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Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

Groups and Teams

Chapter 10

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10-2

Learning Objectives

Understand that the term group can beviewed from a number of perspectives

Identify the elements in the process of

group formation and developmentDescribe the stages of group formation

Identify ways to guard against groupthink

Discuss relevant criteria for groupeffectiveness

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10-3

Learning Objectives

Identify the characteristics that distinguish agroup from a team

Describe the differences between a

self-managed work team and a virtual teamDescribe the factors important to team success

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10-4

Introduction

The existence of groups can alter a

persons motivation or needs and can

influence the behavior of people in an

organizational setting

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10-5

Introduction

Group two or more individuals interacting with eachother to accomplish a common goal

Team mature group with member inter -dependenceand motivation to achieve a common goal

Groups and Teams are Not the Same

Teams start out as groups,but not all groups mature into teams

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10-6

Comparison of Groups and Teams

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The Nature of Groups

Minimum requirementsfor a group to exist

Two or more individuals

A common goal to be accomplished

Some form of exchange or communicationbetween these individuals

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Types of Groups

Formal

Groups

Command Task Team

Informal

Groups

Interest Friendship

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Why People Form Groups

Groups are formed based on Social needs Security needs Esteem needs Proximity Attraction Group goals Economic benefits

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Stages of Group Development

1. FormingGroup forms and situation isuncertain and disorganized

2. StormingTurbulence, disruption, and

frustration is at highest level

3. Norming

4. Performing

5. Adjourning

Share vision, values, goals,and expectations; deviations

are not welcome

Roles are specific, goals areclear, and results are noted

Orderly disbanding

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Group Composition

Members of a homogeneous group share a numberof characteristics

Members of a heterogeneous group have few or nosimilar characteristics

All else being equal, homogeneous groups arethe most likely to be cohesive

Heterogeneous groups can outperform homogeneousones because they have a richer variety of knowledge

and experience

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Group Status Hierarchy

A person is sometimes given status because

of job seniority, age, or assignment

Status is typically a consequence of characteristicsthat differentiate one position from another

Subordinates may be reluctant to challengethose in charge, even when necessary

The status hierarchy can have unintended andundesirable effects on preference

Assigned status may have nothing to dowith the formal status hierarchy

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Group Member Roles

Expected Role

Perceived Role

Enacted Role

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Group Norms

May be communicated in writing or verbally

Accepted in various degrees by group members

Formed only with respect to things that

have significance for the group

Used to regulate member behavior

May apply to all members, or only some

Norms are standards shared by group members

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Norm Conformity

Why employees conform to group normsis an issue of concern to managers

Variables which influence conformity

Personal characteristics of the individual Situational factors Inter-group relationships

Cultural factors

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Group Leadership

Leaders exert influence over members In formal groups, leaders can reward or punish

members who do not conform to orders or rules

A formal group may have no formal leader Autonomous work groups

Self-managed teams

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Group Leadership

Helps the groupaccomplish

its goals

Embodies thevalues of the

group

Enablesmembers to

satisfy needs

An informal group leader generally is arespected and high-status member who

The leader receives and interpretscommunication relevant to the group

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Group Cohesiveness

A closeness or commonness of attitude, behavior,and performance

Acts on the members to remain in a group Is greater than the forces pulling members away

from the groupAs the cohesiveness of a work group increases,conformity to group norms also increases

These norms may not be consistent with those of theorganization

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Group Cohesiveness

Sources of group attraction Goals of the group and members are compatible A charismatic leader

A good reputation for accomplishing tasks The group is small enough to permit members

of have their opinions heard Members support and help one another

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Group Cohesiveness and Organization Goals

Low High

Performance probably oriented away fromorganizational goals

Performance probably oriented towardorganizational goals

Performanceoriented away from

organizational goals

Performanceoriented toward

organizational goals

Agreement with Organizational Goals

Low

High

Degree of GroupCohesiveness

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To Increase Group Cohesion

Reach joint agreement on group goals

Make the group more homogeneous

Increase interaction among group members

Make the group smaller

Physically or socially isolate the group

Allocate rewards to the group, not individuals

Give the group and members more responsibility

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Groupthink

The deterioration of mental efficiency, realitytesting, and moral judgment in the interestof group solidarity

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End Results

Measurable production is not the only endresult of work group activities The groups productive output meets the

standard of quantity, quality, and timeliness ofthe users of the output

The group process of doing the work enhancesthe capability of group members to work

together interdependently in the future The group experience contributes to the growth

and well-being of its members

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Teams

The difference between a team and animmature, developing group Total commitment to common goals and

accountability to the team

Perceived gains from using teams Economic improvements Quality and productivity gains Flattening of the organizational structure

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Types of Teams

TeamCategories

Problem-Solving

Cross-Functional

Virtual

Research andDevelopment

Self-Managed

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Team Effectiveness

Effectiveness

Empowerment

RewardsCommunications

Training

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Training

Team training includes Individual task-related skills and abilities How to function as a team member

Problem-solving skills Creative thinking Interpersonal skills

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Improving Member Effectiveness

Skills to improve team member effectiveness Open-mindedness Emotional stability Accountability

Problem-solving abilities Communication skills Conflict resolution skills Trust

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Communications

Teams often require information that usedto be managements exclusive domain

Managers often feara loss of their

decision-makingpower

Many teams fail dueto managementsunwillingness to

share informationwith the teams itcreated

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Rewards

Most rewards systems are individual-based

To the extent that teams perform well, the teamshould be rewarded Reward systems can be incentive based or a

form of profit-sharing