hbo handout chapter 10 (groups and teams)

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ChapterChapter

Groups and TeamsGroups and Teams

1010

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The existence of groups can alter a

person’s motivation or needs and

can influence the behavior of people

in an organizational setting.

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IntroductionIntroduction

• Groups and teams are not the same

• Group – two or more individuals interacting with each other to accomplish a common goal

• Teams – mature groups with a degree of member interdependence and motivation to achieve a common goal

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10-5Teams and Groups Share Many Common Characteristics:Teams and Groups Share Many Common Characteristics:

1. They can be formed when two or more individuals interact

2. Both teams and groups provide structure for the work and interaction of its members

3. Their members can perform specific technical, leadership, problem-solving, and emotional roles

4. Members of groups and teams share a common goal(s)

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Group Versus Team DifferencesGroup Versus Team Differences

Formal Work Group Team

Works on common goals Total commitment to common goals

Accountable to manager Accountable to team members

Skill levels are often random Skill levels are often complementary

Performance is evaluated by leader Performance is evaluated by members as well as leaders

Culture is one of change and conflict Culture is based on collaboration and total commitment to common goals

Performance can be positive, neutral, or negative

Performance can be greater than the sum of members’ contribution or synergistic (e.g., 1 + 1 + 1 = 5)

Success is defined by the leader’s aspirations

Success is defined by the members’ aspirations

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Types of GroupsTypes of Groups

Formal Groups

• Command Group

• Task Group

Formal Groups

• Command Group

• Task Group

Informal Groups

• Interest Group

• Friendship Group

Informal Groups

• Interest Group

• Friendship Group

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Why People Form GroupsWhy People Form Groups

Attraction Goals Economics

NeedSatisfaction

Proximity

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1. FormingGroup forms and situation Group forms and situation is uncertain and is uncertain and disorganizeddisorganized Stages of Stages of

Group Group DevelopmentDevelopment2. Storming

Turbulence, disruption, Turbulence, disruption, and frustration is at and frustration is at highest levelhighest level

3. Norming

4. Performing

5. Adjourning

Share vision, values, goals, Share vision, values, goals, and expectations; and expectations; deviations are not welcomedeviations are not welcome

Roles are specific, goals Roles are specific, goals are clear, and results are are clear, and results are notednoted

Disbands in an orderly wayDisbands in an orderly way

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10-10Stages of Group Development (1 of 3)

Stages of Group Development (1 of 3)

Stage 1: FormingStage 1: Forming• The beginning stage of group development• Individuals are brought together as a functioning unit• Agree to rules of conduct and the goals of the teamStage 2: StormingStage 2: Storming• Most turbulent stage of group development• The group confronts conflicts and discovers ways to

keep the group focused

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10-11Stages of Group Development (2 of 3)

Stages of Group Development (2 of 3)

Stage 3: NormingStage 3: Norming• The group establishes its long-term vision of how it

will function over time• This agreement is referred to as shared values• The group’s norms are the unwritten rules of

correct behavior and decorum

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10-12Stages of Group Development (3 of 3)

Stages of Group Development (3 of 3)

Stage 4: PerformingStage 4: Performing• Reached when the group is able to begin

performing the task it was designed to address• The group begins to fine-tune its work patternsStage 5: AdjourningStage 5: Adjourning• A functioning group or team is able to disband

once the work tasks are completed

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Norms Leadership Cohesiveness

StatusHierarchy

Roles

Composition

Characteristics of GroupsCharacteristics of Groups

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CompositionComposition

• The extent to which group members are alike

• Homogeneous group – members share a number of similar characteristics

• Heterogeneous group – members have few or no similar characteristics

• Group composition can influence outcomes

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Status HierarchyStatus Hierarchy

• Status – the rank, respect, or social position that an individual has in a group

