1. Chapter 7
GROUPS AND TEAMS

2. Definition of a group Various definitions but all imply:
More than one person involved
Interaction must take place
Purpose or intention
Awareness

3. Groups
Groups - social entities of two or more people who interact with each other, are psychologically aware of each other, and think of themselves as a group
Formal groups are typically set up and sanctioned by the organization, and thus have specific objectives that contribute to achieving organizational goals
Informal groups are groups that form through interactions among organizational members

4. Groups and teams
Katenbach & Smith suggest that difference between group and team is that of performance and describe the following scale:
Working group
Pseudo-teams
Potential teams
Real teams
High performance teams

5. Groups, teams and organizations
Hierarchical differentiation
Specialism groupings
Activity groupings
Boundary spanning
Professional

6. Likert’s linking pin model
Figure 7.1

7. The hierarchy/customer conflict model
Figure 7.2

8. WHY DO ORGANIZATIONS USE GROUPS?
Synergy
Social control
Social facilitation
Potential problems include:
Social inhibition
Social loafing
Sucker effect

9. Cultural and other factors in informal group formation
The need for human beings to function in a social environment and to form relationships of their own choosing
The voluntary nature of many informal groups offsets the involuntary nature of many formal, organizational groups
The approach adopted by managers to the running of the organization
The need for individuals to exert influence and to achieve their formal and personal goals

10. Tuckman and Jensen’s model of group development
Stage 1 – Forming
Stage 2 – Storming
Stage 3 – Norming
Stage 4 – Performing
Stage 5 - Adjourning

11. Issues associated with Tuckman’s first four stages of group development
Figure 7.3

12. Recent group development model
Based on: Gibson & Earley, 2007; Gibson et al., 2009:
information accumulation (perception and storing of information)
interaction (retrieving, exchanging, and interactively structuring information)
examination (meaning is socially negotiated and evaluated)
accommodation (members integrate information, make decisions and take action)

13. Communication patterns in groups
Figure 7.4

14. The nine Belbin team roles
Plant: Creative, imaginative, unorthodox. Solves difficult problems
Resource investigator: Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts
Co-ordinator: Mature, confident, a good chairperson. Clarifies goals, promotes decision making, delegates well
Shaper: Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles
Monitor/evaluator: Sober, strategic and discerning. Sees all options. Judges accurately
Teamworker: Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction, calms the waters
Implementer: Disciplined, reliable, conservative and efficient. Turns ideas into practical actions
Completer: Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time
Specialist: Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.

15. Features of effective and ineffective groups

16. GROUP CONTROL AND ROLE THEORY
Rules - explicit informal agreements or formal statements about acceptable and unacceptable behaviour
Norms - implicit and informal expectations for behaviour within social entities
Expected role – what the organization expects the individual to do in relation to their role
Perceived role – what the individual understands their expected role to be
Enacted role - reflects what the individual actually does in carrying out the tasks for which they are responsible

17. Manifestation of team processes in action and transition phases
Figure 7.5

18. Group process dimensions
Table 7.5

19. The components of the role theory - Handy (1993)
Role set
Role definition
Role ambiguity
Role incompatibility
Role conflict
Role overload/underload
Role stress

20. Role set for a university lecturer
Figure 7.6

21. GROUP COHESION
Factors which contribute to the level of cohesion developed within a group include:
Environmental factors
Organizational factors
Group factors
Individual factors

22. GROUP COHESION
Figure 7.7

23. Relationship between group cohesion and group performance
Figure 7.8