Managing Groups and Teams Chapter 15 Managing Groups and Teams Copyright © 2016 Pearson Canada Inc.

Copyright © 2016 Pearson Canada Inc. Learning Outcomes: Define group and describe the stages of group development. Describe the major components that influence group performance and satisfaction. Define team and describe best practices for team performance. Discuss contemporary issues in managing teams. Copyright © 2016 Pearson Canada Inc.

Groups and Group Development Two or more interacting and interdependent individuals who come together to achieve particular goals. Formal groups: Work groups that have designated work assignments and tasks directed toward organizational goals. Informal groups: Groups that are independently formed to meet the social needs of their members. Learning Outcome 1: Define group and describe the stages of group development. Work groups are a common arrangement within today’s business organizations. Work is being restructured around groups of all kinds and in all sizes of organizations. Managers need an understanding of group behaviour and the concept of teams in order to appreciate what groups can and cannot do within organizations and how groups function. Groups exhibit different behaviour—more than just the sum total of each group member’s individual behaviour. A group is defined as two or more interacting and interdependent individuals who come together to achieve particular objectives. Formal groups are work groups established by the organization and who have designated work assignments and specific tasks (see Exhibit 15-1). Informal groups are natural social formations that appear in the work environment. Copyright © 2016 Pearson Canada Inc.

Exhibit 15-1 Examples of Formal Groups Learning Outcome 1: Define group and describe the stages of group development. Command Groups Groups that are determined by the organization chart and composed of individuals who report directly to a given manager Copyright © 2016 Pearson Canada Inc.

Exhibit 15-2 Stages of Group Development Learning Outcome 1: Define group and describe the stages of group development. Command Groups Groups that are determined by the organization chart and composed of individuals who report directly to a given manager Copyright © 2016 Pearson Canada Inc.

Groups and Group Development Five Stages in Group Development Forming Storming Norming Performing Adjourning Learning Outcome 1: Define group and describe the stages of group development. There is strong evidence that groups pass through five stages as they develop (see Exhibit 15-2). 1. Stage 1. Forming is the first stage in group development, during which people join the group and then define the group’s purpose, structure, and leadership. Forming is a stage characterized by much uncertainty. This stage is complete when members begin to think of themselves as part of a group. 2. Stage 2. Storming is the second stage of group development characterized by intragroup conflict. When this stage is complete, members will agree upon the leadership hierarchy and group direction. 3. Stage 3. Norming is the third stage of group development, characterized by close relationships and cohesiveness. 4. Stage 4. Performing is the fourth stage in group development, when the group is fully functional. 5. Stage 5. Adjourning is the final stage in group development for temporary groups. It’s characterized by concern with wrapping up activities rather than with task performance. Copyright © 2016 Pearson Canada Inc.

Groups and Group Development Forming: Members join and begin the process of defining the group’s purpose, structure, and leadership. Learning Outcome 1: Define group and describe the stages of group development. There is strong evidence that groups pass through five stages as they develop (see Exhibit 15-2). 1. Stage 1. Forming is the first stage in group development, during which people join the group and then define the group’s purpose, structure, and leadership. Forming is a stage characterized by much uncertainty. This stage is complete when members begin to think of themselves as part of a group. 2. Stage 2. Storming is the second stage of group development characterized by intragroup conflict. When this stage is complete, members will agree upon the leadership hierarchy and group direction. 3. Stage 3. Norming is the third stage of group development, characterized by close relationships and cohesiveness. 4. Stage 4. Performing is the fourth stage in group development, when the group is fully functional. 5. Stage 5. Adjourning is the final stage in group development for temporary groups. It’s characterized by concern with wrapping up activities rather than with task performance. Copyright © 2016 Pearson Canada Inc.

Groups and Group Development Storming: Intragroup conflict occurs as individuals resist control by the group and disagree over leadership. Learning Outcome 1: Define group and describe the stages of group development. There is strong evidence that groups pass through five stages as they develop (see Exhibit 15-2). 1. Stage 1. Forming is the first stage in group development, during which people join the group and then define the group’s purpose, structure, and leadership. Forming is a stage characterized by much uncertainty. This stage is complete when members begin to think of themselves as part of a group. 2. Stage 2. Storming is the second stage of group development characterized by intragroup conflict. When this stage is complete, members will agree upon the leadership hierarchy and group direction. 3. Stage 3. Norming is the third stage of group development, characterized by close relationships and cohesiveness. 4. Stage 4. Performing is the fourth stage in group development, when the group is fully functional. 5. Stage 5. Adjourning is the final stage in group development for temporary groups. It’s characterized by concern with wrapping up activities rather than with task performance. Copyright © 2016 Pearson Canada Inc.

