1. PowerPoint Presentation by Charlie Cook Copyright © 2005 South-Western. All rights reserved. Chapter 10 Group Dynamics and Teamwork

2. Copyright © 2005 South-Western. All rights reserved.10–2 Learning Objectives After reading and studying this chapter and doing the exercises, you should be able to: 1.Describe the various types of groups in organizations. 2.Summarize the stages of group development and key roles members occupy within a work group. 3.Identify characteristics of an effective work group. 4.Implement two different methods of group problem solving and decision making. 5.Pinpoint several potential problems with group effort and know how to prevent them. 6.Explain how to foster teamwork.

3. Copyright © 2005 South-Western. All rights reserved.10–3 Types of Groups and Teams Groups  Interact with one another.  Are working toward some common purpose.,  Perceive themselves to be a group.  Have a strong, focused leader.  Have individual accountability.  Strive to run efficient meetings.

4. Copyright © 2005 South-Western. All rights reserved.10–4 Types of Groups and Teams (cont’d) Teams  Are a special type of group,  Have complementary skills.  Are committed to a common purpose.  Have a set of performance goals.  Have a defined approach to a task.  Have a team leader who shares leadership roles.  Have individual and mutual accountability.  Encourage open-ended discussion and participation.

5. Copyright © 2005 South-Western. All rights reserved.10–5 Types of Groups and Teams (cont’d) Formal groups  Are deliberately formed by the organization to accomplish specific tasks and achieve goals. Informal groups  Emerge over time through the interaction of workers to satisfy a social or recreational purpose.  Are not sanctioned but may be tolerated by the organization.

6. Copyright © 2005 South-Western. All rights reserved.10–6 Types of Work Teams Cross-functional team  A group of workers with different specialties drawn from the same level in the organization to blend their talents to accomplish a task such as product development.  Have individual members who think in terms of what is good for the organization and not their specialty.

7. Copyright © 2005 South-Western. All rights reserved.10–7 Types of Work Teams (cont’d) Top-management team  Is the group of managers at the top of organizations that collaborate in making most major decisions.  Occasionally, can be a committee of two or more top executives who claim to share power.

8. Copyright © 2005 South-Western. All rights reserved.10–8 Types of Work Teams (cont’d) Affinity groups  Are employee-involvement groups composed of professional-level (or knowledge) workers.  Meet regularly, share information, capture opportunities, and solve problems affecting their organizations.  Are self-directing and have a formal charter from their organizations.

9. Copyright © 2005 South-Western. All rights reserved.10–9 Types of Work Teams (cont’d) Virtual teams  Are small groups of people who conduct almost all of their collaborative work by electronic communication rather than face-to-face. Members can be located anywhere in the world.  Advanced “cybercollaboration” techniques:  E-mail for sharing information and “cybermeetings.”  Groupware for simultaneous document editing.  Desktop video conferencing to facilitate the virtual team.

10. Copyright © 2005 South-Western. All rights reserved.10–10 The Stages of Group Development EXHIBIT 10-2

11. Copyright © 2005 South-Western. All rights reserved.10–11 Stages of Group Development Stage 1: Forming  A time of confusion, caution, communality for members.  Group members learn:  What tasks are expected to be performed.  What the benefits are of group membership.  What rules must be followed and expected behaviors.

12. Copyright © 2005 South-Western. All rights reserved.10–12 Stages of Group Development (cont’d) Stage 2: Storming  A time of hostility, infighting, tension, and confrontation.  Members argue to clarify expectations.  Coalitions, cliques, and subgroups form within the group.

13. Copyright © 2005 South-Western. All rights reserved.10–13 Stages of Group Development (cont’d) Stage 3: Norming  A period of quiet; resistance is overcome and group standards (norms) are established.  Cohesiveness and commitment begin to emerge.  Sources of “norms”:  The group itself sets behavioral and performance standards.  Organizational rules and policies are adopted.  Influential team members who inspire the group.

14. Copyright © 2005 South-Western. All rights reserved.10–14 Stages of Group Development (cont’d) Stage 4: Performing  In this stage, the group is ready to focus on accomplishing its key tasks.  Intrinsic motivation and creativity emerge as the group performs (“working for the cause”). Stage 5: Adjourning  Groups are dissolved after their tasks are accomplished. Key managerial challenge:  To help groups move past the first three stages of group development into performing.

15. Copyright © 2005 South-Western. All rights reserved.10–15 Roles within Groups 1.Knowledge contributor 2.Process observer 3.People supporter 4.Challenger 5.Listener 6.Mediator 7.Gatekeeper 8.Take-charge leader

16. Copyright © 2005 South-Western. All rights reserved.10–16 Work Group Characteristics Related to Effectiveness EXHIBIT 10-3 Sources: Michael A. Campion, Ellen M. Papper, and Gina Medsker, “Relations between Work Team Characteristics and Effectiveness: A Replication and Extension,” Personnel Psychology, Summer 1996, p. 431; Bradley L. Kirkman and Benson Rosen, “Powering Up Teams,” Organizational Dynamics, Winter 2000, pp. 48–52; Stanley M. Gulley, Kara A. Incalcaterra, Aparna Joshi, and J. Matthew Beaubien, “A Meta-Analysis of Team Efficacy, Potency, and Performance: Interdependence and Level of Analysis as Moderators of Observed Relationships,” Journal of Applied Psychology, October 2002, pp. 819–832; Scott W. Lester, Bruce M. Meglino, and M. Audrey Korsgaard, “The Antecedents and Consequences of Group Potency: Longitudinal Investigation of Newly Formed Work Groups,” The Academy of Management Journal, April 2002, pp. 352–368; Vanessa Urch Druskat and Steven B. Wolff, “Building the Emotional Intelligence of Groups,” Harvard Business Review, March 2001, pp. 80–90.

