8. Chapter 5: Groups and Teamwork
Amanda Tumbach
Gary McInenly
Raynard Enriquez
Adam Baker

9. Groups vs. Teams 4 types of teams
Groups and Teams
Groups vs. Teams
4 types of teams

10. Groups and Teams used as a way to better utilize employee talents.
outperform individuals
potential for greater outputs without increasing inputs
more flexible & responsive

11. Groups vs. Teams
Group: 2 or more individuals, interacting and interdependent, who have a stable relationship, common goal and perceive themselves as a group
Team: groups that work close together to a common objective, and are accountable to one another
not all groups are teams, but all teams are groups

12. Problem-Solving (or Process-Improvement) Teams
groups of 5-12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency and the work environment.
ideas and suggestions are shared
it is found that the use of teamwork varies by organizational size

13. Quality Circles most problem-solving teams use quality circles
a work group of employees (about 8-10) who meet regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions
employees participating in quality circles are required to learn further skills and methods to analyze and solve quality problems

14. Self-Managed (or Self-Directed) Work Teams
a group of employees who take on responsibilities of their former managers
These responsibilities include:
planning & scheduling of work
assigning tasks to members
collectively controlling the pace of work
making operating decisions
taking action on problems
teams select their own members and make evaluations on each other

15. Cross-Functional (or Project) Teams
a team made up of employees from about the same hierarchical level, but from different work areas who come together to accomplish a task
an effective means of allowing individuals from diverse areas within an organization or between organizations to exchange info, develop new ideas and solve problems, and to coordinate complex projects
downfall occurs in developmental stages

16. Includes: Task forces: temporary cross-functional teams
Committees: groups composed of members from across departmental lines
Skunkworks: cross-functional teams that develop spontaneously to create new products or work on complex problems
work in isolation

17. Virtual Teams
use of computer technology to tie together physically dispersed members in order to achieve a common goal
collaborate online using communication links
can do all things that other teams do, and can often be more efficient due to ease of sharing info
downfall in absence of paraverbal cues, nonverbal cues, and social contact

18. From Individual to Team Member
Roles
Norms
Status

19. In order for a team to function, individuals have to achieve some balance between their own needs and the needs of the team.
Individuals bring:
Personality
Previous Experience

20. Possible pressures individual group members put on each other through expectations.
Roles
Norms
Status

21. Roles
A set of expected behaviour patterns attributed to someone occupying a given position in a social unit.
Role Identity
Role Perception
Role Expectation
Role Conflict

22. Psychological Contract
An unwritten agreement that sets out what management expects from the employee and vice versa.

23. Norms
acceptable standards of behaviour within a group that are shared by the group’s members
means of influencing behaviour
differ among groups, communities and societies
but all entities have norms
formalized norms are written up in organizational manuals that set out rules and procedures
most norms in organizations are informal

24. Conformity adjusting your behaviour to align with the norms of a group
Reference Groups

25. Status
a socially defined position or rank given to groups or group members by others
motivation
acquired, ascribed
significance?

26. Stages Of Group and Team Development
The Five-Stage Model
The Punctuated-Equilibrium Model

27. Five-Stage Model 1. Forming
The first stage of development, Characterized form the saying “testing the waters”
2. Storming
The second stage of development, know as the power struggle or intragroup conflict stage

28. 3. Norming
The third stage of development, Characterized by close relationships and cohesiveness
4. Performing
The fourth stage of development, were the group of team is fully functional and accepted

29. 5. Adjourning
The final stage of development for temporary groups or teams, characterized by concern with wrapping up activities rather than task performance

30. The Punctuated-Equilibrium Model
Phase 1
The first meeting in which members of a team gather to set the direction of the group. These direction become “ written in stone ”, Known as the period of inertia
Phase 2
Team moves out of the inertia stage and recognizes that work needs to be completed

31. Transition
This stage is in between phase 1 and 2. The stage acts like a alarm clock, heightening members awareness to get thing done. This stage is characterized by a concentrated burst of changes. That revise the direction of the team for phase 2

