1. Chapter 15 Effective Groups and Teams
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2. Learning Objectives
Explain why groups and teams are key contributors to organizational effectiveness.
Identify the different types of groups and teams that help managers and organizations achieve their goals.
Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams.
Explain why it is important for groups and teams to have a balance of conformity and deviance and a moderate level of cohesiveness.
Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams.
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3. Groups, Teams and Organizational Effectiveness
Two or more people who interact with each other to accomplish certain goals or meet certain needs.
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4. Groups, Teams and Organizational Effectiveness
A group whose members work intensely with each other to achieve a specific, common goal or objective.
Two characteristics distinguish teams from groups
Intensity with which team members work together
Presence of a specific, overriding team goal or objective
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5. Groups, Teams and Organizational Effectiveness
Two characteristics distinguish teams from groups:
Intensity with which team members work together
Presence of a specific, overriding team goal or objective
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6. Groups and Teams as Performance Enhancers
Advantage of synergy
People working in a group are able to produce more outputs than would have been produced if each person had worked separately
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7. Groups and Teams as Performance Enhancers
Factors that contribute to synergy
Ability of group members to bounce ideas off one another
To correct one another’s mistakes
To bring a diverse knowledge base to bear on a problem
To accomplish work that is too vast for any one individual to achieve
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8. Groups’ and Teams’ Contributions to Organizational Effectiveness
Groups and teams can help an organization gain a
competitive advantage because they can (1) enhance its performance, (2) increase its responsiveness
to customers, (3) increase innovation, and (4) increase employees’ motivation and
satisfaction (see Figure 15.1 ).
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9. Groups and Teams and Responsiveness to Customers
Difficult to achieve given the many constraints.
Safety issues, regulations, costs.
Cross-functional teams can provide the wide variety of skills needed to meet customer demands.
Teams consist of members of different departments.
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10. Teams and Innovation Innovation
The creative development of new products, new technologies, new services, or new organizational structures
Individuals rarely possess the wide variety of skills needed for successful innovation.
Team members can uncover each other’s flaws and balance each other’s strengths and weaknesses
Innovation
The creative development of new products, new technologies, new services, or new organizational structures
Individuals rarely possess the wide variety of skills needed for successful innovation.
Team members can uncover each other’s flaws and balance each other’s strengths and weaknesses
Managers should empower the team and make it accountable for the innovation process.
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11. Groups and Teams as Motivators
Members of groups, and particularly teams, are often better motivated and satisfied than individuals.
Team members can see how their efforts and expertise directly contribute to the achievement of team and organizational goals, and they feel personally responsible for the outcomes or results of their work
Members of groups, and particularly teams, are often better motivated and satisfied than individuals.
Team members are more motivated and satisfied than if they were working alone.
Team members can see the effect of their contribution to achieving team and organizational goals.
Teams provide needed social interaction and help employees cope with work-related stressors.
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12. The Types of Groups and Teams in Organizations
To achieve their goals of high performance, responsiveness to customers,
innovation, and employee motivation, managers can form various
types of groups and teams (see Figure 15.2 ). Formal groups are those
that managers establish to achieve organizational goals. The formal work
groups are cross-functional teams composed of members from different departments, such as
those at Hallmark Cards, and cross-cultural teams composed of members from different cultures
or countries, such as the teams at global carmakers. As you will see, some of the groups
discussed in this section also can be considered to be cross-functional (if they are composed
of members from different departments) or cross-cultural (if they are composed of members
from different countries or cultures).
Sometimes organizational members, managers or nonmanagers, form groups because
they feel that groups will help them achieve their own goals or meet their own needs (for
example, the need for social interaction). Groups formed in this way are informal groups .
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13. Types of Groups and Teams
Formal Group
A group that managers establish to achieve organizational goals.
Informal Group
A group that managers or nonmanagerial employees form to help achieve their own goals or to meet their own needs.
Cross-functional teams
composed of members from different departments
Cross-cultural teams
composed of members from different cultures or countries
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14. Types of Groups and Teams
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15. The Types of Groups and Teams
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16. Keys to Effective Self-Managed Teams
Give the team enough responsibility and autonomy to be truly self-managing.
The team’s task should be complex enough to include many different steps.
Select members carefully for their diversity, skills, and enthusiasm.
Managers should guide and coach, not supervise.
Analyze training needs and be sure it is provided.
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17. Advantages of small groups
Group Size
Advantages of small groups
Interact more with each other and easier to coordinate their efforts
More motivated, satisfied, and committed
Easier to share information
Better able to see the importance of their personal contributions
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18. Group Size
Disadvantage of small groups is that members of small groups have fewer resources available to accomplish their goals.
