2.Group and Teams

8/2/2019 2.Group and Teams

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GROUPS


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Definition

A group is defined as two or moreindividuals, interacting andinterdependent, who have come togetherto achieve particular objectives.


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If a group exists, its members:

are motivated to join,

perceive the group as a unified unit ofinteracting people,

contribute in various amounts to thegroup processes,

reach agreements and havedisagreements through various forms ofinteraction


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Groups can be either Formal or Informal

Formal groups are those defined byorganization structure.

Informal groups are natural formations inthe work environment that appear inresponse to the need for social contact.


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Classification of groups

1. Command group- composed of theindividuals who report directly to a givenmanager.

2. Task group- Consists of those employeeswho are working together to complete a

job.

3. Interest group- Employees who mayaffiliate to attain a specific objective withwhich each is concerned


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4. Friendship group- Individuals who haveone or more things in common


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Formal VS Informal

Informal

Unofficial

Power and politics used

Focus is person Leader power is personal

Behaviour based onnorms

Source of control-trust

Formal

Official

Authority and

responsibility Focus is position

Power delegated by mgt.

Behaviour based on rules

Sources of control-rewards and penalties


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WHY DO PEOPLE JOIN GROUPS

Security

Status

Self-EsteemAffiliation

Power

Goal Achievement


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Theories of Group Formation

Propinquity Theory-

Individuals affiliate with one anotherbecause of spatial or geographicalproximity.


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Homans Theory-

Theory based on: activities, interactions,sentiments.

The more activities persons share, themore numerous will be their sharedinteractions and sentiments, the more thesentiments more will be the sharedactivities and interactions.


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Balance theory-

Theodore Newcomb

YX

Z


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Persons are attracted to one another onthe basis of similar attitude towardcommonly relevant objects and goals.

Once relationship is formed, theparticipants strive to maintain a balancebetween the attraction and the common

attitude.


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Exchange theory-

Thibut and Kelly

Concepts: Reward, Cost, Outcome,Comparison Level

Reward: Any activity which results in the

gratification of the needCost: Cost of engaging in an activity


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Outcome: Reward minus cost

Comparison level: Minimum level ofexpectation based on the past experienceof the individual in comparable situations.

For real attraction to occur,THE OUTCOME MUST BE ABOVE THECOMPARISON LEVEL.


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Stages of group development

Forming

Storming

Norming Performing

Adjourning


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Punctuated Equilibrium Model

For temporary groups:

time

performance

low

high

Phase 1

Phase 2transition


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Group Properties

1. Roles

2. Norms

3. Status4. Size

5. Cohesiveness


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Roles

Role means a set of expected behaviour

Different groups impose different rolerequirements on individuals

Certain attitudes and actual behavioursare consistent with a role and they createa role identity

Our view of how we are supposed to act isour role perception. We get these fromthe stimuli around us


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Role expectations are defined as the wayothers believe you should act in a situation

Role conflicts may exist when an individualis confronted with divergent roleexpectations


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Norms

These are acceptable standards ofbehaviour shared by the group members

There can be norms about performance,appearance, social arrangements andresource allocation

Hawthorne experiments illustrate them

Deviant behaviour depends on theaccepted norms of the group


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Status

Socially defined position or rank given to agroup.

Higher status people are better able toresist conformity

High status people in a group tend to bemore assertive

It is important that members believe thatthere is equity in status hierarchy


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Size

Smaller groups are quicker in completingtasks.

However for problem solving large groupsget better marks

Large groups get better diverse input butsmall groups implement the decision sotaken in a better way.


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Cohesiveness

Degree to which members are attracted toeach other and are motivated to stay inthe group


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Schachter Checkerboard Study

Effect of group cohesiveness, induction onproductivity

Task was to make cardboardcheckerboards

Four teams of cutters, posters, painters,final assemblers.

Subjects were informed that they couldsend notes from other teams


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Notes were intercepted byexperimenters.

Predetermined notes were used to createimpact of positive and negativeInduction.


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Four teams were:

1. High cohesive positive induction

2. Low cohesive positive induction3. High cohesive negative induction

4. Low cohesive negative induction


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Implications of Schachters Study

High cohesive groups have very powerfuldynamics both positive and negative onperformance

Of even more importance is the induction

Leadership may be substituted forinduction

Highly cohesive group is analogous to atime bomb


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Low cohesive group is much safer

For maximizing productivity managementrequires a high cohesive group and give itproper leadership and over time make itself managing


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Hi Co, + Ind

Lo Co, + Ind

Control

Lo Co, - Ind

Hi Co, - Ind

Productivity

Induction


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Whether groups are better orindividuals?

