Groups

2. Page 311 Slide 2 Groups Any number of people who: Interact with one another Are psychologically aware (conscious) of one another Perceive themselves to be a group. Groups are small enough in size to permit each member to communicate with all other members on a face-to-face basis. The study of groups is important because the most common ingredient (component, element) of an organization is people, and the most common technique for accomplishing work is dividing these people into groups.

3. Page 311 Slide 3 Kinds of Groups in Organizations Formal groups Groups defined by the organization�s structure that have designated work assignments and tasks. Appropriate behaviors are defined by, and directed toward organizational goals. Members in marketing departments, human resources, and production departments are examples of formal groups.

4. Page 312 Slide 4 Kinds of Formal Groups Command Groups Groups that are determined by the organization chart and composed of individuals who report directly to a given manager. They usually handle routine organizational activities. Task Groups Groups composed of individuals brought together to accomplish non-routine tasks. They can consist of people on the same organizational level or from different levels and areas in the organizational hierarchy.

5. Page 313 Slide 5 Kinds of Task Groups � Committees Committee A group of individuals performing some type of specific activity. Four major reasons for establishing committees: To allow organization members to exchange ideas. To generate (make) suggestions and recommendations. To develop new ideas for solving problems. To assist in the development of organizational policies.

6. Page 313 Slide 6 Kinds of Task Groups � Committees Managers should use committees because: Committees can improve the quality of decision making. Committees encourage the expression (communication) of honest opinions. Committees increase members� participation in decision-making. Committees ensure the representation of important groups in the decision-making process.

7. Page 314 Slide 7 Kinds of Task Groups � Committees Procedural steps to increase the probability that a committee will be successful: The committee�s goals should be clearly defined This will focus the committee�s activities. The committee�s authority should be specified Is it to investigate, advise, recommend or implement decisions? The optimum size of the committee should be determined The ideal number for most tasks seems to be from 5 to 10. A competent chairperson (leader) should be selected. A secretary should be appointed to handle communication. The agenda for the meeting should be distributed before the meeting takes place. Meetings should start on time and ending time should be known.

8. Page 314 Slide 8 Kinds of Task Groups � Committees People oriented guidelines to increase the probability that a committee will be successful: Rephrasing (rewording) ideas already expressed This ensures that people understand what has been said. Bringing all members into active participation The manager should spark (activate) participation whenever appropriate (suitable). Stimulating further thought by members The manager should encourage members to think ideas through (completely) carefully and thoroughly (well).

9. Page 314 Slide 9 Kinds of Task Groups � Committees Groupthink It is the mode of thinking when the desire for agreement overrides (is stronger, dominates) the need to consider alternative solutions Managers should help the committee avoid �groupthink� when individual members tend to agree too easily on every issue, to conform to group opinions, and avert (avoid) conflicts.

10. Page 315 Slide 10 Kinds of Task Groups � Work Teams Work team 5 to 10 employees who work together to produce an entire product. Members learn all the tasks required to produce the product and move from job to job. Work teams are usually self-managed (autonomous) and assume managerial duties such as scheduling work and vacations, and ordering materials. Employing work teams is a way to benefit from the talent and creativity of skilled employees to make important decisions.

11. Page 315 Slide 11 Kinds of Task Groups � Work Teams The four stages of formal group development The Acceptance Stage It occurs after the group members begin to trust and accept one another. The Communication and Decision-Making Stage Once they have passed through the acceptance stage, group members are better able to communicate frankly with one another. The Group Solidarity Stage At this stage, members become more involved in group activities and cooperate rather than compete with one another. The Group Control Stage In this stage, group members maximize success by matching individual abilities with group activities by assisting one another.

12. Page 316 Slide 12 Kinds of Task Groups � Work Teams Member traits that characterize a mature group Members function as a unit The group works as a team. Members participate in group effort Members work hard when there is something to do. Members are oriented toward a single goal Group members work for the common purpose. Members have the equipment, tools and skills necessary to attain the group�s goal Members seek to acquire the resources they need to attain group objectives. Members ask and receive suggestions, opinions, and information from one another Group members talk to one another openly and frequently.

13. Page 317 Slide 13 Informal Groups A collection of individuals whose common work experience result in the development of interpersonal relations beyond (outside) those established by management. Kinds of Informal Groups: Interest groups Informal groups that form (are created) because of a common concern (interest, involvement) members have about a specific issue. Friendship groups Informal groups that form because of the personal affiliation (connection, association) members have with one another, such as recreational (nonprofessional) interests, race, gender, and religion.

14. Page 318 Slide 14 Informal Groups Benefits of Informal Group Membership: Perpetuation (continuation) of social and cultural values. Values that group members consider important. Status and social satisfaction. Feelings that people might not enjoy without group membership. Increased ease of communication among group members. Increased desirability (goodness) of the work environment.

15. Page 319 Slide 15 Managing Work Groups Sociometry: An analytical tool managers can use to determine what informal groups exist within the organization and who their members are. This information on informal groups will give managers a complete picture of the organization�s group structure. Sociograms: Diagrams that visually (visibly) link individuals according to the number of times they were chosen by their workmates and whether the choice was reciprocated. They summarize the informal relationships among group members.

16. Page 320 Slide 16 Managing Work Groups Homans� Model: According to Homans, the informal group develops (is created) to provide satisfaction and growth for its members. The sentiments (friendships), interactions, and activities (interests) within an informal group are caused by the sentiments, interactions and activities that prevail (exist) in the formal group (team, department, functional area).

17. Page 321 Slide 17 Teams Team: A group whose members influence one another toward the accomplishment of an organizational objective. Types of Teams Problem-solving teams Self-managed work teams Cross-functional teams

18. Page 321 Slide 18 Types of Teams Problem-solving Team Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems. Self-managed Team A group of skilled employees who operate without a manager, perform specified activities and have some traditional (managerial) responsibilities such as hiring, planning and scheduling, and performance evaluations.

19. Page 322 Slide 19 Types of Teams Cross-functional Team A work team composed of people from different functional areas of the organization � marketing, finance, human resources, and operations, for example � who are all focused on a specified objective. E.g. teams established to choose and implement new technologies, teams formed to improve marketing effectiveness, teams established to control product costs.

20. Page 323 Slide 20 Stages of Team Development Forming Members join and begin the process of defining the group�s purpose, structure, and leadership. Storming Intragroup conflict occurs as individuals resist control by the group and disagree over leadership. Norming Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior. Performing A fully functional group structure allows the group to focus on performing the task at hand. Adjourning The group prepares to disband and is no longer concerned with high levels of performance.

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