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8th edition8th edition
Steven P. RobbinsMary Coulter
Steven P. RobbinsMary Coulter
Page 311 Slide 2
Groups
Any number of people who:
1. Interact with one another
2. Are psychologically aware (conscious) of one another
3. 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.
Page 311 Slide 3
Kinds of Groups in Organizations
Formal groupsGroups 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.
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.
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:
1. To allow organization members to exchange ideas.
2. To generate (make) suggestions and recommendations.
3. To develop new ideas for solving problems.
4. To assist in the development of organizational policies.
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.
Page 314 Slide 7
Kinds of Task Groups – CommitteesProcedural 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.
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).
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.
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.
Page 315 Slide 11
Kinds of Task Groups – Work TeamsThe four stages of formal group development
1. The Acceptance Stage It occurs after the group members begin to trust and accept
one another.
2. 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.
3. The Group Solidarity Stage At this stage, members become more involved in group
activities and cooperate rather than compete with one another.
4. The Group Control Stage In this stage, group members maximize success by matching
individual abilities with group activities by assisting one another.
Page 316 Slide 12
Kinds of Task Groups – Work TeamsMember 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.
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:
1. Interest groups Informal groups that form (are created) because of a
common concern (interest, involvement) members have about a specific issue.
2. 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.
Page 318 Slide 14
Informal Groups
Benefits of Informal Group Membership:
1. Perpetuation (continuation) of social and cultural values. Values that group members consider important.
2. Status and social satisfaction. Feelings that people might not enjoy without group
membership.
3. Increased ease of communication among group members.
4. Increased desirability (goodness) of the work environment.
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.
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).
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
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.
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.
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.
Page Slide 21
Stages of Group Development
Page 324 Slide 22
Team Effectiveness
Effective teams are those that come up with innovative ideas, accomplish their goals, and adapt to change when necessary. Their members are highly committed to both the team and organizational goals.
Page 325 Slide 23
Team Effectiveness
People-related steps to build an effective team:1. Trying to make the team’s work satisfying.
2. Developing mutual trust among team members and between the team and management.
3. Building good communication – from management to the team as well as within the team.
4. Minimizing unresolved conflicts and power struggles within the team.
5. Dealing effectively with threats toward and within the team.
6. Building the perception (feeling) that jobs of team members are secure (protected, liable to continue).
Page 325 Slide 24
Team Effectiveness
Organization-related steps to build an effective team:
1. Building a stable (sound) overall organization or company structure that team members view as secure (not failing).
2. Becoming involved in team events and demonstrating interest in team progress and functioning.
3. Properly rewarding and recognizing teams for their accomplishments.
4. Setting stable (fixed) goals and priorities for the team.
Page 326 Slide 25
Team Effectiveness
Task-related steps to build an effective team:1. Developing clear objectives, directions and project
plans for the team.
2. Providing proper technical direction and leadership for the team.
3. Establishing autonomy for the team and challenging work within the team.
4. Appointing experienced and qualified team personnel.
5. Encouraging team development.
6. Building visibility within the organization for the team’s work.
Page 326 Slide 26
Team Effectiveness
• Effectiveness and Trust
Trust is belief in the reliance (support,
assistance), ability, and integrity of another. Unless team members trust one another, the team leader, and management, managers may find that building an effective work team is impossible.
Page 326 Slide 27
Team EffectivenessStrategies managers can use to build trust within groups Communicate often to team members
Keeping members informed, explaining decisions sharing info.
Show respect for team members Show members that they are valued by delegating tasks to
them, listening to feedback from the group and acting on it.
Be fair to team members They must receive the rewards they have earned.
Be predictable Managers must be consistent in their actions. Team members
should be able to forecast management decisions.
Demonstrate competence Managers must show they able to diagnose problems and have
the skill to implement solutions to those problems.
Page Slide 28
Characteristics of Effective Teams
Page 311 Slide 29
C H A P T E R R E V I E W 1/3
Groups (slide 2)
1. Define group.
2. Why should managers study groups?
Kinds of Groups in Organizations (slides 3~8)
3. What is a formal group?
4. Define command group.
5. What is a task group?
6. Define committee.
7. Why should managers use committees?
8. What procedural steps can increase the probability that committees will be successful?
9. What people oriented guidelines can increase the probability that committees will be successful?
Page 314 Slide 30
C H A P T E R R E V I E W 2/3
Kinds of Groups in Organizations (slides 9~14)
10. Define groupthink.
11. Define work team.
12. Discuss the stages of formal group development.
13. What member traits characterize a mature group?
14. Define informal group.
15. What is an interest group?
16. What is a friendship group?
17. What are important benefits of group membership?
Managing Work Groups (slides 15, 16)
18. Define sociometry.
19. What is a sociogram?
20. Discuss Homans’s ideas on how informal groups develop.
Page 321 Slide 31
C H A P T E R R E V I E W 3/3
Teams (slides 17~20, 22)
21. Define team.
22. What is a problem-solving team?
23. Discuss self-managed teams.
24. What is a cross-functional team?
25. What is forming?
26. Discuss storming.
27. What is norming?
28. What is performing?
29. Discuss adjourning.
30. Discuss the performance of an effective team.
Page 325 Slide 32
C H A P T E R R E V I E W 4/3
Teams (slides 23~27)
31. What people-related steps can help build an effective team?
32. What organization-related steps can help build an effective team?
33. What task-related steps can help build an effective team?
34. What is the relationship between team effectiveness and trust?
35. What strategies can be used to build trust in groups?
