Understanding Groups & Understanding Groups & TeamsTeams

Ch 15Ch 15

Understanding GroupsUnderstanding Groups

GroupGroup Two or more interacting and interdependent individuals Two or more interacting and interdependent individuals

who come together to achieve particular goals.who come together to achieve particular goals. Formal groupsFormal groups

Work groups defined by the organization’s structure that have Work groups defined by the organization’s structure that have designated work assignments and tasks.designated work assignments and tasks.

Appropriate behaviors are defined by and directed toward Appropriate behaviors are defined by and directed toward organizational goals.organizational goals.

Informal groupsInformal groupsGroups that are independently formed to meet the social Groups that are independently formed to meet the social needs of their members.needs of their members.

Stages in Group DevelopmentStages in Group Development

FormingForming Members join and begin Members join and begin

the process of defining the process of defining the group’s purpose, the group’s purpose, structure, and leadership.structure, and leadership.

StormingStorming Intragroup conflict occurs Intragroup conflict occurs

as individuals resist as individuals resist control by the group and control by the group and disagree over leadership.disagree over leadership.

NormingNorming Close relationships Close relationships

develop as the group develop as the group becomes cohesive and becomes cohesive and establishes its norms for establishes its norms for acceptable behavior.acceptable behavior.

PerformingPerforming A fully functional A fully functional

group structure group structure allows the group to allows the group to focus on performing focus on performing the task at hand.the task at hand.

AdjourningAdjourning The group prepares The group prepares

to disband and is no to disband and is no longer concerned longer concerned with high levels of with high levels of performance.performance.

Work Group BehaviorWork Group Behavior

Internal Variables Affecting Group Internal Variables Affecting Group BehaviorBehavior The individual abilities of the group’s membersThe individual abilities of the group’s members The size of the groupThe size of the group The level of conflictThe level of conflict The internal pressures on members to conform The internal pressures on members to conform

o the group’s normso the group’s norms

Conditions Affecting Group Conditions Affecting Group BehaviorBehavior

External (Organizational) External (Organizational) ConditionsConditions

Overall strategyOverall strategy Authority structuresAuthority structures Formal regulationsFormal regulations Available organizational Available organizational

resourcesresources Employee selection criteriaEmployee selection criteria Performance management Performance management

(appraisal) system(appraisal) system Organizational cultureOrganizational culture General physical layoutGeneral physical layout

Internal Group Internal Group VariablesVariables

Individual competencies and Individual competencies and traits of memberstraits of members

Group structure Group structure Size of the groupSize of the group Cohesiveness and the level Cohesiveness and the level

of intragroup conflictof intragroup conflict Internal pressures on Internal pressures on

members to conform o the members to conform o the group’s normsgroup’s norms

Group StructureGroup StructureRoleRole The set of expected behavior patterns The set of expected behavior patterns

attributed to someone who occupies a given attributed to someone who occupies a given position in a social unit that assist the group in position in a social unit that assist the group in task accomplishment or maintaining group task accomplishment or maintaining group member satisfaction.member satisfaction.

Role conflict:Role conflict: experiencing differing role experiencing differing role expectationsexpectations

Role ambiguity:Role ambiguity: uncertainty about role uncertainty about role expectationsexpectations

Group Structure (cont’d)Group Structure (cont’d)NormsNorms Acceptable standards or expectations that are Acceptable standards or expectations that are

shared by the group’s members.shared by the group’s members. Common types of normsCommon types of norms

Effort and performanceEffort and performance Output levels, absenteeism, promptness, socializingOutput levels, absenteeism, promptness, socializing

DressDress

LoyaltyLoyalty

Group Structure (cont’d)Group Structure (cont’d)ConformityConformity Individuals conform in order to be accepted by groups.Individuals conform in order to be accepted by groups. Group pressures can have an effect on an individual Group pressures can have an effect on an individual

member’s judgment and attitudes.member’s judgment and attitudes. The effect of conformity is not as strong as it once The effect of conformity is not as strong as it once

was, although still a powerful force.was, although still a powerful force. GroupthinkGroupthink

The extensive pressure of others in a strongly cohesive or The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change threatened group that causes individual members to change their opinions to conform to that of the group.their opinions to conform to that of the group.

Group Structure (cont’d)Group Structure (cont’d)Status SystemStatus System The formal or informal prestige grading, The formal or informal prestige grading,

position, or ranking system for members of a position, or ranking system for members of a group that serves as recognition for individual group that serves as recognition for individual contributions to the group and as a behavioral contributions to the group and as a behavioral motivator.motivator.

Formal status systems are effective when the Formal status systems are effective when the perceived ranking of an individual and the status perceived ranking of an individual and the status symbols accorded that individual are congruent.symbols accorded that individual are congruent.

Group Structure: Group SizeGroup Structure: Group Size

Small groupsSmall groups Complete tasks faster Complete tasks faster

than larger groups.than larger groups. Make more effective use Make more effective use

of facts.of facts.

Large groupsLarge groups Solve problems better Solve problems better

than small groups.than small groups. Are good for getting Are good for getting

diverse inputdiverse input Are more effective in fact-Are more effective in fact-

finding.finding.