32. Creating Effective Teams
Model of Team Effectiveness
- Work Design - Composition
- Process - Context

33. Model of Team Effectiveness
Work Design
Autonomy
Skill Variety
Task Identity
Task significance
Composition
Ability
Personality
Roles and Diversity
Size
Flexibility
Preference for teamwork
Team Effectiveness
Process
Common Purpose
Specific goals
Team efficacy
Conflict
Context
Adequate Resources
Leadership
Performance
Evaluation and Rewards

34. Work Design
Work together and collectively take responsibility for a goal or task.
This includes:
Autonomy: independence
Skill Variety: using different skills and talents
Task Identity: ability to complete a whole and identifiable task
Task Significance: participation that has a substantial impact

35. Composition
Select members with their strengths in mind and supply task that fit.
This includes:
Ability
Personality
Roles and Diversity
Size
Flexibility
Preference for teamwork

36. Ability technical expertise problem solving and decision making skills
interpersonal skills

37. Personality Must be careful of team selection based on personality.
This includes:
Extroversion
Agreeableness
Conscientiousness
Emotional Stability
Groups with these characteristics are most likely to be successful.

38. Roles There are two types of roles:
1. Task oriented roles: performed by group members to ensure that tasks are accomplished
Ex. initiators, Information seekers, information providers, elaborators, summarizers, consensus makers
2. Maintenance roles: carried out to ensure that group members maintain good relations
Ex. harmonizers, compromisers, gatekeepers, encouragers

39. Size
The smaller the group the faster the productivity. (groups consisting of 7 individuals)
The larger the group the slower the productivity, but better for gaining diverse input.
(groups consisting of 12 or more individuals)

40. Flexibility
Individuals who can complete more then one task or another individual’s task.

41. Context Three factors that are most significant:
1. Presence of adequate resources
2. Effective leadership
3. Performance evaluation/Reward system

42. Adequate Resources support from management and the organization
This includes:
Technology
Staffing
Assistance
Encouragement
Information

43. Leadership This includes looking after such things as:
Scheduling
Workload
Skill Development
Conflict resolve
How to make/modify decisions
higher expectation/positive mood = greater productivity, lower turnover, better performance

44. Performance Evaluation and Rewards
getting a member to be individually/jointly accountable
Some evaluations of performance:
Team results
Effectiveness/Team functioning
Personal effectiveness

45. Process Variables of the group include: Common purpose Specific Goals
Efficacy
Accountability: Conflict and Social Loafing

46. Common Purpose Specific Goals
provides direction, momentum, and commitment for members
broader then a goal
Specific Goals
facilitate clear communication
help maintain employees focus on achieving results
set milestones

47. Team Efficacy Success breads success
Cohesiveness helps build team efficiency
Cohesiveness
Low High
High Productivity
Moderate Productivity
Low Productivity
Moderate to Low Productivity
Performance Norms
What can be done to increase team efficiency?
1. helping the team to achieve small successes and skill training
2. provide training to improve workers technical and
interpersonal skills

48. Social Loafing and Accountability
Conflict Levels
Relationship conflict can effect a teams performance both positively and negatively.
Task conflict can improve team effectiveness.
Social Loafing and Accountability
Social loafing is related to the size of the group.
Social loafing: tendency for individuals to expend less effort when working collectively then when working individually
Successful teams make members individually and jointly accountable.

49. Teams and Workforce Diversity
Advantages & Disadvantages

50. Teams and Work Force Diversity
Advantages Disadvantages
Multiple Perspectives Ambiguity
Greater openness to new ideas Complexity
Multiple interpretations Confusion
Increase creativity Miscommunication
Increase Flexibility Difficulty reaching agreements
Increase problem-solving skills Difficulty agreeing on
specific actions

51. Beware! Teams Aren’t Always the Answer
How do you know if teams are for you ?
Three tests can be applied
1. Can the work be done better by more then one person.
2. Does the work create a common purpose or set of goals for the people in the group that is more than aggregate of individual goals.
3. Are members of the group interdependent.