1. Group versus Team Group Team
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.

2. Level of Effort: groups often unleash enormous energy and creativity.
Benefits of Groups
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.
Exhibit 10–1

3. Group Performance Model
Group Effectiveness Based on Two Outcomes
Productive Output
Personal Satisfaction 1 2

4. Group Types Formal Informal Functional Groups Cross-Functional Groups
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.

5. Group Types (cont’d) Command Task Groups Task Force Standing Committee
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.

6. Formal Work Groups Vertical:
Composed of manager and subordinates in a formal chain of command.
Sometimes called a functional team.
May include three or four levels.

7. Formal Work Groups Horizontal: Drawn from several departments
Given a specific task
May be disbanded after the task assignment is complete
Two most common types of teams are:
Tasks forces
Committees

8. Task Force & Committee Advantages
Allow for exchange of information.
Generate suggestions for coordinating units that are represented.
Development of new ideas and solutions for existing problems.
Assist in the development of new practices and policies.

9. Work Group Characteristics
Two things to be aware of:
Size--
Ideal size is thought to be 7.
Variations of from 5 to 12 typically are associated with good team performance.
Small teams (2-4 members) show more agreement, ask more questions.
Large teams (12 or more) tend to have more disagreements.
Member Roles--
Task specialist role spend time and energy helping the team reach its goal.
Socio-emotional role support team members’ emotional needs.

10. Five Stages of Team Development1
Forming:
Orientation, break the ice
Leader: Facilitate social interchanges 2
Storming:
Conflict, disagreement
Leader: Encourage participation 3
Norming:
Establishment of order and cohesion
Leader: Help clarify team roles, norms, values 4
Performing:
Cooperation, problem solving
Leader: Facilitate task accomplishment 5
Adjourning:
Task completion
Leader: Bring closure, signify completion

11. Group Process Group Process Group Process Dimensions
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.

12. 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.

13. 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.

14. 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

15. 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.

16. Meeting 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

17. Meeting Leadership Skills (cont’d)
Handling Problem Members
Silent
Talker
Wanderer
Bored
Arguer

18. Rules of Goose, or How to Lead
There are four rules of being a good goose:
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."

19. Determinants of Group Cohesiveness
Group interaction: the more time spent together, the more cohesive the group.
Shared goals: if members agree on goals, the group will be more cohesive.
Personal attraction to the group: similar attitudes and values, and enjoy being together.

20. Causes 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.

21. A Model of Styles to Handle Conflict
Assertive
Competing
Collaborating
Assertiveness
(Attempting to
Satisfy one’s own
concerns)
Compromising
Avoiding
Accommodating
Unassertive
Uncooperative
Cooperative
Cooperativeness
(Attempting to satisfy the other
party’s concerns)

22. Facilitating Communications
Focus on facts
Develop multiple alternatives
Maintain a balance of power
Never force a consensus

23. Potential Cost of Groups
Free Riding: team members who attains benefits from group membership but do not do a proportionate share.
Coordination Cost: time and energy required to coordinate the activities.

24. Avoiding Groupthink
Ask all members to participate, especially if they have different views than those being adopted.
Welcome all ideas. “There are no dumb ideas!”
Ask one member to play “devils advocate”.