Chapter 15:Understanding

Groups and Teams

Learning Objectives

• Definition of a group• Why people join groups• Formal vs. informal groups• Five stages of group development• Key aspects of group structure (roles, norms, status systems,

group size, group cohesiveness) and how they influence group behavior

• Groupthink and social loafing• Relationship between group cohesiveness and productivity• Group Processes: Decision-Making and Conflict Management

Questions For You:1. What group or team do/have you belong(ed)

to?2. Why did you join?3. How long has the group been together? 4. Do you have any “rituals” (regular practices,

activities)?5. How well/poorly would you say your group

work? What are some of the problems?

Definition of a Group

Two or more people who:• Interact• Are interdependent• Come together to achieve a common

objective

Is our class a group?

Formally Established

Work Assignments

Specific Tasks

Occur Naturally

Friendships

Common Interests

Formal Groups

Formal vs. Informal Groups

Informal Groups

Why People Join Groups

• Security• Status• Affiliation• Goal Achievement

Stages of Group Stages of Group DevelopmentDevelopment

Prestage 1 Stage 1Forming

Stage 2Storming

Stage IIINorming

Stage IVPerforming

Stage VAdjourning

Roles Norms

Status Systems

Basic Group Concepts

Size

Conformity

Basic Group Concepts

Cohesiveness

Examples of Cards Used Examples of Cards Used in the Asch Studyin the Asch Study

X A B C

CohesivenessCohesiveness

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hCohesiveness-Productivity RelationshipCohesiveness-Productivity Relationship

Strong IncreaseStrong IncreaseIn ProductivityIn Productivity

Moderate IncreaseModerate IncreaseIn ProductivityIn Productivity

No Significant No Significant EffectEffectOn ProductivityOn Productivity

Decrease inDecrease inProductivityProductivity

CohesivenessCohesiveness

Alig

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HighHigh LowLow

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hCohesiveness-Productivity RelationshipCohesiveness-Productivity Relationship

Views of Conflict

• Traditional view• Human Relations View• Interactionist View

Conflict and Group Performance

Sources of Team Conflict

• Task• Relationship• Process

Cooperativeness

Conflict-Resolution Approaches

Uncooperative Cooperative

Ass

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ertiv

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Compromising

Collaborating

AccomodatingAvoiding

Forcing

Types of Teams

- Problem-solving- Self-managing- Cross-functional- Virtual

Self-Managing Teams• Responsible for complete work process or segment• No boss• Plan• Schedule• Assign tasks to members• Hire• Fire• Evaluate• Troubleshoot• Can be highly effective, but…• Can take 2-3 years… • And lots of training to build

Advantages ofGroup Decision Making

IncreasesLegitimacy

IncreasesAcceptance

MoreInformation

MoreAlternatives

Disadvantages ofGroup Decision Making

AmbiguousResponsibility

Pressuresto Conform

TimeConsuming

MinorityDomination

Group Decision-Making Techniques

• Brainstorming• Nominal Group

Technique• Electronic

Meetings

A Manager’s Dilemma

• BMW – Bangle established new culture by reducing fortress design, reducing authority, encouraging open, informal culture where people say what they think. Challenge lies in maintaining team’s effectiveness when new engineers – used to the “fortress” design – join the team. What would you do?

Lost at Sea Exercise