Speed- individuals better

Creativity- groups better

Degree of acceptance- groups better


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Group decision making

Strengths

1. More complete information

2. Heterogeneity in decision making3. Higher quality

4. Increased acceptance of decision


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Weaknesses:

1. Time consuming

2. Conformity pressures3. Dominated by one or few members

4. Ambiguous responsibility


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Benefits of informal groups

Makes a more effective system

Tends to encourage co-operation

Fills in gaps in managers ability

Gives satisfaction and stability to work groups

Improves communication

Safety valve for employee emotions

Encourages managers to plan and act morecarefully


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Problems of informal groups

Develops undesirable rumors

Encourages negative attitudes

Resists change Leads to formal informal conflict

Rejects and harasses some employees

Operates outside of management control


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Formal groups: committees

Negative attitudes often seen inmeetings are due to:

1. Lack of trust causes to withhold truefeelings

2. meetings are not real work so people donot take them seriously

3. Missing or incomplete informationprevents them from taking decisions


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4. Poorly run: hidden agendas

5.Meetings are considered as end results notmeans to an end.


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Reasons for weakness of groupdecision-making

Groupthink:

Deterioration of mental efficiency, realitytesting and moral judgment that resultsfrom ingroup pressures.


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Symptoms:

1. Group members rationalize to theassumptions they have made

2. Members apply direct pressure on thosewho express doubt

3. Those who have doubts avoid deviating

4. Appears to be an illusion of unanimity


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Risky Shift- special case of group think

Group decision has a higher degree of riskthan any member would have been willingto take on their own


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Causes of risky shift:

1. Discussion leading to increasedfamiliarisation

2. Risk takers are perceived as groupleaders

3. Group discussion motivates members to

take risk atleast as much as their peersare taking

4. Diffusion of responsibility


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Avoiding group think

1. Leaders should actively seek input fromall members

2. Appoint a devils advocate

3. Use sub-groups

4. Leader should refrain from voicing ownopinion early in the discussion


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Polarisation:

Individuals bring to the group their strongdispositions (+ve, -ve) towards a topic.

If aggressively confronted they can becomepolarized in either direction( risky orconservative)


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Social loafing:

Members reduce their effort and performancelevels when acting in a group.

Causes:1. Lack of performance feedback

2. Tasks not intrinsically motivating

3. Sucker effect

4. Individualistic cultures see more social loafing

5. Large teams diffuse responsibility


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Group Dynamics


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Meaning of group dynamics

Kurt Lewin is the father of the term groupdynamics

Group dynamics describes how a group isto be organized or conducted.

It consists of a set of techniques like roleplay, brainstorming, focus group, team

building etc.


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Group dynamics is viewed from theperspective of the internal nature of thegroup, how they form, their structure and

processes, and how they function andaffect individual members, other groupsand the organization.

Diff b d


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Differences between groups andteams

1. Groups have strong clearly focusedleader: teams have shared leadershiproles.

2. Groups have individual accountability:teams have individual and mutualaccountability.

3. Groups purpose is same as organization:team has a specific purpose


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4. Group has individual work products: teamhas collective work product (synergy,common stakes)

5. Work group measure effectivenessindirectly: team measures through the endresult


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Teams in the organizations

1. Cross-functional teams- made ofindividuals from various departments

For effective teams:

i. choose members carefully

ii. Clearly establish purpose

iii. Ensure that everyone understands theworking


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iv. Conduct intensive teambuilding

v. achieve noticeable results to boost themorale.


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2. Virtual teams-

Members communicate at a distance

Appropriate communication media mostimportant


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3. Self-managed teams- manage andperform technical tasks that result in aproduct or service being delivered to

internal or external customer.Empowered to hire, organize and purchaseequipment without management direct

approval.


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Model of team effectivenessContext

Adequate resources, Leadership and structure, Climateof trust, Performance evaluation and rewards

Composition

Abilities of members, personality, allocating roles,diversity, size of teams, member flexibility, memberpreference

Work design

Autonomy, skill variety, task identity, tasksignificance

Process

Common purpose, specific goals team efficacy,conflict levels social loafing

Team

effectiveness

Documents

2.Group and Teams