• Individuals in leadership roles possess status because of their roles

• The individual’s skill in performing a job as a factor related to status

• Expertise in the technical aspects of the job is a factor related to status

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RolesRoles

Expected Role

Perceived Role

Enacted Role

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NormsNorms

• Norms – the standards shared by members of a group• Formed only with respect to things that

have significance to the group• Accepted in various degrees by group

members• May apply to every group members, or may

apply to only some group members

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Norm ConformityNorm Conformity

• Why employees conform to group norms is an issue of concern to managers

• Variables which influence conformity to norms:• personal characteristics of the individual• situational factors• inter-group relationships• cultural factors

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LeadershipLeadership

• In the formal group the leader can exercise legitimately sanctioned power• i.e., the leader can reward or punish

members who do not comply with the orders or rules

• Sometimes a formal group has no single formal leader• autonomous work groups• self-managed teams

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10-20Characteristics of Informal GroupLeaders (1 of 2)Characteristics of Informal GroupLeaders (1 of 2)

1. The leadership role is filled by the individual who possesses the attributes that members perceive as being critical for satisfying their needs

2. The leader embodies the values of the group• able to perceive those values• able to organize them into intelligible philosophy• able to verbalize them to nonmembers

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10-21Characteristics of Informal GroupLeaders (2 of 2)Characteristics of Informal GroupLeaders (2 of 2)

3. The leader is able to receive and interpret communication relevant to the group• able to effectively communicate important

information to group members

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Group CohesivenessGroup Cohesiveness

• Cohesiveness – the extent that group members are attracted to each other and to the group values and accept group goals

• It is the pressure on the individual member to remain active in the group and resist leaving it

• As the cohesiveness of a work group increases, the level of conformity to group norms also increases

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10-23Group Cohesiveness: Sources of Attraction to a Group (1 of 2)

Group Cohesiveness: Sources of Attraction to a Group (1 of 2)

1. The goals of the group and the members are compatible and clearly specified

2. The group has a charismatic leader

3. The reputation of the group indicates that the group successfully accomplishes its tasks

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10-24Group Cohesiveness: Sources of Attraction to a Group (2 of 2)

Group Cohesiveness: Sources of Attraction to a Group (2 of 2)

4. The group is small enough to permit members to have their opinions heard and evaluated by others

5. The members support one another and help one another overcome obstacles and barriers to personal growth and development

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10-25Group Cohesiveness and Organizational Goals

Group Cohesiveness and Organizational Goals

Low High

Performance probably oriented away from organizational goals

Performance probably oriented toward organizational goals

Performance oriented away from organizational goals

Performance oriented toward organizational goals

Agreement with Organizational Goals

Low

High

Degree of Group Cohesiveness

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10-26Strategies for Increasing Group Cohesion

(1 of 2)

Strategies for Increasing Group Cohesion

(1 of 2)

1. Inducing agreement on group goals.

2. Making the group more homogeneous in its composition

3. Increasing the frequency of interaction among group members

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10-27Strategies for Increasing Group Cohesion

(2 of 2)

Strategies for Increasing Group Cohesion

(2 of 2)

4. Making the group smaller

5. Physically and/or socially isolating the group from other groups

6. Allocating rewards to the group rather than to the individual

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GroupthinkGroupthink

• A decision-making process sometimes utilized by groups

• Irving Janis defines groupthink as the:

“deterioration of mental efficiency, reality testing, and moral judgment” in the interest of group solidarity

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10-29Groupthink: Characteristics (1 of 3)

Groupthink: Characteristics (1 of 3)

• Illusion of invulnerability. • Group members collectively believe they

are invincible

• Tendency to moralize.• Opposition to the group’s position is viewed

as weak, evil, or unintelligent

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10-30Groupthink: Characteristics (2 of 3)

Groupthink: Characteristics (2 of 3)

• Feeling of Unanimity• All group members support the leader’s

decisions

• Members keep dissenting views to themselves

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10-31Groupthink: Characteristics (3 of 3)

Groupthink: Characteristics (3 of 3)

• Pressure to conform.• 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

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End ResultsEnd Results

• Groups exist to accomplish objectives

• In the case of work groups:• objectives are related to the performance of

specific tasks• specific tasks are designed to result in

attainment of formal organizational outcomes

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10-33Hackman’s Criteria of Group Effectiveness:

Hackman’s Criteria of Group Effectiveness:

1. The extent to which the group’s productive output meets the standard of quantity, quality, and timeliness of the users of the output

2. The extent to which the group process of actually doing the work enhances the capability of group members to work together interdependently in the future.

