1. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 14-1 Chapter Fourteen Groups and Teams

2. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 14-2 Learning Objectives Describe the basic nature of groups: the dynamics of group formation and the various types of groups Discuss the implications that research on groups has for the practice of management Explain the important dynamics of informal groups and organizations Analyze the impact of groupthink Present the newly emerging team concept and practice

3. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 14-3 A Balance Theory Of Group Formation INDIVIDUAL XINDIVIDUAL Y COMMON ATTITUDES AND VALUES Religion Politics Lifestyle Marriage Work Authority Z

4. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 14-4 Stages Of Group Development Forming Storming Norming Performing Adjourning

5. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 14-5 The “Pitchfork” Results From The Schachter Study Control Hi Co, - Ind Lo Co, + Ind Lo Co, - Ind Hi Co, + Ind Productivity Induction Time, 16 minutes

6. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 14-6 Factors That Affect Group Cohesiveness Increase Cohesiveness Decrease Cohesiveness Agreement on group goals Frequency of interaction Personal attractiveness Intergroup competition Favorable evaluation Disagreement on goals Large group size Unpleasant experiences Intragroup competition Domination by one or more members

7. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 14-7 Informal Roles And The Informal Organization Informal Organization Communicator CollaboratorContributor Challenger

8. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 14-8 Symptoms Of Groupthink 1. There is an illusion of invulnerability leading to excessive risk taking 2. There are rationalizations by the members of the group to discount warnings 3. There is an unquestioned belief in the group’s inherent morality 4. Those who oppose the group are stereotyped as evil, weak, or stupid 5. There is direct pressure on any member who questions the stereotypes 6. There is self-censorship of any deviation from the apparent group consensus 7. There is the illusion of unanimity 8. There are self-appointed mindguards who protect the group from adverse information

9. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 14-9 Differences Between Work Groups and Teams Work Group Team Strong, focussed leadership Individual accountability Purpose is the same as the organization’s Individual work products Runs efficient meetings Measures effectiveness indirectly Discusses, decides, delegates Shared leadership roles Individual and mutual account- ability Specific purpose Collective work products Encourages open-ended, active problem-solving meetings Measures performance directly Discusses, decides, does real work