Group versus TeamGroup versus Team

• Group–Two or more members with a clear leader who

perform independent jobs with individual accountability, evaluation, and rewards.

• Team–A small number of members with shared

leadership who perform interdependent jobs with both individual and group accountability, evaluation, and rewards.

Benefits of GroupsBenefits of Groups

Exhibit 10–1

Level of Effort: groups often unleash enormous energy and creativity.

Satisfaction of Members: groups reduce boredom and often increase people’s feelings of dignity and self-worth.

Expanded Knowledge and Skills: groups gain the intellectual resources of several members.

Level of Effort: groups often unleash enormous energy and creativity.

Satisfaction of Members: groups reduce boredom and often increase people’s feelings of dignity and self-worth.

Expanded Knowledge and Skills: groups gain the intellectual resources of several members.

Group Performance ModelGroup Performance Model

Group EffectivenessGroup EffectivenessBased on Two OutcomesBased on Two Outcomes

Productive Output

Personal Satisfaction1 2

Group TypesGroup Types

• Formal–Recognized (and established) by the organization.

• Informal–Self-formed, not officially recognized by the

organization.

• Functional Groups–Members from a limited organizational area.

• Cross-Functional Groups–Members from different organizational areas

and/or levels.

Group Types (cont’d)Group Types (cont’d)

• Command–Consists of managers and their employees.

• Task Groups–Consists of employees selected to work on a

specific objective.

• Task Force–Temporary group formed for a specific purpose.

• Standing Committee–A permanent group that works on continuing

organizational issues.

Formal Work GroupsFormal Work GroupsFormal Work GroupsFormal Work Groups

VerticalVertical::Composed of manager and Composed of manager and

subordinates in a formal chain of subordinates in a formal chain of command.command.

Sometimes called a functional team.Sometimes called a functional team.May include three or four levels.May include three or four levels.

VerticalVertical::Composed of manager and Composed of manager and

subordinates in a formal chain of subordinates in a formal chain of command.command.

Sometimes called a functional team.Sometimes called a functional team.May include three or four levels.May include three or four levels.

Formal Work GroupsFormal Work GroupsFormal Work GroupsFormal Work Groups

HorizontalHorizontal::Drawn from several departmentsDrawn from several departmentsGiven a specific taskGiven a specific taskMay be disbanded after the task May be disbanded after the task

assignment is completeassignment is completeTwo most common types of teams areTwo most common types of teams are::Tasks forcesTasks forcesCommitteesCommittees

HorizontalHorizontal::Drawn from several departmentsDrawn from several departmentsGiven a specific taskGiven a specific taskMay be disbanded after the task May be disbanded after the task

assignment is completeassignment is completeTwo most common types of teams areTwo most common types of teams are::Tasks forcesTasks forcesCommitteesCommittees

Task Force &Task Force &Committee AdvantagesCommittee Advantages

Task Force &Task Force &Committee AdvantagesCommittee Advantages

• Allow for exchange of information.Allow for exchange of information.• Generate suggestions for coordinating units Generate suggestions for coordinating units

that are represented.that are represented.• Development of new ideas and solutions for Development of new ideas and solutions for

existing problems.existing problems.• Assist in the development of new practices Assist in the development of new practices

and policies.and policies.

• Allow for exchange of information.Allow for exchange of information.• Generate suggestions for coordinating units Generate suggestions for coordinating units

that are represented.that are represented.• Development of new ideas and solutions for Development of new ideas and solutions for

existing problems.existing problems.• Assist in the development of new practices Assist in the development of new practices

and policies.and policies.

Work Group CharacteristicsWork Group CharacteristicsWork Group CharacteristicsWork Group Characteristics

SizeSize----Ideal size is thought to be 7.Ideal size is thought to be 7.Variations of from 5 to 12 typically are associated with Variations of from 5 to 12 typically are associated with

good team performance.good team performance.Small teams (2-4 members) show more agreement, Small teams (2-4 members) show more agreement,

ask more questions.ask more questions.Large teams (12 or more) tend to have more Large teams (12 or more) tend to have more

disagreements. disagreements. Member RolesMember Roles----Task specialist role spend time and energy helping the Task specialist role spend time and energy helping the

team reach its goal.team reach its goal.Socio-emotional role support team members’ Socio-emotional role support team members’

emotional needs.emotional needs.

