1. Chapter 13: Managing Groups and Teams Learning Objectives
Recognize & understand group dynamics and development
Understand the difference between groups and teams
Understand how to organize effective teams
Recognize and address common barriers to team effectiveness
Know how you can build & maintain cohesive teams

2. Group and Team Management in the P-O-L-C Framework

3. What is a group?
A group is a collection of individuals who interact with each other to achieve common goals
Groups and teams have become an essential component of an organization’s success
Being able to work in a group is a key skill for managers and employees alike

4. Types of Groups: Formal and Informal
Informal groups are made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization
A formal work group is made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group

5. Stages of Group Development
The Punctuated-Equilibrium Model

6. Fundamental Factors of Group Cohesion
Similarity
Stability
Size
Support
Satisfaction

7. Can a Group Have Too Much Cohesion?
An internal pressure to conform may arise where some members modify their behavior to adhere to group norms
Cohesive groups will often disapprove of members who dare to disagree
Groupthink is a group pressure phenomenon that increases the risk of the group making flawed decisions

8. Groups with High Cohesion and High Task Commitment Tend to Be the Most Effective

9. Social Loafing and Collective Efficacy
Social loafing refers to the tendency of individuals to put in less effort when working in a group context
“Others aren’t pulling their weight, so why should I?”
Collective efficacy refers to a group’s perception of its ability to successfully perform well
“this is a good group”
“we can do this” and

10. Differences between Groups and Teams
A group is a collection of individuals but different from teams in both scope and composition
A team is a particular type of group: a cohesive coalition of people working together to achieve mutual goals
A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable

11. The purpose of assembling a team
Accomplish larger, more complex goals than what would be possible for an individual working alone
Perform, get results, and achieve victory in the workplace
Combine multiple skills or where buy-in is required from several individuals
The best managers are those who can gather together a group of individuals and mold them into an effective team

12. Compensation Based on Shared Outcomes Sacrifice for the Common Good
Key Properties of a Team
Collaborative Action
Compensation Based on Shared Outcomes
Sacrifice for the Common Good

13. Three Major Classes of Team Tasks
Production tasks include actually making something –
constructing a building
Idea generation tasks deal with creative tasks –
brainstorming
Problem-solving tasks includes coming up with plans for actions and making decisions

14. Three Types of Task Interdependence
Pooled interdependence
Sequential interdependence
Reciprocal interdependence

15. Team Role Typology
These 10 roles include task roles (light yellow), social roles (medium orange), and boundary spanning roles (dark orange)

16. Types of Teams
A task force is a temporary team which is asked to address a specific issue or problem until it is resolved
A product development team can be temporary or ongoing
A cross-functional team appears in matrix organizations where individuals from different parts of the organization staff the team which may be temporary or long standing in nature

17. Challenges of Virtual Teams
Virtual teams are teams where members are not located in the same physical place
Upwards of 8.4 million individuals worldwide work virtually in at least one team
virtual teams are formed to take advantage of distributed expertise or time
Challenges of Virtual Teams
Building trust is difficult
If individuals in a virtual team are not fully
engaged and tend to avoid conflict,
team performance can suffer

18. Team leadership is a major determinant of how autonomous a team can be

19. Designing Effective Teams
Team Composition
Who Are the Best Individuals for the Team?
Team Size
How Large Should My Team Be?
Team Diversity
How Diverse Should My Team Be?

20. The ideal size for a team depends on the task at hand
Groups larger than 10 members tend to be harder to coordinate and often break into subteams to accomplish the work at hand

21. Team Norms and Contracts
Norms are shared expectations about how things operate within a group or team
A team contract includes established ground rules, goals, and roles
Key to successful team design is to have clear norms, roles, and expectations among team members

22. Meeting Preparation Manage the Meeting After the meeting
Be sure a meeting is even needed
Create and distribute an agenda
Send a reminder prior to the meeting
Manage the Meeting
Start and end the meeting on time
Manage group dynamics for full participation
Summarize the meeting with action items
After the meeting
Follow up on action items

23. A Creative Technique for Effective Meetings
Conducting meetings standing up saves time yet keeps information flowing across the team

24. Barriers to Effective Teams Challenges Knowing Where to Begin
Dominating Team Members
Poor Performance of Team Members
Poorly Managed Team Conflict

25. Building Your Cohesive Team
Establish common objectives
Let members choose goals and participate fully
Define clear roles and responsibilities
Build familiarity through close proximity
Give frequent praise and validate
Treat all members with dignity and respect
Celebrate differences
Establish common rituals