-stated ideas into fully developed possibilities.

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  Industrial and Organizational Psychology

  Research and Practice

  • Paul E. Spector(Author)
  • 2020(Publication Date)
  • Wiley

    (Publisher)

  Team commitment and team mental models are characteristics important to teams but not groups. Roles The concept of role implies that not everyone in a group or team has the same func- tion or purpose. Instead, different individuals have different jobs and responsibilities in the group or team. In a surgical team, one person has the role of surgeon, another Important Group and Team Concepts 283 of nurse, and another of anesthesiologist. In a well‐running work team, each role is clearly defined, and all team members know exactly what their roles are. Formal roles are specified by the organization and are part of the formal job description. In a surgical team, each person’s job title (surgeon, nurse, or anesthe- siologist) defines the role in a formal way. There may be organizational documents, such as written job descriptions and job analyses that define roles. Informal roles arise from group interaction rather than from the formal rules and specifications of organizations. Groups can invent roles that do not exist formally, or a group’s infor- mal roles can supersede the formal ones. An example of an informal role in a work group is that of greeting card sender. It is common in a work group for employees to send cards to one another during special occasions, such as birthdays or weddings. A group member might take on the role of buying and sending cards at the appropriate times. An example of the informal superseding the formal occurs when one person has the formal title of supervisor, but another person is the actual and informal leader. This can occur in combat teams when the members view the lower‐ranking experienced sergeant rather than the higher ranking but inexperienced lieutenant as the leader. Groups vary considerably in the extent to which roles are specialized among members. In a surgical team, for example, the training and credentials are such that little overlap in roles can occur among the surgeon, nurse, and anesthesiologist.

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