1. Types of Groups in Organizations Type of Formal or Established Degree of Group Informal by Permanence Example Command Formal Organization Permanent Hierarchical Group Task Formal Organization Temporary Task Force Permanent Self Managed Work Team Cross functional Teams Committees Interest Informal Individuals Temporary Support Group Permanent Union Friendship Informal Individuals Permanent Social Groups “Teams” = Task Groups

2. Organizational Groups as Linking Pins

3. Types of Teams Used.7.6.5.4.3.2.1 0 Process Parallel Project Partnership Teams TeamsTeams Teams 69% 67% 48% 17% = % of respondents Survey of 243 employers by the Hay Consulting Group, 1997, Bulletin to Management

4. A Model of Team Functioning Team Characteristics and Processes Team Outcomes Organizational Context Stages of Team Development

5. Team Characteristics & Processes Status Structure Ascribed vs. Achieved Status Idiosyncratic Credits Communication Structure Sociogram Task vs. Social Communication Role Structure Norm Structure Cohesiveness

6. Positive and Negative Group Norms Norms Positive Negative Performance Continuous Improvement Just do the minimum Teamwork Work together to betterIt’s a dog-eat-dog the organization world. Leadership Management really Management is out cares about employees. is out to get as much work out of us as possible. Org. Pride Talk up the companyRun down the as a great place to work. Company.

7. Factors affecting cohesiveness Increasing CohesivenessDecreasing Cohesiveness Agreement on goalsDisagreement on goals Frequency of interactionGroup size Personal attractivenessUnpleasant intra-group experiences Inter-group competitionIntra-group competition Favorable evaluationDomination by one individual

8. Stages of Team Development Norm Level of Stage Development Role of Leader Cohesion FormingMembership Heavy dependence Low on leader to set goals, etc. StormingInfluence Leader’s influence Low is questioned. NormingAffection Leader willing to High or work for good of Low the team. PerformingGrowth/ High interpersonal skills High Performancededicated to group.

9. Organizational Context and Team Performance Team Performance = f(team ability, motivation, opportunity) The Organization affects each of these factors: Ability: The organization sets up the team. The organization supports the team through information technical assistance resources authority Motivation: The org. sets the goals for the team. The org. establishes the reward system. Opportunity:The org. context must provide the opportunity for the team to perform.

10. Interaction of Team Development & Org. Context TeamOrganizational Context DevelopmentUnfavorable Favorable Under-developed Developed Nonfunctional Underfunctional Teams Teams Temporarily Functional Teams Fully Functional Teams

11. Team Outcomes Individual Organization Positive Negative Need Fulfillment Waste of time Problem solving/task Interpersonal conflict accomplishment and stress Communication Constraint on behavior Social Loafing Improved decision making Contradictory performance and problem solving norms Increased acceptance and Costly commitment to decisions Facilitates implementation Inter-team conflict Member control Resistance to change Promotes creativity and Groupthink innovation Escalation of commitment

12. Should I use individuals or teams? Individuals do better IF: When the problem has a single correct answer When the solution requires a long train of complex, interrelated steps Teams do better when: the problem is suitable to a division of labor AND group members have diverse & relevant skills the ultimate resolution of the problems depends on the acceptance of others the goal is to produce new, original or creative ideas

13. Tips for Using Teams Establish clear, reasonable goals for the team Have a specific reason for putting someone on a team Keep the size of each team reasonable Recognize the potential impacts (+&-) of diversity on team functioning. Recognize that teams do not automatically become high performers. Teams are not independent entities. Don’t expect too much too soon. Recognize the downside of teams. (They are not a panacea.)