Effective Groups and Teams chapter fifteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

Learning Objectives 1. Explain why groups and teams are key contributors to organizational effectiveness. 2. Identify the different types of groups and teams that help managers and organizations achieve their goals. 3. Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams. 4. Explain why it is important for groups and teams to have a balance of conformity and deviance and a moderate level of cohesiveness. 5. Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams. 15-2

Groups, Teams and Organizational Effectiveness  Group  Two or more people who interact with each other to accomplish certain goals or meet certain needs. 15-3

Groups’ and Teams’ Contributions to Organizational Effectiveness 15-4 Figure 15.1

The Types of Groups and Teams in Organizations 15-5 Figure 15.2

The Types of Groups and Teams 15-6

The Types of Groups and Teams 15-7

Group Size  Disadvantage of small groups is that members of small groups have fewer resources available to accomplish their goals. 15-8

Group Tasks  Pooled task interdependence  Members make separate, independent contributions to group such that group performance is the sum of each member’s contributions 15-9

Types of Task Interdependence Figure 15.3

The Stages of Group Development Figure 15.4

Figure 15.5 Balancing Conformity and Deviance in Groups 15-12

Sources and Consequences of Group Cohesiveness Figure 15.6

Reducing Social Loafing in Groups  Social loafing  The tendency of individuals to put forth less effort in a group than individually.  Results in possibly lower group performance and failure to attain group goals 15-14

Three Ways to Reduce Social Loafing Figure 15.7