Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Groups and Teams Chapter 10

10-2 Learning Objectives Understand that the term group can be viewed from a number of perspectives Identify the elements in the process of group formation and development Describe the stages of group formation Identify ways to guard against groupthink Discuss relevant criteria for group effectiveness

10-3 Learning Objectives Identify the characteristics that distinguish a group from a team Describe the differences between a self-managed work team and a virtual team Describe the factors important to team success

10-4 Introduction The existence of groups can alter a person’s motivation or needs and can influence the behavior of people in an organizational setting

10-5 Introduction Group… two or more individuals interacting with each other to accomplish a common goal Team… mature group with member inter-dependence and motivation to achieve a common goal Groups and Teams are Not the Same Teams start out as groups, but not all groups mature into teams

10-6 Comparison of Groups and Teams

10-7 The Nature of Groups Minimum requirements for a group to exist Two or more individuals A common goal to be accomplished Some form of exchange or communication between these individuals

10-8 Types of Groups Formal Groups CommandTaskTeam Informal Groups InterestFriendship

10-9 Why People Form Groups Groups are formed based on… ■ Social needs ■ Security needs ■ Esteem needs ■ Proximity ■ Attraction ■ Group goals ■ Economic benefits

10-10 Stages of Group Development 1. Forming Group forms and situation is uncertain and disorganized 2. Storming Turbulence, disruption, and frustration is at highest level 3. Norming 4. Performing 5. Adjourning Share vision, values, goals, and expectations; deviations are not welcome Roles are specific, goals are clear, and results are noted Orderly disbanding

10-11 Group Composition Members of a homogeneous group share a number of characteristics ■ Members of a heterogeneous group have few or no similar characteristics All else being equal, homogeneous groups are the most likely to be cohesive ■ Heterogeneous groups can outperform homogeneous ones because they have a richer variety of knowledge and experience

10-12 Group Status Hierarchy A person is sometimes given status because of job seniority, age, or assignment Status is typically a consequence of characteristics that differentiate one position from another Subordinates may be reluctant to challenge those in charge, even when necessary The status hierarchy can have unintended and undesirable effects on preference Assigned status may have nothing to do with the formal status hierarchy

10-13 Group Member Roles Expected Role Perceived Role Enacted Role

10-14 Group Norms May be communicated in writing or verbally Accepted in various degrees by group members Formed only with respect to things that have significance for the group Used to regulate member behavior May apply to all members, or only some Norms are standards shared by group members

10-15 Norm Conformity Why employees conform to group norms is an issue of concern to managers Variables which influence conformity ■ Personal characteristics of the individual ■ Situational factors ■ Inter-group relationships ■ Cultural factors

10-16 Group Leadership Leaders exert influence over members ■ In formal groups, leaders can reward or punish members who do not conform to orders or rules A formal group may have no formal leader ■ Autonomous work groups ■ Self-managed teams

10-17 Group Leadership Helps the group accomplish its goals Embodies the values of the group Enables members to satisfy needs An informal group leader generally is a respected and high-status member who The leader receives and interprets communication relevant to the group

10-18 Group Cohesiveness A closeness or commonness of attitude, behavior, and performance ■ Acts on the members to remain in a group ■ Is greater than the forces pulling members away from the group As the cohesiveness of a work group increases, conformity to group norms also increases ■ These norms may not be consistent with those of the organization

10-19 Group Cohesiveness Sources of group attraction ■ Goals of the group and members are compatible ■ A charismatic leader ■ A good reputation for accomplishing tasks ■ The group is small enough to permit members of have their opinions heard ■ Members support and help one another

10-20 Group Cohesiveness and Organization Goals LowHigh Performance probably oriented away from organizational goals Performance probably oriented toward organizational goals Performance oriented away from organizational goals Performance oriented toward organizational goals Agreement with Organizational Goals Low High Degree of Group Cohesiveness

10-21 To Increase Group Cohesion Reach joint agreement on group goals Make the group more homogeneous Increase interaction among group members Make the group smaller Physically or socially isolate the group Allocate rewards to the group, not individuals Give the group and members more responsibility

10-22 Groupthink The deterioration of mental efficiency, reality testing, and moral judgment in the interest of group solidarity

10-23 Groupthink Characteristics of groups suffering from groupthink ■ Illusion of invulnerability ■ Tendency to moralize ■ Feeling of unanimity ■ Pressure to conform ■ Opposing ideas dismissed

10-24 End Results Measurable production is not the only end result of work group activities ■ The group’s productive output meets the standard of quantity, quality, and timeliness of the users of the output ■ The group process of doing the work enhances the capability of group members to work together interdependently in the future ■ The group experience contributes to the growth and well-being of its members

10-25 Teams The difference between a team and an immature, developing group ■ Total commitment to common goals and accountability to the team Perceived gains from using teams… ■ Economic improvements ■ Quality and productivity gains ■ Flattening of the organizational structure

10-26 Types of Teams Team Categories Problem-Solving Cross- Functional Virtual Research and Development Self-Managed

10-27 Team Effectiveness Effectiveness Empowerment RewardsCommunications Training

10-28 Training Team training includes ■ Individual task-related skills and abilities ■ How to function as a team member ■ Problem-solving skills ■ Creative thinking ■ Interpersonal skills

10-29 Improving Member Effectiveness Skills to improve team member effectiveness ■ Open-mindedness ■ Emotional stability ■ Accountability ■ Problem-solving abilities ■ Communication skills ■ Conflict resolution skills ■ Trust

10-30 Communications Teams often require information that used to be management’s exclusive domain Managers often fear a loss of their decision-making power Many teams fail due to management’s unwillingness to share information with the teams it created

10-31 Empowerment Regardless of the type of team, those that lack authority are less effective ■ It suggests that management doesn’t trust the team ■ It is the root of team empowerment problems Teams can also be given too much authority ■ Particularly true during the early stages of team development ■ Training can help members use authority effectively

10-32 Rewards Most rewards systems are individual-based ■ To the extent that teams perform well, the team should be rewarded ■ Reward systems can be incentive based or a form of profit-sharing