1. chapter 11 EFFECTIVE WORK GROUPS AND TEAMS

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3. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Social Loafing Social loafingSocial loafing: The tendency for individuals to exert less effort when they work in a group than when they work alone. Proposed causes of social loafing: – Lack of connection between inputs and outcomes – Perception that individual efforts are unnecessary or unimportant – Both causes are linked with group size Sucker effectSucker effect: A condition in which some group members, not wishing to be considered suckers, reduce their own efforts when they see social loafing by other group members. 3

4. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Ways to Reduce Social Loafing Make individual contributions identifiable Make individuals feel that they are making valuable contributions to a group Keep the group as small as possible 4

5. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Advice to Managers Whenever feasible, make individual contributions or individual levels of performance in a group identifiable, and evaluate these contributions. When work is performed in groups, let each member know that he or she can make an important and worthwhile contribution to the group. When you are unable to evaluate individual contributions to a group, consider having group members evaluate each other’s contributions and rewarding group members on the basis of group performance. Keep work groups as small as possible while making sure that a group has enough resources (member knowledge, skills, experiences) to achieve its goals. Whenever feasible, make individual contributions or individual levels of performance in a group identifiable, and evaluate these contributions. When work is performed in groups, let each member know that he or she can make an important and worthwhile contribution to the group. When you are unable to evaluate individual contributions to a group, consider having group members evaluate each other’s contributions and rewarding group members on the basis of group performance. Keep work groups as small as possible while making sure that a group has enough resources (member knowledge, skills, experiences) to achieve its goals. 5

6. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Task Interdependence Thompson’s model of group tasks helps managers identify Task characteristics that can lead to process losses. The most effective ways to distribute outcomes or rewards to group members to generate high motivation. The model is based on the concept of task interdependence, which is the extent to which the work performed by one member of a group affects what other members do. There are three types: Pooled Task Interdependence Sequential Task Interdependence Reciprocal Task Interdependence 6

7. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Task Interdependence Pooled Task Interdependence: each member of a group makes separate and independent contributions to group performance. Sequential Task Interdependence: requires specific behaviors to be performed by group members in a predetermined order. Reciprocal Task Interdependence: the activities of all work group members are fully dependent on one another so that each member’s performance influences the performance of every other member of the group. 7

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9. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Task Interdependence As task interdependence moves from pooled to sequential to reciprocal interdependence, the potential for process losses increases because Identifying individual performance becomes increasingly harder. Coordination becomes more difficult. The potential for process gains also increases as task interdependence becomes more complex because of the increased likelihood of synergy. Synergy: A process gain that occurs when members of a group acting together are able to produce more or better output than would have been produced by the combined efforts of each person acting alone. 9

10. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Advice to Managers When a group task involves pooled interdependence, allocate individual tasks to group members to avoid duplication of effort, and evaluate individual levels of performance and reward group members for their individual performance. When a group task involves sequential interdependence, do as many of the following as feasible: Monitor on-the-job behaviors of group members. Reward group members for group performance. Assign workers with similar ability levels to the same group. Reward workers for good attendance. Have multiskilled workers available to fill in when needed. When a group task involves reciprocal interdependence, do as many of the following as feasible: Keep group size small. Make sure that each group member knows that he or she can make a contribution. Reward group members for group performance. Increase physical or electronic proximity of members. Encourage clear and open communication. Encourage members to help one another as needed. 10

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12. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Signs of Cohesiveness Low cohesiveness Low cohesiveness: Information flows slowly within the group, the group has little influence over its members’ behavior, and the group tends not to achieve its goals. Moderate cohesiveness Moderate cohesiveness: Group members work well together, there is a good level of communication and participation in the group, the group is able to influence its members’ behavior, and the group tends to achieve its goals. Very high cohesiveness Very high cohesiveness: Group members socialize excessively on the job, there is a very high level of conformity in the group and intolerance of deviance, and the group achieves its goals at the expense of other groups. 12

13. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Consequences of High Cohesiveness (Table 11.1) Consequences of High Cohesiveness A high level of participation and communication within the group A high level of conformity to group norms Group goal accomplishment Advantages Group members are more likely to perform behaviors necessary for the group and organization to achieve their goals, information flows quickly in the group, and turnover may be relatively low. The group is able to control its members’ behavior to achieve group goals. The group achieves its goals and is effective. Group members may waste time socializing on the job and chatting about nonwork matters. Excessive conformity within the group may result in resistance to change and failure to discard dysfunctional norms. Group members may not cooperate with other groups as much as they should. Potential Disadvantages 13

14. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Disadvantages of High Cohesiveness (Table 11.2) Consequences of High Cohesiveness Consequences of High Cohesiveness A high level of participation and communication within the group A high level of conformity to group norms Group goal accomplishment A high level of participation and communication within the group A high level of conformity to group norms Group goal accomplishment Disadvantages Group members waste time socializing on the job and chatting about nonwork matters. Group members behave in ways that are dysfunctional for the organization. The group achieves its goals at the expense of organizational goals. Group members waste time socializing on the job and chatting about nonwork matters. Group members behave in ways that are dysfunctional for the organization. The group achieves its goals at the expense of organizational goals. 14

15. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Advice to Managers If group and organizational goals are aligned and group cohesiveness is very low, try to increase cohesiveness by decreasing the size of the group, increasing the level of similarity of group members, introducing some element of competition with other groups, giving special rights or privileges, and encouraging “small successes.” If group and organizational goals are aligned and group cohesiveness is very high, try to lower it by increasing group size, introducing more diversity within the group, discouraging competition with other groups, and encouraging cooperation. If group and organizational goals are not aligned, do not try to increase cohesiveness. Try to realign group goals with organizational goals by ensuring that group members benefit when their efforts help the organization achieve its goals. If group and organizational goals are aligned and group cohesiveness is very low, try to increase cohesiveness by decreasing the size of the group, increasing the level of similarity of group members, introducing some element of competition with other groups, giving special rights or privileges, and encouraging “small successes.” If group and organizational goals are aligned and group cohesiveness is very high, try to lower it by increasing group size, introducing more diversity within the group, discouraging competition with other groups, and encouraging cooperation. If group and organizational goals are not aligned, do not try to increase cohesiveness. Try to realign group goals with organizational goals by ensuring that group members benefit when their efforts help the organization achieve its goals. 15

16. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Important Organizational Groups Top Management Team The Top Management Team is the team of managers who report to the chief executive officer (CEO). Self-Managed Work Teams Self-Managed Work Teams are teams in which team members have the autonomy to lead and manage themselves and determine how the team will perform its tasks. Research and Development Teams Research and Development Teams are usually cross- functional teams that are formed to develop new products. Virtual Teams Virtual Teams are teams in which a significant amount of communication and interaction occurs electronically rather than face to face. 16

17. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall Conditions for Self-Managed Teams 1.The group must be truly self-managing. 2.The work performed by the group must be sufficiently complex and result in some sort of finished end product. 3.Managers in the organization must support and be committed to the use of self-managed work teams. 4.Members of successful self-managed work teams must be carefully selected to ensure that the team has the right complement of skills and expertise to get the job done. 5.Team members need to have the ability to work with others and the desire to work as part of a team. 17

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