2. Effective Groups and Teamwork Chapter Nine Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Organizational Behavior: Key Concepts, Skills & Best Practices, 3/e

3. 9-3 After reading the material in this chapter, you should be able to: Describe the five stages of Tuckman’s theory of group development. Contrast roles and norms, and specify four reasons norms are enforced in organizations. Explain how a work group becomes a team, and identify five teamwork competencies. List at least four things managers can do to build trust. Describe self-managed teams and virtual teams. Describe groupthink, and identify at least four of its symptoms.

4. 9-4 Fundamentals of Group Behavior Group - two or more freely interacting people with shared norms and goals and a common identity

5. 9-5 Formal and Informal Groups Formal group - formed by the organization. Informal group - formed by friends

6. 9-6 Functions of Formal Groups Organizational Functions 1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals. 2. Generate new or creative ideas and solutions. 3. Coordinate interdepartmental efforts. 4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments. 5. Implement complex decisions. 6. Socialize and train newcomers.

7. 9-7 Functions of Formal Groups Individual Functions 1. Satisfy the individual’s need for affiliation. 2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity. 3. Give individuals an opportunity to test and share their perceptions of social reality. 4. Reduce the individual’s anxieties and feelings of insecurity and powerlessness. 5. Provide a problem-solving mechanism for personal and interpersonalproblems.

8. 9-8 Tuckman’s Five-Stage Theory of Group Development Figure 9-1

9. 9-9 Group Development Process Stage 1: Forming Group members tend to be uncertain and anxious about their roles, whose in charge and the group’s goals Mutual trust is low

10. 9-10 Group Development Process Stage 2: Storming Time of testing Individuals try to determine how they fit into the power structure Procrastination may occur

11. 9-11 Group Development Process Stage 3: Norming Questions about authority and power are resolved through unemotional, matter-of- fact group discussion Group cohesiveness – “we feeling” binding group members together

12. 9-12 Group Development Process Stage 4: Performing Activity focused on solving task problems Climate of open communication, strong cooperation, and lots of helping behavior

13. 9-13 Group Development Process Stage 5: Adjourning Work is done Time to move on to other things

14. 9-14 Group Member Roles Roles – expected behaviors for a given position Task roles – task-oriented group behavior -Keep the group on track Maintenance roles – relationship-building group behavior -Keep the group together

15. 9-15 Task and Maintenance Roles

16. 9-16 Norms Norms - shared attitudes, opinions, feelings, or actions that guide social behavior Ostracism – rejection by other group members

17. 9-17 How Norms are Developed 1.Explicit statements by supervisors or co- workers 2.Critical events in the group’s history 3.Primacy 4.Carryover behaviors from past situations

18. 9-18 Why Norms are Enforced Help the group or organization survive Clarify or simplify behavioral expectations Help individuals avoid embarrassing situations Clarify the group’s or organization’s central values and/or unique identity

19. 9-19 Question? What is a small group with complementary skills who hold themselves mutually accountable for common purpose? A.Group B.Huddle C.Team D.Platoon

20. 9-20 Teams Team - small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach. -Task groups that have matured to the performing stage

21. 9-21 Teams A group becomes a team when: Leadership becomes a shared activity Accountability shifts from strictly individual to both individual and collective The group develops its own purpose or mission Problem solving becomes a way of life, not a part-time activity Effectiveness is measured by the group’s collective outcomes and products

22. 9-22 Team Building Team building – experiential learning aimed at better internal functioning of groups

23. 9-23 Trust Trust - reciprocal faith in other’ intentions and behavior.

24. 9-24 Three Dimensions of Trust Overall trust – expecting fair play, the truth, and empathy Emotional trust – having faith that someone will not misrepresent you to others or betray you Reliableness – believing that promises and appointments will be kept and commitments met

25. 9-25 How to Build Trust 1.Communication 2.Support 3.Respect 4.Fairness 5.Predictability 6.Competence

26. 9-26 Self-Managed Teams Self-managed teams – groups of employees granted administrative oversight for their work

27. 9-27 Indirect Influence Tactics of Self Managed Teams Relating Scouting Persuading Empowering

28. 9-28 Teams Cross-functionalism – team made up of technical specialists from different areas

29. 9-29 Are Self Managed Teams Effective? Have a positive effect on productivity Have a positive effect on specific attitudes relating to self-management No significant effect on general attitudes No significant effect on absenteeism or turnover

30. 9-30 Question? What type of team uses information technology to allow group members in different locations to conduct business? A.Psychic team B.Virtual team C.Fundamental team D.Internet team

31. 9-31 Virtual Teams Virtual team - information technology allows group members in different locations to conduct business.

32. 9-32 Research Insights Virtual groups formed over the Internet follow a group development process similar to that of face-to-face groups -Meaningful face-to-face contact during early phases of group development process is essential Internet chat rooms create more work and yield poorer decisions than face-to-face meetings

33. 9-33 Research Insights Successful use of groupware requires training and hands-on experience Inspirational leadership has a positive impact on creativity in electronic brainstorming groups

34. 9-34 Threats to Group and Team Effectiveness Groupthink - Janis’s term for cohesive in- group’s unwillingness to realistically view alternatives. Read an article on groupthink

35. 9-35 Threats to Group and Team Effectiveness Symptoms of groupthink -Invulnerability -Inherent morality -Rationalization -Stereotyped views of opposition -Self-censorship -Illusion of unanimity -Peer pressure -Mindguards

36. 9-36 Social Loafing Social Loafing - decrease in individual effort as group size increases

37. 9-37 Reasons for Social Loafing Equity of effort Loss of personal accountability Motivational loss due to sharing of rewards Coordination loss as more people perform the task

38. 9-38 Video: Delta Force Ret. Colonel Lee Arsdale, Army Special Forces, compares Delta Force training to training of new corporate employees. (11:11)