17. Copyright © 2005 South-Western. All rights reserved.10–17 Effective Work Group Characteristics Job design  The use of job enrichment and the job characteristics model to develop self-management capabilities and to ensure participation in decision-making. A feeling of empowerment  The group’s belief in their authority to solve a variety of problems without first obtaining approval from management.  Group experiences: potency, meaningfulness, autonomy, and impact.

18. Copyright © 2005 South-Western. All rights reserved.10–18 Effective Work Group Characteristics (cont’d) Interdependence (Task and Goal)  Increases motivation and the sense of responsibility for the work of group as members interact and depend on one another to accomplish the task.  Involves linking individual goals to the group’s goals. Team efficacy  The team’s belief that it can successfully perform a specific task.

19. Copyright © 2005 South-Western. All rights reserved.10–19 Effective Work Group Characteristics (cont’d) Right mix and size  Increasing group diversity improves problem solving.  Groups must be large enough to do the job yet small enough to maintain internal communications, cohesiveness, and coordination. Emotional intelligence  Teams benefit from members with high emotional intelligence who build relationships both inside and outside the team, and understand their environment.

20. Copyright © 2005 South-Western. All rights reserved.10–20 Effective Work Group Characteristics (cont’d) Support for the work group  The availability of sufficient resources (e.g., training and managerial support) is essential to group success. Effective processes within the group  Simply believing that the group can do anything enhances group effectiveness.  Social support of others, workload sharing, communication and cooperation all contribute to group cohesiveness.

21. Copyright © 2005 South-Western. All rights reserved.10–21 Effective Work Group Characteristics (cont’d) Group cohesiveness  A group in which members work closely with each other, in a unified, cooperative manner, is likely to be effective. Familiarity with jobs, coworkers, and the environment  Effectiveness increases when group members have a high degree of specific knowledge of their jobs, coworkers, and the environment.

22. Copyright © 2005 South-Western. All rights reserved.10–22 Group Problem Solving and Decision Making Group decision-making styles  Consultative  Group leader consults with the group before deciding.  Consensus  Manager shares problem with group members who seek a solution.  Democratic  The group is empowered to make decision themselves.

23. Copyright © 2005 South-Western. All rights reserved.10–23 Steps in the Nominal Group Technique (NGT) 1.Members of the group are chosen and brought together. 2.If the group is too large, it is divided into subgroups. 3.The group leader presents the question. 4.Individual members independently record their work. 5.Each group member presents one idea without discussion. 6.Once members have presented their viewpoints, evaluate all of the ideas. 7.The meeting terminates with individuals voting to create a group ranking of the ideas.

24. Copyright © 2005 South-Western. All rights reserved.10–24 The Delphi Technique A sequence of questionnaires distributed to group members from which a solution is derived.  Members answer the questionnaire about the problem and transmit their responses to a coordinator.  The leader aggregates the responses, and then sends them back to the members for feedback.  Problem solving improves with each successive input.  In the last round, group members are asked to vote for their choice of solutions.

25. Copyright © 2005 South-Western. All rights reserved.10–25 Group Problem Solving and Decision Making: Steps in the Delphi Process Source: R. J. Tersine and W.E. Riggs, “The Delphi Technique: A Long-Range Planning Tool,“ Business Horizon (April, 1976): p. 53. Copyright © 1976 by the School of Business at Indiana University.StartStart Prepare questionnaire Determine expertise required Sample experts (sample size) Distribute questionnaire Analyze question responses Has consensus been reached? Provide requested information and tabulate responses Prepare the next questionnaire Problem definition Compile final responses and disseminate the results (final report) Yes

26. Copyright © 2005 South-Western. All rights reserved.10–26 Potential Problem Within Groups Group polarization  Shifts in member attitudes to more or less risky positions, which, in turn, reduces intragroup cohesion. Social loafing  Occurs when an undermotivated person shirks individual responsibility and tries to squeeze by without contributing a fair share of the work.

27. Copyright © 2005 South-Western. All rights reserved.10–27 Potential Problem Within Groups (cont’d) Groupthink  Occurs when strong group cohesiveness creates a extreme form of consensus and interferes with effective decision-making.  Contributors to groupthink:  Strong member-group identification  Directive leadership  High stress  Insulation of the group  No built-in mechanism for evaluating decisions

28. Copyright © 2005 South-Western. All rights reserved.10–28 Building Teamwork 1.Instill in teams an urgent constructive purpose. 2.Empower the group to determine how to meet its objectives. 3.Promote working together effectively as the norm. 4.Make frequent use of words and phrases that support teamwork. 5.Use language the fosters cohesion and commitment.

29. Copyright © 2005 South-Western. All rights reserved.10–29 Building Teamwork (cont’d) 6.Use a consensus decision-making style to foster participation. 7.Feed members valid facts and information that motivate them to work together. 8.Avoid micromanagement in supervising the team too closely. 9.Create physical structures suited for teams. 10.Reward the team as well as individuals. 11.Send members to outdoor (or off-site) training.