Social LoafingSocial Loafing The tendency for The tendency for

individuals to expend individuals to expend less effort when less effort when working collectively working collectively than when work than when work individuallyindividually

Group Structure (cont’d)Group Structure (cont’d)

Group CohesivenessGroup Cohesiveness The degree to which members are attracted to The degree to which members are attracted to

a group and share the group’s goals.a group and share the group’s goals.Highly cohesive groups are more effective and Highly cohesive groups are more effective and productive than less cohesive groups when their productive than less cohesive groups when their goals aligned with organizational goals.goals aligned with organizational goals.

Group Processes: Group Processes: Group Decision MakingGroup Decision Making

AdvantagesAdvantages Generates more complete Generates more complete

information and information and knowledge.knowledge.

Generates more diverse Generates more diverse alternativesalternatives

Increases acceptance of a Increases acceptance of a solutionsolution

Increases legitimacy of Increases legitimacy of decisiondecision

DisadvantagesDisadvantages Time consumingTime consuming

Minority dominationMinority domination

Pressures to conformPressures to conform

Ambiguous Ambiguous responsibilityresponsibility

Group Processes: Conflict Group Processes: Conflict ManagementManagement

ConflictConflict The perceived incompatible differences in a The perceived incompatible differences in a

group resulting in some form of interference group resulting in some form of interference with or opposition to its assigned tasks.with or opposition to its assigned tasks.

Traditional view:Traditional view: conflict must it avoided. conflict must it avoided.

Human relations view:Human relations view: conflict is a natural and conflict is a natural and inevitable outcome in any group.inevitable outcome in any group.

Interactionist view:Interactionist view: conflict can be a positive force conflict can be a positive force and is absolutely necessary for effective group and is absolutely necessary for effective group performance.performance.

Group Processes: Conflict Group Processes: Conflict Management (cont’d)Management (cont’d)

Categories of ConflictCategories of Conflict Functional conflicts are constructive.Functional conflicts are constructive. Dysfunction conflicts are destructive.Dysfunction conflicts are destructive.

Types of ConflictTypes of Conflict Task conflict:Task conflict: content and goals of the work content and goals of the work Relationship conflict:Relationship conflict: interpersonal interpersonal

relationshipsrelationships Process conflict:Process conflict: how the work gets done how the work gets done

Group Processes: Conflict Group Processes: Conflict Management (cont’d)Management (cont’d)

Techniques to Reduce Conflict:Techniques to Reduce Conflict: AvoidanceAvoidance AccommodationAccommodation ForcingForcing CompromiseCompromise CollaborationCollaboration

Group TasksGroup Tasks

Highly complex and interdependent tasks Highly complex and interdependent tasks require:require: Effective communications: discussion among Effective communications: discussion among

group members.group members. Controlled conflict: More interaction among Controlled conflict: More interaction among

group members.group members.

Advantages of Using TeamsAdvantages of Using Teams

Teams outperform individuals.Teams outperform individuals.

Teams provide a way to better use Teams provide a way to better use employee talents.employee talents.

Teams are more flexible and responsive.Teams are more flexible and responsive.

Teams can be quickly assembled, Teams can be quickly assembled, deployed, refocused, and disbanded.deployed, refocused, and disbanded.

What Is a Team?What Is a Team?

Work TeamWork Team A group whose members work intensely on a specific A group whose members work intensely on a specific

common goal using their positive synergy, individual common goal using their positive synergy, individual and mutual accountability, and complementary skills.and mutual accountability, and complementary skills.

Types of TeamsTypes of Teams Problem-solving teamsProblem-solving teams Self-managed work teamsSelf-managed work teams Cross-functional teamsCross-functional teams Virtual teamsVirtual teams

Types of TeamsTypes of Teams

Problem-solving TeamsProblem-solving Teams Employees from the same department and Employees from the same department and

functional area who are involved in efforts to functional area who are involved in efforts to improve work activities or to solve specific improve work activities or to solve specific problemsproblems

Self-managed Work TeamsSelf-managed Work Teams A formal group of employees who operate A formal group of employees who operate

without a manager and responsible for a without a manager and responsible for a complete work process or segment.complete work process or segment.

Types of TeamsTypes of Teams

Cross-functional TeamsCross-functional Teams A hybrid grouping of individuals who are A hybrid grouping of individuals who are

experts in various specialties and who work experts in various specialties and who work together on various tasks.together on various tasks.

Virtual TeamsVirtual Teams Teams that use computer technology to link Teams that use computer technology to link

physically dispersed members in order to physically dispersed members in order to achieve a common goal.achieve a common goal.

Characteristics of Effective Characteristics of Effective TeamsTeams

Have a clear Have a clear understanding of their understanding of their goals.goals.

Have competent members Have competent members with relevant technical and with relevant technical and interpersonal skills.interpersonal skills.

Exhibit high mutual trust in Exhibit high mutual trust in the character and integrity the character and integrity of their members.of their members.

Are unified in their Are unified in their commitment to team goals.commitment to team goals.

Have good communication Have good communication systems.systems.

Possess effective Possess effective negotiating skillsnegotiating skills

Have appropriate leadershipHave appropriate leadership

Have both internally and Have both internally and externally supportive externally supportive environmentsenvironments