1. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Chapter 7 Group and Team Behavior

2. 8 - 2 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Group – two or more employees who interact with each other in such a manner that the behavior and/or performance of a member is influenced by the behavior and/or performance of other members.

3. 8 - 3 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Types of Groups  Formal Groups – created by managerial decision to accomplish stated goals of the organization. Command Group Command Group Task Group Task Group  Formal Groups – created by managerial decision to accomplish stated goals of the organization. Command Group Command Group Task Group Task Group  Informal Groups – arise from individual efforts and develop around common interests and friendships rather than deliberate design. Interest Groups Interest Groups Friendship Groups Friendship Groups  Informal Groups – arise from individual efforts and develop around common interests and friendships rather than deliberate design. Interest Groups Interest Groups Friendship Groups Friendship Groups

4. 8 - 4 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Why People Form Groups The Satisfaction of Needs Proximity and Attraction Group GoalsEconomics

5. 8 - 5 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Mutual Acceptance Communication and Decision Making Motivation and Productivity Control and Organization Stages of Group Development

6. 8 - 6 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Characteristics of Groups StructureStatus Hierarchy Roles Leadership Cohesiveness Norms

7. 8 - 7 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. 4 Expected role: Formal requirements of the role within the group. 4 Perceived role: The set of behaviors which the group member believes he/she should enact. 4 Enacted role: The behaviors which the member actually carries out. Role Types in Groups

8. 8 - 8 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Group Norms  Standards of behavior shared by group members  Formed only for things important to the group  May be written, but more often orally communicated; can be implicit  Accepted in various degrees by group members  May apply to all or to only some group members

9. 8 - 9 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Leadership Roles in Groups  In Formal Groups Can exercise legitimately sanctioned power (i.e., rewards and punishment)  In Informal Groups Helps accomplish group goals Enables members to satisfy needs Embodies the values of the group Represents group’s viewpoint with other group leaders Facilitates group conflict, initiates group actions, maintains the group as a functioning unit

10. 8 - 10 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Group Cohesiveness: Sources of Attraction to a Group  The goals of the group and the members are compatible and clearly specified  The group has a charismatic leader  The group has a reputation for accomplishment  The group is small enough to have members’ opinions heard  The members support one another and help each other overcome obstacles

11. 8 - 11 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Degree of group cohesiveness Low Performance probably oriented away from organizational goals Performance probably oriented toward achievement of organizational goals High Performance oriented away from organizational goals Performance oriented toward achievement of organizational goals LowHigh Agreement with organizational goals Relationship Between Group Cohesiveness and Agreement with Organizational Goals

12. 8 - 12 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Groupthink – A cohesive group’s desire for agreement interferes with the group’s consideration of alternative solutions.

13. 8 - 13 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Characteristics of Groupthink  Illusion of invulnerability. Members believe that they are invincible.  Tendency to moralize. Any opposition to group views is characterized by members as weak, evil, or unintelligent.  Feelings of unanimity. Each member of the group supports the leader’s decisions. Members may have reservations about decisions, but do not share their views.

14. 8 - 14 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Characteristics of Groupthink (continued)  Pressure to conform. Formal and informal attempts are made to discourage discussion of divergent views. Formal and informal attempts are made to discourage discussion of divergent views.  Opposing ideas dismissed. Any individual or outside group that criticizes or opposes a decision receives little or no attention from the group. Any individual or outside group that criticizes or opposes a decision receives little or no attention from the group.

15. 8 - 15 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Types of Teams Problem-Solving Teams Virtual Teams Cross-Functional Teams Skunkworks Self-Directed Work Teams

16. 8 - 16 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Why are Teams Formed?  To enhance organizational productivity  To assume the tasks of managers eliminated by downsizing  To provide flexibility and faster decisions  To enhance organizational productivity  To assume the tasks of managers eliminated by downsizing  To provide flexibility and faster decisions  To take advantage of the benefits of diversity  To improve quality  To increase customer satisfaction  To take advantage of the benefits of diversity  To improve quality  To increase customer satisfaction

17. 8 - 17 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Teams should be used when the following factors are present:  A serious commitment from group members.  A complicated problem that requires employees with diverse talents and functional expertise.  A goal of improving on an existing product, service, or process.  A task that lends itself to a division of labor.  A situation in which making the wrong decision is too costly.

18. 8 - 18 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Before placing employees into teams, decision makers should ask the following questions:  Can the work be performed better by more than one individual?  Does the work lend itself to a common set of goals for the people in a team?  Are members of the team interdependent?

19. 8 - 19 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Requirements for Effective Teams  Top-level commitment and provision of clear goals.  Management-employee trust.  Willingness to take risks and share information.  Time, resources, and a commitment to training.

20. 8 - 20 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. The Role Concept  Role: Organized set of behaviors expected of an individual in a specific position  Multiple roles: Roles performed simultaneously because the individual holds many positions in a variety of organizations and groups  Role set/role perception: Individuals’ expectations for behavior of a person in a particular role; different groups have different expectations

21. 8 - 21 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Role Conflict  Person-role conflict: role requirements violate the basic values, attitudes, and needs of the individual  Intra-role conflict: difficulty in satisfying the role requirements of people with different expectations  Inter-role conflict: difficulty in fulfilling multiple roles with conflicting expectations

22. 8 - 22 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Results of Role Conflict  An individual confronted with role conflict experiences psychological stress that may result in emotional problems and indecision.  Role conflict occurs frequently and with negative effects on performance over a wide spectrum of occupations.  When individuals are faced with conflicting expectations or demands from two or more sources, the likely result is a decline in performance.