3. The extent to which the group experience contributes to the growth and well-being of its members

1. The extent to which the group’s productive output meets the standard of quantity, quality, and timeliness of the users of the output

2. The extent to which the group process of actually doing the work enhances the capability of group members to work together interdependently in the future.

3. The extent to which the group experience contributes to the growth and well-being of its members

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Types of Teams (1 of 3)Types of Teams (1 of 3)

Problem-Solving Teams• Formed to deal with

problems• i.e., specific and known

problems (usually temporary team)

• i.e., potential future problems not yet identified

• Quality circle – permanent problem-solving team

Problem-Solving Teams• Formed to deal with

problems• i.e., specific and known

problems (usually temporary team)

• i.e., potential future problems not yet identified

• Quality circle – permanent problem-solving team

Cross-Functional Teams• Consists of members from

different functional departments

• Formed to address a specific problem

• Members come from different departments and levels

Cross-Functional Teams• Consists of members from

different functional departments

• Formed to address a specific problem

• Members come from different departments and levels

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Types of Teams (2 of 3)Types of Teams (2 of 3)

Virtual Teams• A number of people

geographically separated that are assembled by using various technologies to accomplish specific goals

• Can meet without concern for space, time, or physical presence

• Efficient and successful use of technology is a key factor

Virtual Teams• A number of people

geographically separated that are assembled by using various technologies to accomplish specific goals

• Can meet without concern for space, time, or physical presence

• Efficient and successful use of technology is a key factor

Virtual Teams (continued)• As virtual team members

interact, it is important for leaders to:• coach• build trust• evaluate performance• provide feedback

Virtual Teams (continued)• As virtual team members

interact, it is important for leaders to:• coach• build trust• evaluate performance• provide feedback

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Types of Teams (3 of 3)Types of Teams (3 of 3)

Research and Development Teams

• Used to develop new products

• Usually composed of members from many different departments or functions

• Can significantly reduce the time required to bring a new product to the marketplace

• e.g., skunk works

Self-Managed Teams• Small groups of individuals

empowered to perform certain activities based on procedures established and decisions made within the team, with minimum or no outside direction

• Need to be consistent with the organization’s:• business requirements• values and goals• competencies

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Training Communications

Empowerment Rewards

Factors Influencing Team Effectiveness

Factors Influencing Team Effectiveness

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10-38Skills for Team Members to Be Effective:

Skills for Team Members to Be Effective:

• Open-mindedness• Emotional stability• Accountability• Problem-solving abilities• Communication skills• Conflict resolution skills• Trust

• Open-mindedness• Emotional stability• Accountability• Problem-solving abilities• Communication skills• Conflict resolution skills• Trust

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10-39Steps for Managers to Help Ensure Teams Work:Steps for Managers to Help Ensure Teams Work:

1. Keep the team size as small as possible2. Make certain that a sufficient range of skills,

information, and/or experience to do the task exists among team members

3. Instill in the team a sense of common purpose4. Give the team leeway to develop its own set of

work procedures without outside interference5. Help develop a sense of mutual accountability

1. Keep the team size as small as possible2. Make certain that a sufficient range of skills,

information, and/or experience to do the task exists among team members

3. Instill in the team a sense of common purpose4. Give the team leeway to develop its own set of

work procedures without outside interference5. Help develop a sense of mutual accountability