Managing Group and Team Processes Week 6

Learning Objectives Defining and classifying groups Identifying the elements in the process of group formation and development Identifying the variables associated with group structure Identifying the variables that distinguish a team from a group Identifying types of teams and their objectives Discussing the relevant criteria for team effectiveness and the key roles of members Identifying contemporary issues in managing teams

Team Versus Groups: What’s the Difference?

Defining and Classifying Groups formal group A designated work group defined by the organisation’s structure. group (s) Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. informal group A group that is neither formally structured nor organisationally determined; appears in response to the need for social contact.

Defining and Classifying Groups (cont’d)

Why People Join Groups Security Status Self-esteem Affiliation Power Goal Achievement

Stages of Group Development norming stage The third stage in group development, characterised by close relationships and cohesiveness. forming stage The first stage in group development, characterised by much uncertainty. storming stage The second stage in group development, characterised by intragroup conflict.

Stages of Group Development (cont.) adjourning stage The final stage in group development for temporary groups, characterised by concern with wrapping up activities rather than task performance.

Stages of Group Development (cont.)

Group Behaviour Model

External Conditions Imposed on the Group Imposed Conditions: Organisation’s overall strategy Authority structures Formal regulations Resource constraints Selection process Performance and evaluation system Organisation’s culture Physical work setting

Group Structure - Roles Work groups have a structure that shapes the behavior of members and include the following variables: Formal Leadership Leadership that is imposed on the group by the organisation. Leaders who derive their power from the positions they occupy in the organisational structure. Formal leaders may or may not also be the informal leaders of the groups in which they function.

Group Structure - Roles (cont’d) A set of expected behaviour patterns attributed to someone occupying a given position in a social unit. role identity Certain attitudes and behaviours consistent with a role. role perception An individual’s view of how he or she is supposed to act in a given situation.

Group Structure - Roles (cont’d)

Group Structure - Norms Acceptable standards of behaviour within a group that are shared by the group’s members. Classes of Norms: Performance norms Appearance norms Social arrangement norms Allocation of resources norms

Group Structure - Norms (cont’d) conformity Adjusting one’s behaviour to align with the norms of the group. reference groups Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

Group Structure - Norms (cont’d) deviant workplace behaviour Antisocial actions by organisational members that intentionally violate established norms and that result in negative consequences for the organisation, its members, or both.

Group Structure - Status Group Norms Status Equity Culture Group Member Status

Group Structure - Size Other conclusions: Performance Expected Actual (due to loafing) Other conclusions: Odd number groups do better than even. Groups of 7 or 9 perform better overall than larger or smaller groups. Group Size

Group Structure - Composition group demography The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organisation, and the impact of this attribute on turnover. cohorts Individuals who, as part of a group, hold a common attribute.

Group Structure - Cohesiveness Increasing group cohesiveness: Make the group smaller. Encourage agreement with group goals. Increase time members spend together. Increase group status and admission difficultly. Stimulate competition with other groups. Give rewards to the group, not individuals. Physically isolate the group.

Group Processes

Comparing Work Groups and Work Teams

Types of Teams

Types of Teams (cont’d) Task forces Committees

Types of Teams (cont’d) Team Characteristics The absence of paraverbal and nonverbal cues A limited social context The ability to overcome time and space constraints

Levels of Team Performance & Type of Team Performance impact High performance team Ordinary team Working Group Potential team Pretend team Team Effectiveness

High Performance Teams Teams committed to achievement of challenging, common goals, & team members accountable for each others performance. High degree of commitment to achievement of team’s goals & everyone’s personal growth & success.

Building a High Performance Team Establish direction & urgency Set clear, challenging goals & define immediate tasks with times needed to be completed Establish clear rules of behaviour & expectations of team members Select team members on skill & potential, not qualifications or status Ensure meetings are efficient & have useful outcomes Challenge the group regularly with new facts & information Spend time together removing personal barriers Use positive feedback, recognition & reward

Beware: Teams Aren’t Always the Answer Three tests to see if a team fits the situation: Is the work complex and is there a need for different perspectives? Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? Are members of the group involved in interdependent tasks?

A Team-Effectiveness Model

Key Roles of Teams

Turning Individuals Into Team Players The Challenges Overcoming individual resistance to team membership. Countering the influence of individualistic cultures. Introducing teams in an organisation that has historically valued individual achievement.

Turning Individuals Into Team Players cont’d.. Shaping Team Players Selecting employees who can fulfill their team roles. Training employees to become team players. Reworking the reward system to encourage cooperative efforts while continuing to recognise individual contributions.

Contemporary Issues in Managing Teams Team effectiveness and quality management requires that teams are: Are small enough to be efficient and effective. Are properly trained in required skills. Allocated enough time to work on problems. Are given authority to resolve problems and take corrective action. Have a designated “champion” to call on when needed.

Team and Workforce Diversity: Advantages and Disadvantages of Diversity

Reinvigorating Mature Teams Problems of Mature Teams Becoming stagnant and complacent as cohesiveness increases. Developing groupthink. Confronting more difficult issues. Reinvigorating Teams Prepare members to deal with problems of maturity. Offer refresher training. Offer advanced training. Encourage teams to treat their development as a constant learning experience.