1. The Nature of Work Groups and Teams Chapter 10 Sixth Edition Jennifer M. George & Gareth R. Jones Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 10-1

2. Learning Objectives Describe the different types of work groups and the difference between a group and a team Appreciate the characteristics of work groups and their effects on the behavior of group members Describe how groups control their members through roles, rules, and norms 10-2 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

3. Learning Objectives Appreciate the need for conformity and deviance in groups and why and how group goals need to be aligned with organizational goals Understand the socialization process and how socialization tactics can result in an institutionalized or an individualized role orientation 10-3 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

4. Teams and Innovation at Cisco Systems Why are teams important for innovation? To keep up with quick changing industries Employees need to be involved in decision-making process Easier for teams to help with the decision-making process then just a few high-level managers. 10-4 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

5. When Is a Group a Group? InteractivityMutual Goal 10-5 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

6. Types of Work Groups Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 10-6 Formal Work Groups Command Groups Task Forces Teams Self- Managed Work Teams Exhibit 10.1a

7. Types of Work Groups Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 10-7 Informal Work Groups Friendship Groups Interest Groups Exhibit 10.1b

8. Five-Stage Model of Group Development Forming Storming Norming Performing Adjourning 10-8 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Exhibit 10.2

9. Work Group Characteristics Work Group Characteristics Group Size Group Status Group Composition Group Function Group Efficacy Social Facilitation 10-9 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

10. How Large Should a Group Be? Benefits of Large Groups More resources Division of labor Specialization of tasks Benefits of Small Groups Regular interaction Ease of sharing information Recognition of individual contributions to group Strong group identification Higher group satisfaction Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 10-10 Exhibit 10.3

11. Group Composition Advantages Heterogeneous groups Diversity of views represented High performance Variety of resources Homogeneous groups Collegiality amongst group members Information sharing Low levels of conflict Few coordination problems Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 10-11 Exhibit 10.4

12. Toyota’s Matrix was designed by a heterogeneous group 10-12 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

13. Group Function Group function is the work that a group contributes to the accomplishment of organizational goals; it provides a sense of meaning and purpose 10-13 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

14. Group Status Group status is the implicitly agreed upon, perceived importance of what a group does in an organization The more important the task performed by a work group, the higher the group’s status in the organization Members with high status are likely to be motivated to perform at a high level 10-14 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

15. Group Efficacy Group efficacy is the shared belief group members have about the ability of the group to achieve its goals and objectives Efficacy emerges over time and influences the aspirations of the members 10-15 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

16. Factors Contributing to Group Effectiveness Group composition Ability to work well together Coordination of efforts Resources Shared information Development of effective strategies 10-16 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

17. Social Facilitation Social Facilitation Effects Audience EffectsCo-Action Effects 10-17 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Exhibit 10.5a

18. Social Facilitation Presence of other group members enhances performance of repetitive tasks Presence of other group members impairs performance of difficult tasks 10-18 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Exhibit 10.5b

19. Group Member Control Mechanisms Roles Norms Rules 10-19 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

20. Advantages of Rules Ensure that members perform desired behaviors Facilitate control of behavior Facilitate evaluation of individual performance Provide information for newcomers 10-20 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

21. OB Today: Zingerman’s Steps to Success 10-21 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

22. Why Do Group Members Conform to Norms? Compliance Identification Internalization 10-22 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

23. Group Response to Deviants Attempt to change deviant Expel deviant Change norm 10-23 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

24. Conformity and Deviance 10-24 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Exhibit 10.6

25. OB Today: Deviance & Conformity in Design Teams at IDEO Different mindsets and ways of thinking, deviance, and avoiding conformity to expected ways of doing things and mental models are encouraged at IDEO. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 25

26. Socialization and Role Orientation Role Orientation InstitutionalizedIndividualized 10-26 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

27. Socialization Tactics Tactics Leading to an Individualized Orientation Individual tactics Informal tactics Random tactics Variable tactics Disjunctive tactics Investiture tactics Tactics Leading to an Institutionalized Orientation Collective tactics Formal tactics Sequential tactics Fixed tactics Serial tactics Divestiture tactics Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 10-27 Exhibit 10.7

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