1. Understanding Groups and Teams
Chapter 14
Understanding Groups and Teams
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

2. LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter.
Understanding Groups
Define the two types of groups.
Describe the five stages of group development.
Explaining Group Behaviour
Explain the major components that determine group performance and satisfaction.
Discuss how roles, norms, conformity, group size, and group cohesiveness influence group behaviour.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

3. LEARNING OUTLINE (con’t) Follow this Learning Outline as you read and study this chapter.
Explaining Group Behaviour (cont’d)
Explain how group norms can both help and hurt an organization.
Define groupthink and social loafing.
Describe the relationships between group cohesiveness and productivity.
Describe the advantages and disadvantages of group decision making.
Discuss how conflict management influences group behaviour.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

4. LEARNING OUTLINE (con’t) Follow this Learning Outline as you read and study this chapter
Turning Groups into Effective Teams
Compare groups and teams.
Explain why teams have become so popular.
Describe the four most common types of teams.
List the characteristics of effective teams.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

5. Understanding Groups Group Formal groups Informal groups
Two or more interacting and interdependent individuals who come together to achieve particular goals
Formal groups
Work groups that have designated work assignments and tasks directed toward organizational goals
Informal groups
Groups that are independently formed to meet the social needs of their members
Work groups are a common arrangement within today’s business organizations. Work is being restructured around groups of all kinds and in all sizes of organizations. Managers need an understanding of group behaviour and the concept of teams in order to appreciate what groups can and cannot do within organizations and how groups function.
Groups exhibit different behaviour—more than just the sum total of each group member’s individual behaviour.
A group is defined as two or more interacting and interdependent individuals who come together to achieve particular objectives.
Formal groups are work groups established by the organization and who have designated work assignments and specific tasks (see Exhibit 14.1).
Informal groups are natural social formations that appear in the work environment.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

6. Examples of Formal Groups
Command
Task
Cross-functional
Self-managed
Groups that are determined by the organization chart and composed of individuals who report directly to a given manager
Command Groups
Groups that are determined by the organization chart and composed of individuals who report directly to a given manager
Exhibit 14.1a
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

7. Examples of Formal Groups
Command
Task
Cross-functional
Self-managed
Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands
Task Groups
Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands
Exhibit 14.1b
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

8. Examples of Formal Groups
Command
Task
Cross-functional
Self-managed
Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others’ jobs
Cross-functional Teams
Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others’ jobs
Exhibit 14.1c
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

9. Examples of Formal Groups
Command
Task
Cross-functional
Self-managed
Groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities, such as hiring, planning and scheduling, and performance evaluations
Self-managed Teams
Groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities, such as hiring, planning and scheduling, and performance evaluations
Exhibit 14.1d
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

10. Difference Between Groups and Teams
Interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively
Teams
Work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills
Groups and teams differ in their objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Teams work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

11. Stages in Group Development
Forming
Members join and begin the process of defining the group’s purpose, structure, and leadership
Storming
Intragroup conflict occurs as individuals resist control by the group and disagree over leadership
Norming
Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behaviour
Performing
A fully functional group structure allows the group to focus on performing the task at hand
Adjourning
The group prepares to disband and is no longer concerned with high levels of performance
There is strong evidence that groups pass through five stages as they develop (see Exhibit 14.2).
1. Stage 1. Forming is the first stage in group development, during which people join the group and then define the group’s purpose, structure, and leadership. Forming is a stage characterized by much uncertainty. This stage is complete when members begin to think of themselves as part of a group.
2. Stage 2. Storming is the second stage of group development characterized by intragroup conflict. When this stage is complete, members will agree upon the leadership hierarchy and group direction.
3. Stage 3. Norming is the third stage of group development, characterized by close relationships and cohesiveness.
4. Stage 4. Performing is the fourth stage in group development, when the group is fully functional.
5. Stage 5. Adjourning is the final stage in group development for temporary groups. It’s characterized by concern with wrapping up activities rather than with task performance.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

12. Ex. 14.2 Stages of Group Development
There is strong evidence that groups pass through five stages as they develop (see Exhibit 14.2).
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

13. Exhibit 14.3 Group Behaviour Model
Performance
and Satisfaction
Group
Tasks
Processes
External
Conditions
Imposed on
the Group
Member
Resources
Structure
The answer to why some groups are more successful than others is quite complex. There are five factors that can affect this relationship (see Exhibit 14.3).
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

