Groups and Teams

1. Chapter 10 Groups and Teams

2. Learning Objectives • Understand that the term group can be viewed from a number of perspectives • Identify the elements in the process of group formation and development • Describe the stages of group formation • Identify ways to guard against groupthink • Discuss relevant criteria for group effectiveness

3. Learning Objectives • Identify the characteristics that distinguish a group from a team • Describe the differences between a self-managed work team and a virtual team • Describe the factors important to team success

4. The existence of groups can alter a person’s motivation or needs and can influence the behavior of people in an organizational setting Introduction

5. Introduction Groups and Teams are Not the Same Group… two or more individuals interacting with each other to accomplish a common goal Team… mature group with member inter-dependence and motivation to achieve a common goal Teams start out as groups,but not all groups mature into teams

6. Comparison of Groups and Teams

7. 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

8. Types of Groups

9. Why People Form Groups • Groups are formed based on… • Social needs • Security needs • Esteem needs • Proximity • Attraction • Group goals • Economic benefits

10. Group forms and situation is uncertain and disorganized 1. Forming Turbulence, disruption, and frustration is at highest level 2. Storming Share vision, values, goals, and expectations; deviations are not welcome 3. Norming Roles are specific, goals are clear, and results are noted 4. Performing Orderly disbanding 5. Adjourning Stages of Group Development

11. Group Composition • Members of a homogeneous group share a number of characteristics • Members of a heterogeneous group have few or no similar characteristics • All else being equal, homogeneous groups are the most likely to be cohesive • Heterogeneous groups can outperform homogeneous ones because they have a richer variety of knowledge and experience

12. Group Status Hierarchy Status is typically a consequence of characteristics that differentiate one position from another A person is sometimes given status becauseof job seniority, age, or assignment Assigned status may have nothing to dowith the formal status hierarchy The status hierarchy can have unintended and undesirable effects on preference Subordinates may be reluctant to challengethose in charge, even when necessary

13. Group Member Roles Expected Role Perceived Role Enacted Role

14. Group Norms Norms are standards shared by group members Formed only with respect to things thathave significance for the group May be communicated in writing or verbally Accepted in various degrees by group members Used to regulate member behavior May apply to all members, or only some

15. Norm Conformity • Why employees conform to group norms is an issue of concern to managers • Variables which influence conformity • Personal characteristics of the individual • Situational factors • Inter-group relationships • Cultural factors

16. 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

17. An informal group leader generally is a respected and high-status member who Enables members to satisfy needs Embodies the values of the group Helps the group accomplish its goals The leader receives and interprets communication relevant to the group Group Leadership

18. 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 group • As the cohesiveness of a work group increases, conformity to group norms also increases • These norms may not be consistent with those of the organization

19. 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 membersof have their opinions heard • Members support and help one another

20. Group Cohesiveness and Organization Goals Agreement with Organizational Goals Low Degree of Group Cohesiveness High

21. 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

22. Groupthink • The deterioration of mental efficiency, reality testing, and moral judgment in the interest of group solidarity

23. Groupthink • Characteristics of groups suffering from groupthink • Illusion of invulnerability • Tendency to moralize • Feeling of unanimity • Pressure to conform • Opposing ideas dismissed

24. End Results • Measurable production is not the only end result of work group activities • The group’s productive output meets the standard of quantity, quality, and timeliness of the users of the output • The group process of doing the work enhances the capability of group members to work together interdependently in the future • The group experience contributes to the growth and well-being of its members

25. Teams • The difference between a team and an immature, 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

26. Problem-Solving Self-Managed Cross-Functional Research andDevelopment Virtual Types of Teams TeamCategories

27. Team Effectiveness

28. Training • Team training includes • Individual task-related skills and abilities • How to function as a team member • Problem-solving skills • Creative thinking • Interpersonal skills

29. Improving Member Effectiveness • Skills to improve team member effectiveness • Open-mindedness • Emotional stability • Accountability • Problem-solving abilities • Communication skills • Conflict resolution skills • Trust

30. Communications Teams often require information that usedto be management’s exclusive domain Managers often fear a loss of their decision-making power Many teams fail due to management’s unwillingness to share information with the teams it created

31. Empowerment • Regardless of the type of team, those that lack authority are less effective • It suggests that management doesn’t trust the team • It is the root of team empowerment problems • Teams can also be given too much authority • Particularly true during the early stages of team development • Training can help members use authority effectively

32. Rewards • Most rewards systems are individual-based • To the extent that teams perform well, the team should be rewarded • Reward systems can be incentive based or a form of profit-sharing