Work Groups and Teams

1. Work Groups and Teams Chapter 14

2. A Managerial Model of Group Factors • Two types of groups, formal and informal, exist in organizations • Groups, once evolved or formed, exhibit various typical characteristics that culminate in a unique group personality • Groups have tangible consequences called outcomes

3. Categories of Groups • Two types of groups are formal and informal • Formal—departments, units, project teams; membership is based on organizational position • Command group is specified by the organizational hierarchy, usually outlined on the organization chart • Task group is comprised of employees who work together to complete a specific project or job

4. Categories of Groups (cont.) • Informal—natural groupings of people in the workplace • Interest group members have a common interest in some particular job-related event or possible outcome • Friendship group members are drawn together by common characteristics such as age, ethnicity, politics, etc.

5. The Formation of Work Groups • Influences on people to join formal groups or informal groups are: • Location • Economic background • Attitude

6. The Development of Work Groups • Formal groups go through various stages of group and team development—forming, storming, norming, and performing • Forming • Individuals are brought together for a purpose • Group hierarchy and roles begin to develop • Storming • This is the most turbulent stage • The group confronts conflicts and keeps the group focused • Members learn to accept individual differences • Members negotiate roles

7. The Development of Work Groups (cont.) • Norming • Group establishes its long-term vision (shared values) and how it will function over time • The group’s norms are the unwritten rules of correct behavior and decorum • Although group norms are rarely formalized, deviations may subject members to punishment, humiliation, or ostracism • Performing • Group begins to fine-tune its work patterns • Members redefine roles as needed • Group develops skills of members, as needed

8. Characteristics of Work Groups

9. Characteristics of Work Groups • Work groups have characteristics similar to those of other organizations, including leaders, standards of conduct, reward and sanction mechanisms, and political maneuvering • Role making in groups • The greater the group’s task complexity, the more roles will emerge

10. Characteristics of Work Groups (cont.) • Problems in role making • Role conflicts—interrole, intrarole, intersender, and person-role • Role ambiguity • Role overload • Group leader • Leader is either appointed (formal groups) or emerges (informal groups) • Leader performs two specific roles—task role and supportive role

11. Characteristics of Work Groups (cont.) • Group status • Members are accorded status by their groups • Leader is ranked highly in the group hierarchy • Seniority and skill influence status • Group norms and compliance • Three specific social processes bring about compliance with group norms • Group pressure • Group review and enforcement • Personalization of norms

12. Characteristics of Work Groups (cont.) • Group cohesiveness • Cohesiveness refers to the extent that group members are attracted to each other and to the group’s values • Conditions that enhance or reduce cohesiveness are: • Size • Spacing • Virtual teams • Dependence of members • Goal achievement • Status • Management demands and pressure

13. Characteristics of Work Groups (cont.) • Group politics • Political maneuvering to obtain limited resources is a common group characteristic • Cultural diversity • Members differ in age, gender, ethnicity, abilities (physical and mental), religion, and lifestyle • Diversity complicates interpersonal interactions • Diverse groups must respect other cultures and create new ways of integrating diverse viewpoints to become productive

14. Intergroup Conflict

15. Intergroup Conflict • Conflict occurs between groups, within groups, between individuals, and between organizations • Many reasons exist for conflict among groups • Limited resources • Communication problems • Different interests and goals • Different perceptions and attitudes • Lack of clarity

16. Managing Intergroup Conflict • There are two approaches that managers use to manage intergroup conflict • Indirect—techniques managers use that don’t require their direct intervention • Direct—techniques managers use when they become personally involved

17. Managing Intergroup Conflict (cont.) • Indirect approach can involve: • Avoidance • Bargaining • Persuasion • Working together

18. Managing Intergroup Conflict (cont.) • Direct approach can involve: • Domination • Remove key figures • Establish task force • Find superordinate goals

19. Group Outcomes: Performance and Satisfaction

20. Performance and Satisfaction • The purpose of group membership is to achieve group performance • Some contributors to group performance are: • Perceived freedom to participate • Perceived goal attainment • Status consensus

21. Developing Teams—10 Principles • Organize around processes rather than task • Flatten the hierarchy by grouping subprocesses • Give leaders responsibility for processes and process performance • Link performance objectives and evaluation of all activities to customer satisfaction • Assign performance objectives to teams, not individuals • Assign managerial tasks to teams as much as possible • Emphasize the need for workers to develop several competencies • Train team members on a just-in-time, need-to-perform basis • Put team members in touch with customers • Reward skill development and team performance

22. End of Chapter 14