14. Conditions Affecting Group Behaviour
External (Organizational) Conditions
Overall strategy
Authority structures
Formal regulations
Available organizational resources
Employee selection criteria
Performance management (appraisal) system
Organizational culture
General physical layout
Internal Group Variables
Individual competencies and traits of members
Group structure
Size of the group
Cohesiveness and the level of intragroup conflict
Internal pressures on members to conform to the group’s norms
External conditions are imposed on the group by the larger organization of which it is a subsystem.
Internal conditions are those of the group itself.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

15. Group Member Resources
Teams are affected by what the individual members bring to the group. Factors of interest include:
Member knowledge
Abilities
Skills
Personality characteristics
Group member resources include member knowledge, abilities, and skills; and personality characteristics.
Group member resources in cross-cultural groups. The relationship between group performance and member resources is made more challenging in global organizations where cross-cultural groups are prevalent.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

16. Group Structure
Role
The set of expected behaviour patterns attributed to someone who occupies a given position in a social unit; roles assist the group in task accomplishment or in maintaining group member satisfaction
Role conflict: experiencing differing role expectations
Role ambiguity: uncertainty about role expectations
There are seven aspects of the internal group structure. We looked at the first of these aspects, leadership, in chapter 12. The other six are covered here.
A role is a set of behaviour patterns expected of someone occupying a given position in a social unit. Role conflict can occur when an individual is confronted with different role expectations.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

17. Group Structure (cont’d)
Norms
Acceptable standards or expectations that are shared by the group’s members
Common types of norms:
Effort and performance
Output levels, absenteeism, promptness, socializing
Dress
Loyalty
Norms are acceptable standards or expectations shared by a group’s members. Although each group has its own unique set of norms, there are common classes of norms that appear in organizations.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

18. Group Structure (cont’d)
Conformity
Individuals conform in order to be accepted by groups
Group pressures can have an effect on an individual member’s judgment and attitudes
The effect of conformity is not as strong as it once was, although it is still a powerful force
Groupthink:
The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group
1. Norms focus on effort and performance, dress, and loyalty.
2. Because individuals desire acceptance by the groups to which they belong, they are susceptible to conformity pressure.
3. When an individual’s opinion of objective data differs significantly from that of others in the group, he/she feels extensive pressure to align his or her opinion to conform to others’ opinions. This is known as groupthink.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

19. Exhibit 14.4 Examples of Cards Used in the Asch Study
The impact that group pressures for conformity can have on an individual member’s judgment and attitudes was demonstrated in research by Solomon Asch.
Groups of seven or eight people were asked to compare two cards held up by the experimenter. One card had three lines of different lengths and the other had one line that was equal in length to one of the three lines on the other card (see Exhibit 14.4).
Each group member was to announce aloud which of the three lines matched the single line. Asch wanted to know what would happen if members began to give incorrect answers. The experiment was “fixed” so that all but one of the members (the unsuspecting subject) had been told ahead of time to start giving obviously incorrect answers after one or two rounds of these matching exercises.
Over many experiments and trials, the unsuspecting subject conformed over a third of the time; that is, the person gave answers he or she knew were wrong but that were consistent with the replies of other group members.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

20. Group Structure: Group Size
Small groups
Complete tasks faster than larger groups
Make more effective use of facts
Large groups
Solve problems better than small groups
Are good for getting diverse input
Are more effective in fact-finding
Social Loafing
The tendency for individuals to expend less effort when working collectively than when working individually
Group size can also affect the group’s overall behaviour. The effect depends on which outcomes are focused on. An important finding related to group size is social loafing—the tendency for individuals to expend less effort when working collectively than when working individually.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

21. Group Structure (cont’d)
Group Cohesiveness
The degree to which members are attracted to a group and share the group’s goals
Highly cohesive groups are more effective and productive than less cohesive groups when their goals align with organizational goals
Group cohesiveness is the degree to which members are attracted to one another and share the group’s goals. Research has shown that highly cohesive groups are more effective than those that are less cohesive. However, it’s important to look at the degree to which the group’s attitude aligns with the goals. Exhibit 14.5 illustrates the relationship between cohesiveness and productivity.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

