Effective Groups and Teamwork Learning Objectives Describe the five stages of Tuckman’s theory of group development. Contrast roles and norms, and specify four reasons norms are enforced in organizations. Explain how a workgroup becomes a team, and identify five teamwork competencies. List at least four things managers can do to build trust. Describe self-managed teams and virtual teams. Describe groupthink, and identify at least four of its symptoms. Chapter Ten

Formal and Informal Groups 10-1 Group: two or more freely interacting people with shared norms and goals and a common identity. Formal group: formed by the organization. Informal group: formed by friends. McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Organizational Functions Formal Groups Fulfill Organizational and Individual Functions 10-2 Table 10-1 Organizational Functions Accomplish complex, interdependent tasks that are beyond the capabilities of individuals. Generate new or creative ideas and solutions. Coordinate interdepartmental efforts. Provide a problem-solving mechanism for complex problems requiring varied information and assessments. Implement complex decisions. Socialize and train newcomers. McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Formal Groups Fulfill Organizational and Individual Functions (Cont.) 10-3 Table 10-1 Individual Functions Satisfy the individual’s need for affiliation. Develop, enhance, and confirm the individual’s self—esteem and sense of identity. Give individuals an opportunity to test and share their perceptions of social reality. Reduce the individual’s anxieties and feelings of insecurity and powerlessness. Provide a problem-solving mechanism for personal and interpersonal problems. McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Tuckman’s Five-Stage Theory of Group Development 10-4 Figure 10-1 Performing Norming Adjourning Storming Forming Return to Independence Dependence/ interdependence Independence McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Tuckman’s Five-Stage Theory of Group Development (Cont.) 10-5 Figure 10-1 Forming Storming Norming Performing Individual Issues “How do I fit in?” “What’s my role here?” “What do the others expect me to do?” “How can I best perform my role?” “What’s next?” Group Issues “Why are we here?” “Why are we fighting over who is in charge and who does what?” “Can we agree on roles and work as a team?” “Can we do the job properly?” “Can we help members transition out?” McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Group Member Roles Task Roles Description 10-6 Table 10-2 Intiator Suggests new goal or ideas Information seeker/giver Clarifies key issues Opinion seeker/giver Clarifies pertinent values Elaborator Promotes greater understanding through examples or exploration of implications Coordinator Pulls together ideas and suggestions Keeps group headed toward its stated goal(s). Orienter Tests groups accomplishments with various criteria such as logic and practicality Evaluator Prods group to move along or to accomplish more Energizer Performs routine duties Procedural technician Performs “group memory” function by documenting discussion and outcomes Recorder McGraw-Hill McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Group Member Roles (Cont.) 10-7 Table 10-2 Maintenance Roles Description Encourager Fosters group solidarity by accepting and praising various points of view Harmonizer Mediates conflict through reconciling or humor Compromiser Helps resolve conflict by meeting others “half way” Gatekeeper Encouragers all group members to participate Standard setter Evaluates the quality of group process Records and comments on group processes/dynamics Commentator Serves as a passive audience Follower McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Norms 10-8 Norm: shared attitudes, opinions, feelings, or actions that guide social behavior. How norms are developed: Explicit statements by supervisors or co-workers Critical events in the group’s history Primacy Carryover behaviors from past situations Why norms are enforced: Help the group or organization survive Clarify or simplify behavioral expectations Help individuals avoid embarrassing situations Clarify the group’s or organization’s central values and/or unique identity McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Teams 10-9 Team: small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach. A group becomes a team when the following are met: Leadership becomes a shared activity Accountability shifts from strictly individual to both individual and collective The group develops its own purpose or mission Problem solving becomes a way of life, not a part-time activity Effectiveness is measured by the group’s collective outcomes and products McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Trust Trust: reciprocal faith in other’ intentions and behavior. 10-10 Trust: reciprocal faith in other’ intentions and behavior. Three Dimensions of Trust: Overall trust Emotional trust Reliableness McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

How to Build Trust Communication. Support. Respect. Fairness. 10-11 Communication. Support. Respect. Fairness. Predictability. Competence. McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Indirect Influence Tactics of Self-Managed Teams 10-12 Relating Scouting Persuading Empowering McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Virtual Teams 10-13 Virtual team: information technology allows group members in different locations to conduct business. McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Threats to Group and Team Effectiveness 10-14 Groupthink: Janis’s term for cohesive in-group’s unwillingness to realistically view alternatives. Symptoms: Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Team Effectiveness (Cont.) Threats to Group and Team Effectiveness (Cont.) 10-15 Social Loafing: decrease in individual effort as group size increases. Explanations: Equity of effort Loss of personal accountability Motivational loss due to sharing of rewards Coordination loss as more people perform the task McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.