1. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Chapter 9 Organizational Behavior Nelson & Quick, 6 th edition Work Teams and Groups

2. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Groups & Teams Group - Group - two or more people with common interests, objectives, and continuing interaction Work Team - Work Team - a group of people with complementary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable

3. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Characteristics of a Well-Functioning, Effective Group EffectiveGroups Task well understood and accepted Relaxed, comfortable, informal atmosphere People express both feelings and ideas Members listen well and participate

4. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Characteristics of a Well-Functioning, Effective Group EffectiveGroups Clear assignments made and accepted Group aware of its operation and function Conflict and disagreement center around ideas or methods Consensus decision making

5. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Group Behavior Norms of Behavior - Norms of Behavior - the standards that a work group uses to evaluate the behavior of its members Group Cohesion - Group Cohesion - the “interpersonal glue” that makes members of a group stick together

6. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Group Behavior Social Loafing - Social Loafing - the failure of a group member to contribute personal time, effort, thoughts, or other resources to the group Loss of Individuality - Loss of Individuality - a social process in which individual group members lose self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior

7. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Three Issues Addressed by Groups Interpersonal issues (Matters of trust, personal comfort, and security) Task issues (Mission or purpose, methods, expected outcomes) Authority issues (Leadership, managing power and influence, communication flow)

8. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Group Formation Formal Groups - Formal Groups - official or assigned groups gathered to perform various tasks need ethnic, gender, cultural, and interpersonal diversity need professional and geographical diversity Informal Groups - Informal Groups - unofficial or emergent groups that evolve in the work setting to gratify a variety of member needs not met by formal groups Photos courtesy of Clips Online ©2008 Microsoft Corporation

9. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Tuckman’s 5-Stage Model of Group Development Little agreement Unclear purpose Guidance & direction Forming Conflict Increased clarity of purpose Power struggles Coaching Storming Agreement & consensus Clear roles & responsibilities Facilitation Norming Clear vision & purpose Focus on goal achievement Delegation Performing Task completion Good feeling about achievements Recognition Adjourning

10. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Punctuated Equilibrium Model Groups do not progress linearly Alternate between periods of inertia and bursts of energy.

11. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Leadership/Teams Often the first step toward leadership is when the manager begins to see his/her role as more of a coach then a boss. This is done by helping the employee to achieve their potential, rather than simply telling them what to do.

12. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Leadership/Teams Logically, if we view ourselves as coaches, we should begin to view our subordinates as a team. This involves a fundamentally different approach to the workplace.

13. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Good when performing complicated, complex, interrelated and/or more voluminous work than one person can handle Good when knowledge, talent, skills, and abilities are dispersed across organizational members Empowerment and collaboration; not power and competition Basis for total quality efforts Why Teams?

14. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Teams Potential Group Effectiveness Process Gains Process Losses Actual Group Effectiveness Steiner, 1972

15. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Teams Factors affecting group performance: Members External influences Roles Norms Status Group size Social loafing Group shift

16. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Teams Positives: More info More diversity Higher quality Acceptance of outcome Negatives: Time Conformance pressure Dominance by strong minority Ambiguous responsibility

17. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Teams The goal of a work team is to function as a single entity with the express purpose of achieving the goals of the overall organization.

18. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Teams They require a great deal of hard work They require substantial training They require proper direction They require feedback on performance They require proper rewards

19. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Teamwork Teamwork - Teamwork - joint action of people in which individual interests are subordinated to team unity Photos courtesy of Clips Online ©2008 Microsoft Corporation

20. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Good when performing complicated, complex, interrelated and/or more voluminous work than one person can handle Good when knowledge, talent, skills, and abilities are dispersed across organizational members Empowerment and collaboration; not power and competition Basis for total quality efforts Why Work Teams?

21. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved New vs. Old Team Environments New Team Environment Old Work Environment Person generates initiatives Person follows orders Team charts its own steps Manager charts course Right to think for oneself. People rock boat; work together People conformed to manager’s direction. No one rocked the boat. People cooperate using thoughts and feelings; direct talk People cooperated by suppressing thoughts and feelings; wanted to get along SOURCE: Managing in the New Team Environment, by Hirschhorn, © 1991. Reprinted by permission of Prentice-Hall, Inc.,Upper Saddle River, N. J.

22. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Diversity in Teams Diversity Focuses on effects of dissimilarity within the team May have positive or negative effects Value dissimilarity –Positively relates to task and relationship conflict –Negatively related to team involvement

23. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Diversity in Teams Dissimilarity Demographic dissimilarity influences –Absenteeism –Commitment –Turnover intentions –Beliefs –Workgroup relationships –Self-esteem –Organizational citizenship behavior (OCB)

24. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Creativity in Teams Creativity Individual dissimilarity and functional diversity positively affects individual creative behavior Can team creativity be enhanced by greater team diversity? Can social loafing, conformity and downward norm setting be overcome?

25. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Self-Managed Teams Self-Managed Teams Self-Directed Teams Autonomous Work Groups - Self-Managed Teams Self-Directed Teams Autonomous Work Groups - teams that make decisions that were once reserved for managers How does an organization capitalize on the advantages and avoid the risks of self managed teams?