22. Exhibit 14.5 The Relationship Between Cohesiveness and Productivity
Strong Increase
in Productivity
Decrease in
Productivity
No Significant Effect
on Productivity
Moderate Increase
Cohesiveness
High
Low
Exhibit 14.5 illustrates the relationship between cohesiveness and productivity.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

23. Group Processes: Group Decision Making
Advantages
Generates more complete information and knowledge
Generates more diverse alternatives
Increases acceptance of a solution
Increases legitimacy of decision
Disadvantages
Time consuming
Minority domination
Pressures to conform
Ambiguous responsibility
Group processes include the communication patterns used by members to exchange information, group decision processes, leader behaviour, power dynamics, conflict interactions, and other actions.
Group Decision Making. Groups make many organizational decisions. There are both advantages and disadvantages to group decision making (see Exhibit 14.6).
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

24. Exhibit 14.6 Group Vs. Individual Decision Making
Criteria of Effectiveness Groups Individuals
Accuracy 
Speed 
Creativity 
Degree of acceptance 
Efficiency 
There are both advantages and disadvantages to group decision making (see Exhibit 14.6).
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

25. Exhibit 14.7 Techniques for Making More Creative Group Decisions
Nominal Group
Technique (NGT)
Electronic
Meetings
Brainstorming
A group decision-making technique in which group members are presented with
a problem; each member independently writes down his or her ideas on the problem;
and then each member presents one idea to the group until all ideas have been presented.
No discussion takes place until all ideas have been presented.
An idea-generating process
that encourages alternatives
while withholding criticism.
Decision-making groups
that interact by using
linked computers.
Increased
Creativity
Exhibit 14.7 describes three possible techniques managers can use to help groups make more creative decisions.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

26. Conflict Management Conflict
The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks
Traditional view: conflict must it avoided
Human relations view: conflict is a natural and inevitable outcome in any group
Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance
Conflict management is another group concept that we need to understand.
Conflict is perceived incompatible differences that result in interference or opposition. There are a number of views about conflict:
a. Traditional view of conflict argues that conflict must be avoided.
b. The human relations view of conflict is the view that conflict is a natural and inevitable outcome in any group.
c. The interactionist view of conflict is the view that some conflict is necessary for a group to perform effectively.
d. Some conflicts are functional conflicts, those conflicts that support a group’s goals. Others are dysfunctional conflicts, which are conflicts that prevent a group from achieving its goals.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

27. Exhibit 14.8 Conflict and Group Performance
Situation
Level of
Group
Performance
Low
High
Level of Conflict A C B
Group's
Internal
Characteristics
Type of Conflict
Low or none
Optimal
Dysfunctional
Functional
Apathetic
Stagnant
Unresponsive to Change
Lack of New Ideas
Viable
Self-Critical
Innovative
Disruptive
Chaotic
Uncooperative
Level of Group
Exhibit 14.8 illustrates the challenge facing managers regarding conflict and group performance.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

28. Conflict Management (cont’d)
Categories of Conflict
Functional conflicts
Dysfunctional conflicts
Types of Conflict
Task conflict: content and goals of the work
Relationship conflict: interpersonal relationships
Process conflict: how the work gets done
Categories of Conflict
Functional conflicts are constructive
Dysfunctional conflicts are destructive
Three types of conflict have been identified:
1. Task conflict relates to the content and goals of the work.
2. Relationship conflict focuses on interpersonal relationships and is always dysfunctional.
3. Process conflict refers to how the work gets done.
Managers can use different conflict resolution approaches (see Exhibit 14.9).
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

29. Conflict Management (cont’d)
Techniques to Reduce Conflict:
Avoidance
Accommodation
Forcing
Compromise
Collaboration
Avoiding: The desire to withdraw from or suppress a conflict
Accommodating: The willingness of one party in a conflict to place the opponent’s interests above his or her own
Forcing: A desire to satisfy one’s interests, regardless of the impact on the other parties
Compromising: A situation in which each party to a conflict is willing to give up something
Collaborating: A situation where the parties to a conflict each desire to satisfy fully the concerns of all parties
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

