1. PowerPoint Presentation by Charlie Cook The University of West Alabama Student Version © 2010 South-Western, Cengage Learning, Inc. All rights reserved. Management: Principles and Practices Griffin 15 PART 5

2. © 2010 South-Western, Cengage Learning, Inc. All rights reserved.15–2 Groups and Teams in Organizations GroupGroup  Two or more people who interact regularly to accomplish a common purpose or goal. Types of Groups and TeamsTypes of Groups and Teams  Functional groups  Informal or interest groups  Task groups

3. © 2010 South-Western, Cengage Learning, Inc. All rights reserved.15–3 Teams TeamTeam  An interdependent group of workers who function as a unit, often with little or no supervision, to carry out work-related tasks, functions, and activities. Types of TeamsTypes of Teams  Self-managed teams  Cross-functional teams  High performance teams.

4. © 2010 South-Western, Cengage Learning, Inc. All rights reserved.15–4 Characteristics of Groups and Teams RoleRole  The part an individual plays in helping the group reach its goals.  Task-specialist role  Socioemotional role Role StructuresRole Structures  The set of defined roles and interrelationships among those roles that the group or team members define and accept.  Emerge as a result of role episodes in which the expected role is translated and defined into the enacted role.

5. © 2010 South-Western, Cengage Learning, Inc. All rights reserved.15–5 Role Structures Role AmbiguityRole Ambiguity  Occurs when the sent role is unclear. Role ConflictRole Conflict  Occurs when messages and cues of the sent role are clear but contradictory or mutually exclusive.  Interrole conflict  Intrarole conflict  Intrasender conflict  Person-role conflict Role overload occurs when role expectations exceed an individual’s capacities.Role overload occurs when role expectations exceed an individual’s capacities.

6. © 2010 South-Western, Cengage Learning, Inc. All rights reserved.15–6 Group Behavioral Norms Individual Traits External Stimulus Group and Team Pressure Sources of Norm Conformity Situational Factors

7. © 2010 South-Western, Cengage Learning, Inc. All rights reserved.15–7 Team and Group Cohesion CohesivenessCohesiveness  The extent to which members are loyal and committed to the group; the degree of mutual attractiveness within the group. Consequences of CohesivenessConsequences of Cohesiveness  The interaction between cohesiveness and performance norms  The best situation: high cohesiveness with high performance  The worst situation: high cohesiveness and low performance

8. © 2010 South-Western, Cengage Learning, Inc. All rights reserved.15–8 Interpersonal and Intergroup Conflict The Nature of ConflictThe Nature of Conflict  Conflict  A disagreement between two or more individuals, groups, or organizations.  Optimal level of conflict in an organization:  Too little conflict and the organization becomes complacent and apathetic, and lacking in innovation and underperforms.  Too much conflict creates a dysfunctional organization where hostility and non-cooperation predominate, and suffers from low performance.  A moderate level of conflict in an organization fosters motivation, creativity, innovation, and initiative and can raise performance.

9. © 2010 South-Western, Cengage Learning, Inc. All rights reserved.15–9 Conflict Resolution NegotiationNegotiation  The process in which two or more parties (people or groups) reach agreement on an issue even though they have different preferences regarding that issue. Psychological Individual differences Contextual Situational characteristics Mathematical Game theory Behavioral Cognitive approaches Approaches to Negotiation

10. © 2010 South-Western, Cengage Learning, Inc. All rights reserved.15–10 Key Terms groupgroup functional groupfunctional group informal or interest groupinformal or interest group task groupstask groups role structurerole structure role ambiguityrole ambiguity role conflictrole conflict role overloadrole overload normsnorms socializationsocialization cohesivenesscohesiveness informal leaderinformal leader conflictconflict