Foundations of Group Behavior

What is Group?A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.• Formal groups• Informal groups• Command group• Task groups• Interest group• Friendship groups

Stages of Group Development

The Five-Stage Model•Stage I: Forming

– Characterized by much uncertainty•Stage II: Storming

– Characterized by intra-group conflict•Stage III: Norming

– Characterized by close relationships and cohesiveness•Stage IV: Performing

– The stage when the group is fully functional•Stage V: Adjourning

– The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance

But in Reality…

• Groups do not necessarily progress clearly through the stages one at a time.

• Groups can sometimes go back to an earlier stage.

• Conflict can sometimes be helpful to the group.

• Context can matter: airline pilots can immediately reach performing stage.

The Punctuated-Equil ibrium Model

• Phase 1– The first meeting sets the group’s direction.– The first phase of group activity is one of inertia.

• Transition– A transition takes place at the end of the first phase, which

occurs exactly when the group has used up half its allotted time.

– The transition initiates major changes.• Phase 2

– A second phase of inertia follows the transition.• Last meeting is characterized by markedly accelerated activity.

Completion

Transition

First

Meeting

Phase 1

Phase 2

(High)

(Low)

A (A+B)/2

Time

B

Per

form

ance

The Punctuated-Equil ibrium Model

Group Structure

• Roles• Norms• Status• Group Size• Degree of group cohesiveness

Teams

How groups and teams are different?

So, what are the differences between group and team?

Share Information

Neutral (sometimes negative)

Individual

Random and varied

Share Information

Neutral (sometimes negative)

Individual

Random and varied

Collective performance

Positive

Individual and mutual

Complementary

Collective performance

Positive

Individual and mutual

Complementary

Goal

Synergy

Accountability

Skills

Work Groups Work Teams

Types of Teamsa.Problem-Solving Teams

• From same department, who met to discuss ways of improving quality, efficiency and the work environment. They only suggest ideas, do not have authority to implement

a.Self-Managed Work Teams• Group of employees who perform highly related or interdependent jobs and take on many responsibilities of their former supervisors

a.Cross-Functional Teamsa.Made up of employees from about the same hierarchical level, but from different work areas

Team EffectivenessTeam Effectiveness

Context-Adequate Resources-Leadership and Structure-Climate of Trust-Performance Evaluation and reward systems

Context-Adequate Resources-Leadership and Structure-Climate of Trust-Performance Evaluation and reward systems

Composition-Abilities of members-Personality-Allocating roles-Diversity-Size of teams-Member flexibility-Member preferences

Composition-Abilities of members-Personality-Allocating roles-Diversity-Size of teams-Member flexibility-Member preferences

Process-Common purpose-Specific goals-Team efficacy-Conflict levels-Social loafing

Process-Common purpose-Specific goals-Team efficacy-Conflict levels-Social loafing

Work Design-Autonomy-Skill variety-Task identity-Task significance

Work Design-Autonomy-Skill variety-Task identity-Task significance

Creating Effective Teams – Process

• Common Purpose• Specific Goals• Team Efficacy• Managed Level of Conflict• Accountability

Creating a Team Charter• What are team members’ names and contact

information (e.g., phone, email)?• How will communication among team members take

place (e.g., phone, email)?• What will the team ground rules be (e.g., where and

when to meet, attendance expectations, workload expectations)?

• How will decisions be made (e.g., consensus, majority vote, leader rules)?

• What potential confl icts may arise in the team? Among team members?

• How will confl icts be resolved by the group?

Increasing Socio-emotional Cohesiveness• Keep the group relatively small.• Strive for a favorable public image to increase the

status and prestige of belonging.• Encourage interaction and cooperation.• Emphasize members’ common characterist ics and

interests.• Point out environmental threats (e.g., competitors’

achievements) to rally the group.

Increasing Instrumental Cohesiveness

• Regularly update and clarify the group’s goal(s) .• Give every group member a vital “piece of the

action.”• Channel each group member’s special talents toward the

common goal(s).• Recognize and equitably reinforce every member’s

contributions.• Frequently remind group members they need each

other to get the job done.