SizeSize----Ideal size is thought to be 7.Ideal size is thought to be 7.Variations of from 5 to 12 typically are associated with Variations of from 5 to 12 typically are associated with

good team performance.good team performance.Small teams (2-4 members) show more agreement, Small teams (2-4 members) show more agreement,

ask more questions.ask more questions.Large teams (12 or more) tend to have more Large teams (12 or more) tend to have more

disagreements. disagreements. Member RolesMember Roles----Task specialist role spend time and energy helping the Task specialist role spend time and energy helping the

team reach its goal.team reach its goal.Socio-emotional role support team members’ Socio-emotional role support team members’

emotional needs.emotional needs.

Two things to be aware of:Two things to be aware of:

Five Stages of Team DevelopmentFive Stages of Team DevelopmentFive Stages of Team DevelopmentFive Stages of Team Development

Forming:Orientation, break the ice Leader: Facilitate social interchanges

Storming:Conflict, disagreement Leader: Encourage participation

Norming:Establishment of order and cohesion Leader: Help clarify team roles, norms, values

Performing:Cooperation, problem solvingLeader: Facilitate task accomplishment

Adjourning:Task completionLeader: Bring closure, signify completion

2

3

5

4

1

Group ProcessGroup Process

• Group Process–Refers to the patterns of interaction that emerge

as members perform their jobs.

• Group Process Dimensions–Include roles, norms, cohesiveness, status,

decision making, and conflict resolution.

Group Process (cont’d)Group Process (cont’d)

• Group Roles–Task roles

• Do and say things that directly aid the accomplishment of the group’s objectives.

–Maintenance roles• Do and say things to develop and sustain the group

process.

–Self-interest roles• Do and say things to hurt the group and help the

individual.

Group Process (cont’d)Group Process (cont’d)

• Group Norms–The group’s shared expectations of its members’

behavior.–Norms develop spontaneously through the

interactions of group members.–Compliance with norms is enforced by the group.–Leaders should work toward maintaining and

developing positive norms.

Group Process (cont’d)Group Process (cont’d)

• Group Cohesiveness–The extent to which members stick together.–Factors positively influencing cohesiveness:

• Agreement with and commitment to objectives

• Small size

• Homogeneity among group members

• Equal member participation

• Focus on external competition

• A successful group

Group Process (cont’d)Group Process (cont’d)

• Status within the Group–Status is the perceived ranking of one member

relative to other members in the group.• Based on performance, job title, wage or salary,

seniority, knowledge or expertise, interpersonal skills.

–High status members have a strong influence on the group and its performance.

Meeting Leadership SkillsMeeting Leadership Skills

• Planning Meetings–Objectives–Participants and

Assignments–Agenda–Date, Place and Time–Leadership–Technology

• Conducting Meetings–Three Parts of

Meetings• Identify Objectives

• Cover agenda items

• Summarize and review assignments

Meeting Leadership Skills (cont’d)Meeting Leadership Skills (cont’d)

• Handling Problem Members–Silent–Talker–Wanderer–Bored–Arguer

Rules of Goose, orRules of Goose, orHow to LeadHow to Lead

Rules of Goose, orRules of Goose, orHow to LeadHow to Lead

There are four rules of being a good goose: 1) Flocks of geese fly in a "V" formation because it is the most aerodynamically efficient

formation for the flock as a whole. The beat of the leader's wings creates a pressure wave to either side, which the two following geese ride like surfers, and with a beat of their own wings, they add a little more energy to the wave and pass it on to the goose behind.

2) When a goose moves out of formation, it immediately senses the loss of efficiency for the

group and adjusts.