30. Exhibit 14.9 Conflict Resolution Techniques
Forcing
Collaborating
Resolving conflicts by
Resolving conflicts by
satisfying one’s own
seeking an advantageous
needs at the expense
solution for all parties.
of another’s.
Resolving conflicts by
each party's giving up
something of value.
Compromising
Managers can use different conflict resolution approaches (see Exhibit 14.9).
Resolving conflicts by
Resolving conflicts by
placing another’s needs
withdrawing from or
and concerns above
suppressing them.
your own.
Source: Adapted from K.W. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.) Handbook of Industrial and Organizational Psychology, vol. 3, 2nd ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p With permission
Avoiding
Accommodating
Uncooperative
Cooperative
Cooperativeness
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

31. Group Tasks Highly complex and interdependent tasks require:
Effective communications: discussion among group members
Controlled conflict: more interaction among group members
The complexity and interdependence of tasks influence the group’s effectiveness.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

32. Advantages of Using Teams
Teams outperform individuals
Teams provide a way to better use employee talents
Teams are more flexible and responsive
Teams can be quickly assembled, deployed, refocused, and disbanded
There are a number of advantages to using teams. (Note that later in the chapter there is a discussion of when teams are not appropriate.)
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

33. What Is a Team? Work Team Types of Teams
A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills
Types of Teams
Problem-solving teams
Self-managed work teams
Cross-functional teams
Virtual teams
Research evidence suggests that teams typically outperform individuals when the tasks being done require multiple skills, judgment, and experience.
Managers have found that teams are more flexible and responsive to changing events than are traditional departments or other permanent work groups.
Teams have the ability to quickly assemble, deploy, focus, and disband.
Work teams are formal groups made up of interdependent individuals, responsible for attaining goals. Organizations are increasingly designing work around teams rather than individuals.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

34. Why Are Work Teams Popular?
POPULARITY OF WORK TEAMS
Takes advantage of workforce diversity
Increases performance
Creates esprit de corps
Increases flexibility
Managers can do more strategic management
Exhibit 14.10
The popularity of teams in the workplace is likely to continue. Why? Research evidence suggests that teams typically outperform individuals when the tasks being done require multiple skills, judgment, and experience. As organizations have restructured themselves to compete more effectively and efficiently, they have turned to teams as a way to use employee talents better.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

35. Types of Teams Problem-solving teams Self-managed work teams
Cross-functional teams
Virtual teams
Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems
The four most common types of teams you’re likely to find in an organization are problem-solving teams, self-managed teams, cross-functional teams, and virtual teams.
1. Problem-solving teams are made up of 5 to 12 employees from the same department or functional area who are involved in efforts to improve work activities or solve a specific problem.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

36. Types of Teams Problem-solving teams Self-managed work teams
Cross-functional teams
Virtual teams
A formal group of employees who operate without a manager and are responsible for a complete work process or segment
2. A self-managed team is one that operates without a manager and is responsible for a complete work process or segment that delivers a product or service to an external or internal customer.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

37. Types of Teams Problem-solving teams Self-managed work teams
Cross-functional teams
Virtual teams
A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks
3. A cross-functional team is one in which individuals who are experts in various specialties (or functions) work together on various organizational tasks.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

38. Types of Teams Problem-solving teams Self-managed work teams
Cross-functional teams
Virtual teams
Teams that use computer technology to link physically dispersed members in order to achieve a common goal
4. A virtual team is one that uses computer technology to link physically dispersed members in order to achieve a common goal.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

39. Exhibit 14.12 Characteristics of Effective Teams
Good
Communication
Mutual
Trust
Appropriate
Leadership
External
Support
Internal
Negotiating
Skills
Relevant
Clear
Goals
Unified
Commitment
Teams aren’t automatically going to magically perform at high levels. We need to look more closely at how managers can develop and manage effective teams. Exhibit identifies characteristics of effective teams.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

40. Characteristics of Effective Teams
Have a clear understanding of their goals
Have competent members with relevant technical and interpersonal skills
Exhibit high mutual trust in the character and integrity of their members
Are unified in their commitment to team goals
Have good communication systems
Possess effective negotiating skills
Have appropriate leadership
Have both internally and externally supportive environments
Teams aren’t automatically going to magically perform at high levels. We need to look more closely at how managers can develop and manage effective teams. This slide identifies characteristics of effective teams.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

41. Teams Aren’t Always the Answer
Three questions to ask to determine the appropriateness of a team approach:
Can the work be done better by more than one person?
Does the work create a common purpose or set of goals that is more than the aggregate of individual goals?
Are the members of the group interdependent?
There are situations when teams should not be used.
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.