1. The Nature of Work Groups and Teams

2. The Differences between group and Team
Group is the basic building block of org
Ex: Just as the effective university is depending on the performance of the various groups in the university (departments).
“A group is more than its parts”
 Sometimes accomplish thing that no one individual could accomplish working alone

3. What is a Team
A set of two or more people who interact with each other to achieve certain goals or to meet certain needs.

4. One way to classify work group (WG) is by whether: Formal or Informal
Formal WG: A group established by management to help the org achieve its goals.
Informal WG: A group that emerges naturally when individual perceives that membership in a group will help them achieve their goals or needs.

5. Types of WGs Formal Informal O.R.G Task force Team Friendship group
Command group
Task force
Team
Self-managed Team
Friendship group
Interest group

6. Formal WG
A command group is a formal work group consisting of subordinates who report to the same supervisor/leaders. (Reporting-based relationship: presented on org chart)
A task force is a formal work group consisting of people who come together to accomplish a specific goal. (then disband sometimes not)
A team is a formal group consisting of people who work intensely together to achieve a common group goal. (intense interaction and strong commitment to goals)

7. A self-managed team: A formal work group consisting of people who are jointly responsible for ensuring that the team accomplished its goals and who lead themselves. (members assigned to lead)

8. Informal WG
Friendship group: IWG consisting of people who enjoy each other’s company and socialize with each other on and off the job.
Interest Group: IWG consisting of people who come together because they have common goal or objective related to their membership.

9. Tuckman’s Five Stage: Model of Group Development
5.Adjourning
4.Performing
3.Norming
2.Storming
1.Forming

10. Tuckman’s Five Stage: Model of Group Development
Group members try to get to know each other and establish a common understanding.
1.Forming
2.Storming

11. Tuckman’s Five Stage: Model of Group Development
Group is in conflict, members resist being controlled by the group, and disagreements arise concerning leadership in the group.
1.Forming
2.Storming
3.Norming

12. Tuckman’s Five Stage: Model of Group Development
Group members develop close ties, feelings of friendship and camaraderie abound, and group members share a common purpose.
1.Forming
2.Storming
3.Norming
4.Performing

13. Tuckman’s Five Stage: Model of Group Development
Group members work toward achieving their goals.
1.Forming
2.Storming
3.Norming
4.Performing
5.Adjourning

14. Tuckman’s Five Stage: Model of Group Development
The group disbands once its goals have been achieved.
1.Forming
2.Storming
3.Norming
4.Performing
5.Adjourning

15. Work Group Characteristics
Group size
Group composition
Group status
Group function
Group efficacy
Social facilitation

16. 1.How large should a group be?
Benefits of Small Groups
Benefits of Large Groups
More resources
Division of labor
Regular interaction
Ease of sharing info
Recognition of individual
contributions to group
Strong identification with
group
Higher group satisfaction

17. 2. Group Composition
Homogeneous Group: A group in which member have many characteristics in common. ( Similarity )
Heterogeneous Group: A group in which member have few characteristics in common. (Diversity)
Benefits of Homogeneous G
Benefits of Heterogeneous G
Diversity of views represented
High performance
Variety of resources
Collegiality amongst
group members
Information sharing
Low levels of conflict
Few coordination
problems

18. 3. Group Status 4. Group Function
The implicitly agreed upon, perceived importance for the organization as a whole of what a group does.
The more important task the group performs, the higher status group receives
4. Group Function
The work that a group performs as its contribution to the accomplishment of organizational goals.

19. How Groups Control Their Members: Roles and Rule, Norms (Mechanisms)
Role: A set of behaviors or tasks a person is expected to perform by virtue of holding a position in a group or organization.
Rule: Written “Standard Operating Procedure” specifying behavior required and forbidden.
Norm: Informal rules of conduct

20. How Can Groups Respond to Deviants?
Attempt to change deviant
Expel deviant
Change norm

21. How to Ensure the Group Norms are Functional for Organization
Remember:
Sometime group norms are well functioning for only group itself, but dysfunctional for the organization.
How can manager ensure that group norms are functional and aligned with those of organization?
Make sure that members are rewarded when the organization achieve its goals.
The outcomes that members receive should be based on the group’s levels of performance.
Make sure that the group goals has to be consistent with organizational goals.

22. Problems in Group Motivation and Performance
Social loafing? The tendency of individuals to exert less effort when they work in a group that when they work alone,
Causes of Social Loafing?
(1) Lack of connection between inputs and outcomes or rewards
(2) Perception that individual efforts are unnecessary or unimportant,

23. Problems in Group Motivation and Performance
Reducing Social Loafing?
Make individual contributions identifiable
Make individuals feel that they are making valuable contributions to a group
Keep the group as small as possible
work performed by one member of a group affects what other members do,

24. Group Cohesiveness? The attractiveness of a group
to its members
Signs of Cohesiveness?
Low cohesiveness:
Information flows slowly; group has little influence; group tends not to achieve its goals
Moderate cohesiveness:
Group members work well together; there is good communication and participation; group is able to influence its members’ behavior; group tends to achieve its goals
Very high cohesiveness:
Group members socialize excessively; high level of conformity; group achieves its goals at expense of other groups

25. Consequences Advantages Potential Disadvantages
Consequences of High Cohesiveness When Group Goals Are Aligned with Organizational Goals
Consequences
A high level of
participation and
communication
within the group
conformity to group
norms
Group goal
accomplishment
Advantages
Group members likely to
perform behaviors necessary
for group and organization to
achieve goals, information
flows quickly in the group, and
turnover may be relatively low
The group is able to control its
members’ behavior to achieve
group goals
The group achieves its goals
and is effective
Group members may waste
time socializing on the job
and chatting about non-work
matters
Excessive conformity within the
group may result in resistance to
change and failure to discard
dysfunctional norms
Group members may not
cooperate with other groups
as much as they should
Potential
Disadvantages

26. Consequences Disadvantages
Disadvantages of High Cohesiveness When Group Goals are Not Aligned with Organizational Goals
Consequences
A high level of participation
and communication
within the group
A high level of
conformity to group
norms
Group goal
accomplishment
Group members may waste
time socializing on the job
and chatting about non-work
matters
Group members behave in ways that are
dysfunctional for the organization
The group achieves its goals at the expense of
organizational goals
Disadvantages

27. Four types of groups that are especially important in many organization include:
(1) Top Management Team
(2) Self-Managed Work Teams
(3) Research and Development Teams
(4) Virtual Teams

28. Important Organizational Groups
Top Management Team
The team of managers who report to the Chief Executive Officer (CEO) and determine what an organization is trying to accomplish and develop plans for goal attainment,
Self-Managed Work Teams
Team members have the autonomy to lead and manage themselves and determine how the team will perform its tasks? Self-managed teams can be found at all levels of an organization,
Research and Development Teams
A team that is formed to develop new products, may be cross-functional and is often used in high-tech industries,
Virtual Teams
A team in which a significant amount of communication and interaction occurs electronically rather than face-to-face,
Important Organizational Groups

29. END