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19. Group Size Advantages of large groups Disadvantages of large groups
More resources at their disposal to achieve group goals
Enables managers to obtain division of labor advantages
Disadvantages of large groups
Problem of communication and coordination
Lower level of motivation
Members might not think their efforts are really needed
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20. Group Tasks Task interdependence
degree to which the work performed by one member of the group influences the work performed by other members
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21. Group Tasks Pooled task interdependence
Members make separate, independent contributions to group such that group performance is the sum of each member’s contributions
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22. Group Tasks Sequential task interdependence
Exists when group members must perform specific tasks in a predetermined order.
Reciprocal task interdependence
Exists when the work performed by each group member is fully dependent on the work performed by other group members.
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23. Types of Task Interdependence
Management expert James D. Thompson identified three types of task interdependence:
pooled, sequential, and reciprocal (see Figure 15.3 ).
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24. Group Roles
Group Role
The set of behaviors and tasks that a group member is expected to perform because of his or her position in the group.
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25. Group Roles
In cross-functional teams, members are expected to perform roles in their specialty.
Managers should clearly describe expected roles to group members when they are assigned to the group.
Role-making occurs as workers take on more responsibility in their roles as group members.
Self-managed teams may assign the roles to members themselves.
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26. Group Leadership
Effective leadership is a key ingredient in high performing groups, teams, and organizations.
A manager may appoint a member of a group who is not a manager to be group leader or chairperson.
Group or team members may choose their own leaders, or a leader may emerge naturally as group members work together to achieve group goals
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27. The Stages of Group Development
Although every group’s development over time is unique, researchers have identified five
stages of group development that many groups seem to pass through (see Figure 15.4 ). Forming Storming Norming Performing Adjourning
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28. Stages of Group Development
Forming
Group members get to know each other and reach common understanding
Storming
Group members experience conflict because some members do not wish to submit to demands of other group members
Norming
Close ties and consensus begin to develop between group members.
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29. Stages of Group Development
Performing
The group begins to do its real work.
Adjourning
Only for task forces that are temporary
Group is dispersed
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30. Example – Furman University Orientation
Like many universities, Furman engages freshman in orientation activities
This includes many activities in the residential halls
Many are forming and storming activities
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31. Group Norms Group Norms
Shared guidelines or rules for behavior that most group members follow
Managers should encourage members to develop norms that contribute to group performance and the attainment of group goals
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32. Group Norms Conformity and Deviance
Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right.
When a member deviates, other members will try to make them conform, expel the member, or change the group norms to accommodate them.
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33. Balancing Conformity and Deviance in Groups
To effectively
help an organization gain a competitive advantage, groups and teams need the
right balance of conformity and deviance (see Figure 15.5 ). A group needs a certain
level of conformity to ensure that it can control members’ behavior and channel it in the direction of high performance and group goal accomplishment. A group also needs a
certain level of deviance to ensure that dysfunctional norms are discarded and replaced
with functional ones. Balancing conformity and deviance is a pressing concern for all
groups, whether they are top management teams, R&D teams, command groups, or self-managed
work teams.
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34. Group Cohesiveness Group cohesiveness Three major consequences
The degree to which members are attracted to their group
Three major consequences
Level of participation
Level of conformity to group norms
Emphasis on group goal accomplishment
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35. Sources and Consequences of Group Cohesiveness
There are three major consequences
of group cohesiveness: level of participation within a group, level of conformity to group norms,
and emphasis on group goal accomplishment (see Figure 15.6 ).
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36. Factors Leading to Group Cohesiveness
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37. Motivating Group Members to Achieve Organizational Goals
Members should benefit when the group performs well—rewards can be monetary or in other forms such as special recognition.
Individual compensation is a combination of both individual and group performance.
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38. Reducing Social Loafing in Groups
The tendency of individuals to put forth less effort in a group than individually.
Results in possibly lower group performance and failure to attain group goals
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39. Three Ways to Reduce Social Loafing
Make individual efforts identifiable and accountable.
Emphasize the valuable contributions of individual members.
Keep group size at an appropriate level.
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40. Video: Zappos Explain the role of teams and teamwork at Zappos.
How has the leadership style at Zappos contributed to the success of the company?
Zappos.com -- Run Time: 12:36
Purchased in 2009 by Amazon.com, Zappos has been allowed to continue to operate as it had prior to the acquisition. The company's ten core values are based on pursuing growth and learning, and passion and determination. All decisions are based on these core values. The company is organized into teams that transcend the work environment, and 20% of the team's time must be spent outside of the work environment. Relationship-building helps drive a management approach that focuses on the primary goal of the company -- to provide the best possible experience for the customer.
Follow-Up Questions:
1. What are the characteristics that are valued by Zappos in terms of management and leadership?
2. How does Zappos incorporate its core values into the management function of organizing?
3. Explain the role of teams and teamwork at Zappos.
4. How has the leadership style at Zappos contributed to the success of the company?
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