Groups and Group Development Norming: Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behaviour. Learning Outcome 1: Define group and describe the stages of group development. There is strong evidence that groups pass through five stages as they develop (see Exhibit 15-2). 1. Stage 1. Forming is the first stage in group development, during which people join the group and then define the group’s purpose, structure, and leadership. Forming is a stage characterized by much uncertainty. This stage is complete when members begin to think of themselves as part of a group. 2. Stage 2. Storming is the second stage of group development characterized by intragroup conflict. When this stage is complete, members will agree upon the leadership hierarchy and group direction. 3. Stage 3. Norming is the third stage of group development, characterized by close relationships and cohesiveness. 4. Stage 4. Performing is the fourth stage in group development, when the group is fully functional. 5. Stage 5. Adjourning is the final stage in group development for temporary groups. It’s characterized by concern with wrapping up activities rather than with task performance. Copyright © 2016 Pearson Canada Inc.

Groups and Group Development Performing: A fully functional group structure allows the group to focus on performing the task at hand. Learning Outcome 1: Define group and describe the stages of group development. There is strong evidence that groups pass through five stages as they develop (see Exhibit 15-2). 1. Stage 1. Forming is the first stage in group development, during which people join the group and then define the group’s purpose, structure, and leadership. Forming is a stage characterized by much uncertainty. This stage is complete when members begin to think of themselves as part of a group. 2. Stage 2. Storming is the second stage of group development characterized by intragroup conflict. When this stage is complete, members will agree upon the leadership hierarchy and group direction. 3. Stage 3. Norming is the third stage of group development, characterized by close relationships and cohesiveness. 4. Stage 4. Performing is the fourth stage in group development, when the group is fully functional. 5. Stage 5. Adjourning is the final stage in group development for temporary groups. It’s characterized by concern with wrapping up activities rather than with task performance. Copyright © 2016 Pearson Canada Inc.

Groups and Group Development Adjourning: The group prepares to disband and is no longer concerned with high levels of performance Learning Outcome 1: Define group and describe the stages of group development. There is strong evidence that groups pass through five stages as they develop (see Exhibit 15-2). 1. Stage 1. Forming is the first stage in group development, during which people join the group and then define the group’s purpose, structure, and leadership. Forming is a stage characterized by much uncertainty. This stage is complete when members begin to think of themselves as part of a group. 2. Stage 2. Storming is the second stage of group development characterized by intragroup conflict. When this stage is complete, members will agree upon the leadership hierarchy and group direction. 3. Stage 3. Norming is the third stage of group development, characterized by close relationships and cohesiveness. 4. Stage 4. Performing is the fourth stage in group development, when the group is fully functional. 5. Stage 5. Adjourning is the final stage in group development for temporary groups. It’s characterized by concern with wrapping up activities rather than with task performance. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Why are some groups more successful than others? The abilities of the group’s members The size of the group, the level of conflict The internal pressures on members to conform to the group’s norms Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2016 Pearson Canada Inc.

Exhibit 15-3 Group Performance Satisfaction Model Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Group Member Resources Knowledge, skills, abilities, and personality traits that individuals bring to a group. Interpersonal skills: conflict management/resolution, collaborative problem solving, and communication are important for work groups to perform well. Personality traits: affect group performance because they strongly influence how an individual will interact with other group members. Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Group Structure A role: Behaviour patterns expected of someone occupying a given position in a social unit. Role conflicts: Arise as individuals play multiple roles and adjust their roles to the group to which they belong at the time. Each role has different expectations, and may result in conflict. Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Group Structure Norms: Standards or expectations that are accepted and shared by a group’s members. Norms dictate things such as work output levels, absenteeism, promptness, and the amount of socializing on the job. Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Conformity: Individuals want to be accepted by groups to which they belong, they’re susceptible to pressures to conform Groupthink: A phenomenon in which a group exerts extensive pressure on an individual to align his or her opinion with others’ opinion. Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2016 Pearson Canada Inc.

Exhibit 15-4 Examples of Asch’s Cards Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Status Systems Status: A prestige grading, position, or rank within a group. Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Status Systems Status: can be a significant motivator with behavioural consequence may be informally conferred by characteristics such as education, age, skill, or experience is also formally conferred through a formal status system Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Group Size – impacts performance and satisfaction. Small groups are faster at completing tasks than are larger ones. Large groups get better results than smaller ones in terms of problem-solving. Large groups (12 or more members) are good for getting diverse input and gathering facts. Smaller groups (5 – 7 members) are better at doing something productive with facts. Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Social Loafing: The tendency for an individual to expend less effort when working collectively than when working individually. Group Cohesiveness: The degree to which members are attracted to one another and share the group’s goals Highly cohesive groups are more effective and productive than less cohesive groups when their goals align with organizational goals Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Group cohesiveness is the degree to which members are attracted to one another and share the group’s goals. Research has shown that highly cohesive groups are more effective than those that are less cohesive. However, it’s important to look at the degree to which the group’s attitude aligns with the goals. Exhibit 15-5 illustrates the relationship between cohesiveness and productivity. Copyright © 2016 Pearson Canada Inc.

