1. McGraw-Hill/Irwin© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Groups and Teams Chapter Ten

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 team concept and its practice.

3. Introduction Formal and informal groups – the team concept and practice Teams – self-managed and cross- functional

4. Nature of Groups Meaning of a group and group dynamics Dynamics of group formation –Theories of group formation Theory of George Homans: activities, interactions, and sentiments Theodore Newcomb’s classic balance theory of group formation Theoretical approach to group formation from social psychology: exchange theory

5. Nature of Groups Continued Dynamics of group formation (continued) Theodore Newcomb’s classic balance theory of group formation

6. Nature of Groups Continued Dynamics of group formation (continued) –Identifiable stages of group development: Forming Storming Norming Performing Adjourning –Practicalities of group formation Punctuated equilibrium model

7. Nature of Groups Continued Types of groups –Primary groups Small groups and self-managed teams –Coalitions –Other types of groups Memberships and reference groups In-groups and out-groups

8. Nature of Groups Continued Implications from research on group dynamics –Groups expert Richard Hackman - important role leadership plays in group performance –Conditions a leader can control include: Setting a compelling direction for the group’s work Designing and enabling group structure Ensuring that the group operates within a supportive context Providing expert coaching

9. Nature of Groups Continued Group Cohesiveness

10. Nature of Groups Continued Group/team effectiveness –Three factors that play the major role Task interdependence Outcome interdependence Potency –Three behaviors keys to adapting to unusual circumstances or events: Information collection and transfer Task prioritization Task distribution

11. Dynamics of Informal Groups Norms and roles in informal groups –Boundary spanner –Buffer –Lobbyist –Negotiator –Spokesperson Informal organization

12. Dysfunctions of Groups and Teams Norm violation and role ambiguity/conflict Groupthink, conformity problem –Symptoms of groupthink

13. Dysfunctions of Groups and Teams Continued Risky shift phenomenon Dysfunctions in perspective Social loafing

14. Teams in the Workplace Nature of teams Cross-functional teams –Choose members carefully –Establishing team purpose –Ensuring understanding of functions –Conduct intensive team building –Achieve noticeable results

15. Teams in the Workplace Continued Virtual teams –Synchronous technologies Self-managed teams –A group of employees who are responsible for managing and performing technical tasks that result in a product or service being delivered to an internal or external customer

16. Teams in the Workplace Continued Training guidelines: self-managed teams

17. Teams in the Workplace Continued How to make teams more effective –Team building –Collaboration –Group leadership –Cultural/global issues

18. Questions