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Managing Work Groups and Teams

Managing Work Groups and Teams. Learning Objectives. After studying this chapter, you should be able to: Define and identify types of groups and teams in organizations, discuss reasons why people join groups and teams, and list the stages of group and team development.

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Managing Work Groups and Teams

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  1. Managing Work Groups and Teams www.AssignmentPoint.com

  2. Learning Objectives After studying this chapter, you should be able to: • Define and identify types of groups and teams in organizations, discuss reasons why people join groups and teams, and list the stages of group and team development. • Identify and discuss four essential characteristics of groups and teams. • Discuss interpersonal and intergroup conflict in organizations. • Describe how organizations manage conflict. www.AssignmentPoint.com

  3. Groups and Teams in Organizations • Group • Two or more people who interact regularly to accomplish a common purpose or goal. • Types of Groups and Teams • Functional groups • Informal or interest groups • Task groups www.AssignmentPoint.com

  4. Figure 19.1: Types of Groups in Organizations www.AssignmentPoint.com

  5. Groups and Teams in Organizations (cont’d) • Team • A group of workers who function as a unit, often with little or no supervision, to carry out work-related tasks, functions, and activities. • Sometimes called self-managed teams, cross-functional teams, or high performance teams. www.AssignmentPoint.com

  6. Groups and Teams in Organizations (cont’d) • Team (cont’d) • Benefits of teams • Give more responsibility for task performance to the workers who do the tasks. • Empower workers by giving them greater authority and decision-making freedom. • Allow organizations to capitalize on the knowledge and motivation of their workers. • Enable the organization to shed its bureaucracy and to promote flexibility and responsiveness. www.AssignmentPoint.com

  7. Groups and Teams in Organizations (cont’d) • Why People Join Groups and Teams • Interpersonal attraction • Group activities • Group goals • Need satisfaction • Instrumental benefits www.AssignmentPoint.com

  8. Table 19.1: Types of Teams www.AssignmentPoint.com

  9. Figure 19.2: Stages of Group Development www.AssignmentPoint.com

  10. Characteristics of Groups and Teams • Role • The part an individual plays in helping the group reach its goals. • Task-specialist role • Socioemotional role • Role Structures • The set of defined roles and interrelationships among those roles that the group or team members define and accept. • Emerge as a result of role episodes in which the expected role is translated and defined into the enacted role. www.AssignmentPoint.com

  11. Figure 19.3: The Development of a Role www.AssignmentPoint.com

  12. Characteristics of Groups and Teams (cont’d) • Role Structures • Role ambiguity occurs when the sent role is unclear. • Role conflict occurs when the messages and cues comprising the sent role are clear but contradictory or mutually exclusive. • Interrole conflict • Intrarole conflict • Intrasender conflict • Person-role conflict • Role overload occurs when role expectations exceed an individual’s capacities. www.AssignmentPoint.com

  13. Characteristics of Groups and Teams (cont’d) • Behavioral Norms • Norms • Are standards of acceptable and unacceptable behaviors that a group sets for its members. • Norm generalization (external) • Norm variation (internal) • Norm conformity occurs when individuals conform to: • Group or team pressure • An initial (ambiguous) stimulus prompting group behavior. • Individual traits that reflect their propensity to conform. • The influence of situational factors related to the group www.AssignmentPoint.com

  14. Characteristics of Groups and Teams (cont’d) • Behavioral Norms (cont’d) • Individual responses to norm conformity: • Adopt the norms of the group. • Try to obey the “spirit” of the norms while retaining individuality. • Socialization • Norm conformity that occurs when a person makes the transition from being an outsider to being and insider in the organization. www.AssignmentPoint.com

  15. Characteristics of Groups and Teams (cont’d) • Cohesiveness • The extent to which members are loyal and committed to the group; the degree of mutual attractiveness within the group. • Consequences of Cohesiveness • The interaction between cohesiveness and performance norms • The best situation: high cohesiveness combined with high performance • The worst situation: high cohesiveness and low performance www.AssignmentPoint.com

  16. Table 19.2: Factors That Influence Group Cohesiveness www.AssignmentPoint.com

  17. Figure 19.4: The Interaction Between Cohesiveness and Performance Norms www.AssignmentPoint.com

  18. Characteristics of Groups and Teams (cont’d) • Formal and Informal Leadership • Informal leaders • Engage in leadership activities but their right to do so has not been formally recognized by the organization or group. • May also be the formal leader for the group or may supplement the formal leader in fulfilling leadership roles. • Draw on referent or expert power to establish themselves as leaders. • Formal leaders • Have been elected or designated to engage in leadership activities by the group members or has been formally appointed or recognized by the organization as the leader for the group. www.AssignmentPoint.com

  19. Interpersonal and Intergroup Conflict • The Nature of Conflict • Conflict • A disagreement between two or more individuals, groups, or organizations. • There is an optimal level of conflict in an organization: • Too little conflict and the organization becomes complacent and apathetic, and lacking in innovation and underperforms. • Too much conflict creates a dysfunctional organization where hostility and non-cooperation predominate, and suffers from low performance. • A moderate level of conflict in an organization fosters motivation, creativity, innovation, and initiative and can raise performance. www.AssignmentPoint.com

  20. Figure 19.5: The Nature of Organizational Conflict www.AssignmentPoint.com

  21. Interpersonal and Intergroup Conflict (cont’d) Causes of Conflict • Interpersonal Conflict • Personality clash • Differing beliefs or perceptions • Competitiveness • Intergroup Conflict • Interdependence • Different goals • Competition for scarce resources • Conflict Between Organization and the Environment • Conflict with competition • Conflict with consumer groups • Conflict with employees www.AssignmentPoint.com

  22. Table 19.3: Methods for Managing Conflict www.AssignmentPoint.com

  23. Key Terms • group • functional group • informal or interest group • task groups • role structure • role ambiguity • role conflict • role overload • norms • socialization • cohesiveness • informal leader • conflict www.AssignmentPoint.com

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