Organizational Behaviour Social Behaviour Groups and Teamwork

Defining groups A collection of two or more interacting individuals who share a common goal Task force (project groups) = temporary group put together to achieve a specific goal or solve a specific goal Committee = permanent groups to handle recurring issues that cannot not be handled by the normal hierarchical system.

Dynamics of group performance??

The effects of group size Performance – depends on the type of task Additive – potential created by adding performance together Disjunctive – potential determined by the best member Conjunctive – potential determined by weakest member - related to social loafing (free rider or sucker effect) Satisfaction - the larger the group the less the satisfaction level

Team size and productivity Total Productivity 1 2 3 4 5 6 7 8 Mean productivity per member 1 2 3 4 5 6 7 8

Group formation – group development Tuckman’s stage development model Forming – finding out about group members and the task Storming – conflict about leadership and the task Norming – developing norms and cohesion Performing – getting the job done Adjourning – leaving the group

Group formation – group development Punctuated equilibrium model Phase 1 – the group develops then maintains an interaction pattern and approach to the task Midpoint transition – a dramatic change in interaction patterns or task approach Phase 2 – the interaction pattern or approach to the task continues from the transition

Group norms Generally agreed upon informal rules that guide group member behaviour Can be prescriptive or proscriptive Examples - Dress norms or performance norms

Group cohesion/cohesiveness The strength of members’ desires to remain part of their group Influenced by: Time spent together External threat and competition Success Member diversity Size Initiation rights

The relationship between norms, cohesion and team performance Moderately high task performance High task performance Moderately low task performance Low task performance Team norms compatible with organizational objectives Team norms in conflict with organizational objectives Low Cohesion High Cohesion

The relationship between norms, cohesion and team performance Increase interactions Encourage face-to-face interactions, set groups goals, use teamwork Increase cohesion Assign tasks based on team preferences, create shared successes, create external competition Reduce interactions Divide work, reduce face-to-face contact, individualize feedback Align norms with organization Reward good performance, clarify the goals, be a role model Reduce cohesion Use individual rewards, create internal competition Team norms compatible with organizational objectives Team norms in conflict with organizational objectives Low Cohesion High Cohesion