Exhibit 15-5 Group Cohesiveness and Productivity Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Exhibit 15-5 illustrates the relationship between cohesiveness and productivity. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Tips for Managers: Increasing Group Cohesiveness Increasing socio-emotional cohesiveness. Keep the group relatively small. Strive for a favourable public image to increase the status and prestige of belonging. Encourage interaction and cooperation. Emphasize members’ common characteristics and interests. Point out environmental threats (for example, competitors’ achievements) to rally the group. Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Group cohesiveness is the degree to which members are attracted to one another and share the group’s goals. Research has shown that highly cohesive groups are more effective than those that are less cohesive. However, it’s important to look at the degree to which the group’s attitude aligns with the goals. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Tips for Managers: Increasing Group Cohesiveness Increasing instrumental cohesiveness Regularly update and clarify the group’s goal(s). Give every group member a vital “piece of the action.” Channel each group member’s special talents toward the common goal(s). Recognize and equitably reinforce every member’s contributions. Frequently remind group members they need each other to get the job done. Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Group cohesiveness is the degree to which members are attracted to one another and share the group’s goals. Research has shown that highly cohesive groups are more effective than those that are less cohesive. However, it’s important to look at the degree to which the group’s attitude aligns with the goals. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Group Process Factors that determines group performance and satisfaction concerns, the processes that go on within a work group, namely: Communication Decision making Conflict management Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Group Decision Making Advantages of Groups: generate more complete information bring a diversity of experience and perspectives to the process generate more diverse alternatives increase acceptance of a solution. are reluctant to fight or undermine a decision that they helped develop. increase legitimacy Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Group Decision Making Disadvantages of Group Decisions: Groups take more time to reach a solution. a dominant and vocal minority can influence the decision. groupthink can undermine critical thinking. the responsibility of any single member is ambiguous. Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Copyright © 2016 Pearson Canada Inc.

Exhibit 15-6 Creative Group Decision Making Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Exhibit 15-6 illustrates the challenge facing managers regarding conflict and group performance. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Conflict Management Perceived incompatible differences that result in interference or opposition. Traditional view: conflict must it avoided Human relations view: conflict is a natural and inevitable outcome in any group Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Conflict management is another group concept that we need to understand. Conflict is perceived incompatible differences that result in interference or opposition. There are a number of views about conflict: a. Traditional view of conflict argues that conflict must be avoided. b. The human relations view of conflict is the view that conflict is a natural and inevitable outcome in any group. c. The interactionist view of conflict is the view that some conflict is necessary for a group to perform effectively. d. Some conflicts are functional conflicts, those conflicts that support a group’s goals. Others are dysfunctional conflicts, which are conflicts that prevent a group from achieving its goals. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Traditional view of conflict: The view that all conflict is bad and must be avoided. Human relations view of conflict: The view that conflict is a natural and inevitable outcome in any group. Interactionist view of conflict : The view that some conflict is necessary for a group to perform effectively. Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Three different views have evolved regarding conflict. The traditional view of conflict argues that conflict must be avoided—that it indicates a problem within the group. Another view, the human relations view of conflict, argues that conflict is a natural and inevitable outcome in any group and need not be negative, but has potential to be a positive force in contributing to a group’s performance. The third and most recent view, the interactionist view of conflict, proposes that not only can conflict be a positive force in a group, but some conflict is absolutely necessary for a group to perform effectively. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Functional Conflicts: Conflicts that support a group’s goals and improve its performance. Dysfunctional Conflicts: Conflicts that prevent a group from achieving its goals Learning Outcome 2: Describe the major components that influence group performance and satisfaction. The interactionist view doesn’t suggest that all conflicts are good. Some conflicts functional conflicts are constructive and support the goals of the work group and improve its performance. Other conflicts dysfunctional conflicts are destructive and prevent a group from achieving its goals. Exhibit 15-7 illustrates the conflict challenges managers face. Copyright © 2016 Pearson Canada Inc.

Exhibit 15-7 Conflict and Group Performance Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Exhibit 15-7 illustrates the challenge facing managers regarding conflict and group performance. Copyright © 2016 Pearson Canada Inc.

Work Group Performance and Satisfaction Types of Conflict Task conflict over content and goals of the work Relationship conflict based on interpersonal relationships Process conflict: conflict over how the work gets done Learning Outcome 2: Describe the major components that influence group performance and satisfaction. Three types of conflict have been identified: 1. Task conflict relates to the content and goals of the work. 2. Relationship conflict focuses on interpersonal relationships and is always dysfunctional. 3. Process conflict refers to how the work gets done. Copyright © 2016 Pearson Canada Inc.