3) There is no real leader. When the lead goose gets tired, it drops back and another goose which is rested steps up to the more demanding position.

4) Geese constantly encourage the leader and each other while in flight. When geese honk, they are not saying hurry up, or get out of my way! Instead they are saying, "We are right behind you, and we appreciate the fine job you are doing."

Determinants ofDeterminants ofGroup CohesivenessGroup Cohesiveness

Determinants ofDeterminants ofGroup CohesivenessGroup Cohesiveness

Group interaction: the more time spent Group interaction: the more time spent together, the more cohesive the group.together, the more cohesive the group.

Shared goals: if members agree on goals, the Shared goals: if members agree on goals, the group will be more cohesive.group will be more cohesive.

Personal attraction to the group: similar Personal attraction to the group: similar attitudes and values, and enjoy being attitudes and values, and enjoy being together.together.

Group interaction: the more time spent Group interaction: the more time spent together, the more cohesive the group.together, the more cohesive the group.

Shared goals: if members agree on goals, the Shared goals: if members agree on goals, the group will be more cohesive.group will be more cohesive.

Personal attraction to the group: similar Personal attraction to the group: similar attitudes and values, and enjoy being attitudes and values, and enjoy being together.together.

Causes of Group ConflictCauses of Group ConflictCauses of Group ConflictCauses of Group Conflict

•Scarce Resources: include money, information, and supplies.

•Jurisdictional Ambiguities: conflicts emerge when job boundaries and responsibilities are unclear.

•Communication Breakdown: poor communications result in misperceptions and misunderstandings of other people and teams.

•Personality Clashes: personality clashes are caused by basic differences in personality, values, and attitudes.

•Power and Status Differences: occur when one party has disputable influence over another.

•Goal Differences: conflict often occurs simply because people are pursuing conflicting goals.

A Model of Styles to Handle ConflictA Model of Styles to Handle ConflictA Model of Styles to Handle ConflictA Model of Styles to Handle Conflict

Competing Collaborating

Avoiding Accommodating

Compromising

Assertive

Unassertive

Uncooperative Cooperative

Assertiveness(Attempting to

Satisfy one’s ownconcerns)

Cooperativeness(Attempting to satisfy the other

party’s concerns)

Facilitating CommunicationsFacilitating CommunicationsFacilitating CommunicationsFacilitating Communications

Focus on factsFocus on factsDevelop multiple Develop multiple alternativesalternatives

Maintain a balance of Maintain a balance of powerpower

Never force a consensusNever force a consensus

Focus on factsFocus on factsDevelop multiple Develop multiple alternativesalternatives

Maintain a balance of Maintain a balance of powerpower

Never force a consensusNever force a consensus

Potential Cost of GroupsPotential Cost of GroupsPotential Cost of GroupsPotential Cost of Groups

Free RidingFree Riding: team members who attains : team members who attains benefits from group membership but do not benefits from group membership but do not do a proportionate share.do a proportionate share.

Coordination CostCoordination Cost: time and energy : time and energy required to coordinate the activities.required to coordinate the activities.

Free RidingFree Riding: team members who attains : team members who attains benefits from group membership but do not benefits from group membership but do not do a proportionate share.do a proportionate share.

Coordination CostCoordination Cost: time and energy : time and energy required to coordinate the activities.required to coordinate the activities.

Avoiding GroupthinkAvoiding GroupthinkAvoiding GroupthinkAvoiding Groupthink

Ask all members to participate, especially Ask all members to participate, especially if they have different views than those if they have different views than those being adopted.being adopted.

Welcome all ideas. Welcome all ideas. “There are no dumb “There are no dumb ideas!”ideas!”

Ask one member to play “devils advocate”.Ask one member to play “devils advocate”.

Ask all members to participate, especially Ask all members to participate, especially if they have different views than those if they have different views than those being adopted.being adopted.

Welcome all ideas. Welcome all ideas. “There are no dumb “There are no dumb ideas!”ideas!”

Ask one member to play “devils advocate”.Ask one member to play “devils advocate”.