Exhibit 15-8 Conflict-Management Techniques Copyright © 2016 Pearson Canada Inc.

Turning Groups into Effective Teams Work Teams: A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills. Learning Outcome 3: Define team and describe best practices for team performance. Copyright © 2016 Pearson Canada Inc.

Turning Groups into Effective Teams Types of Work Teams: Problem-solving teams, Self-managed work teams, Cross-functional teams, Virtual teams Learning Outcome 3: Define team and describe best practices for team performance. Teams can do a variety of things. They can design products, provide services, negotiate deals, coordinate projects, offer advice, and make decisions. The four most common types of work teams are problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. Copyright © 2016 Pearson Canada Inc.

Turning Groups into Effective Teams Types of Teams Problem-solving teams - teams from the same department or functional area involved in efforts to improve work activities or to solve specific problems. Self-managed work teams - operates without a manager and is responsible for a complete work process or segment. Cross-functional teams - A work team composed of individuals from various specialties. Virtual teams - A type of work team that uses technology to link physically dispersed members in order to achieve a common goal. Learning Outcome 3: Define team and describe best practices for team performance. Copyright © 2016 Pearson Canada Inc.

Turning Groups into Effective Teams Work Groups: Interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Work Teams: Work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Learning Outcome 3: Define team and describe best practices for team performance. Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2016 Pearson Canada Inc.

Exhibit 15-9 Groups versus Teams Learning Outcome 3: Define team and describe best practices for team performance. Copyright © 2016 Pearson Canada Inc.

Exhibit 15-10 Characteristics of Effective Teams Learning Outcome 3: Define team and describe best practices for team performance. Copyright © 2016 Pearson Canada Inc.

Turning Groups into Effective Teams Characteristics of Effective Teams: Clear Goals Relevant Skills Mutual Trust Unified Commitment Good Communication Negotiating Skills Appropriate Leadership Internal and External Support Learning Outcome 3: Define team and describe best practices for team performance. Copyright © 2016 Pearson Canada Inc.

Current Challenges in Managing Teams Managers need to determine when it is best to use a team, especially global teams. Issues associated with global teams include: Group Member Resources in Global Teams Group Structure (conformity, status, social loafing, cohesiveness) Group Processes The Manager’s Role Learning Outcome 4 - Discuss contemporary issues in managing teams. Copyright © 2016 Pearson Canada Inc.

Exhibit 15-11 Drawbacks and Benefits of Global Teams Learning Outcome 4 - Discuss contemporary issues in managing teams. Copyright © 2016 Pearson Canada Inc.

Current Challenges in Managing Teams Building Teams Skills Such exercises are commonly used to illustrate and develop specific aspects or skills of being on a team. Such exercises help teams bond or connect and learn to rely on one another Learning Outcome 4 - Discuss contemporary issues in managing teams. Copyright © 2016 Pearson Canada Inc.

Current Challenges in Managing Teams Understanding Social Networks Social Networks The patterns of informal connections among individuals within a group. Learning Outcome 4 - Discuss contemporary issues in managing teams. What actually happens within groups? How do group members relate to each other, and how does work get done? Managers need to understand the social networks and social relationships of work groups. Why? Because a group’s informal social relationships can help or hinder its effectiveness. For instance, research on social networks has shown that when people need help getting a job done, they’ll choose a friendly colleague over someone who may be more capable. Copyright © 2016 Pearson Canada Inc.

Summary and Implications Define group and describe the stages of group development. Forming, storming, norming, performing, adjourning. Learning Outcome 1 Copyright © 2016 Pearson Canada Inc.

Summary and Implications Describe the major components that influence group performance and satisfaction. The major components that determine group performance and satisfaction are external conditions, group member resources, group structure, group processes, and group tasks. Learning Outcome 2 Copyright © 2016 Pearson Canada Inc.

Summary and Implications Define team and describe best practices for team performance. Teams have: shared leadership roles; individual and mutual accountability; specific purpose; collective work products; meetings with open-ended discussion and active problem solving; performance measured directly on collective work products; and the ability to discuss, decide, and do real work. The characteristics of an effective team include clear goals, relevant skills, mutual trust, unified commitment, good communication, negotiating skills, appropriate leadership, and internal and external support. Learning Outcome 3 Copyright © 2016 Pearson Canada Inc.

Summary and Implications Discuss contemporary issues in managing teams. The challenges of managing global teams can be seen in the group member resources, group structure, group processes, and the manager’s role in making it all work. Learning Outcome 4 Copyright © 2016 Pearson Canada Inc.