Chapter 13: Managing Groups and Teams Learning Objectives Recognize & understand group dynamics and development Understand the difference between groups and teams Understand how to organize effective teams Recognize and address common barriers to team effectiveness Know how you can build & maintain cohesive teams

Group and Team Management in the P-O-L-C Framework

What is a group? A group is a collection of individuals who interact with each other to achieve common goals Groups and teams have become an essential component of an organization’s success Being able to work in a group is a key skill for managers and employees alike

Types of Groups: Formal and Informal Informal groups are made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization A formal work group is made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group

Stages of Group Development The Punctuated-Equilibrium Model

Fundamental Factors of Group Cohesion Similarity Stability Size Support Satisfaction

Can a Group Have Too Much Cohesion? An internal pressure to conform may arise where some members modify their behavior to adhere to group norms Cohesive groups will often disapprove of members who dare to disagree Groupthink is a group pressure phenomenon that increases the risk of the group making flawed decisions

Groups with High Cohesion and High Task Commitment Tend to Be the Most Effective

Social Loafing and Collective Efficacy Social loafing refers to the tendency of individuals to put in less effort when working in a group context “Others aren’t pulling their weight, so why should I?” Collective efficacy refers to a group’s perception of its ability to successfully perform well “this is a good group” “we can do this” and

Differences between Groups and Teams A group is a collection of individuals but different from teams in both scope and composition A team is a particular type of group: a cohesive coalition of people working together to achieve mutual goals A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable

The purpose of assembling a team Accomplish larger, more complex goals than what would be possible for an individual working alone Perform, get results, and achieve victory in the workplace Combine multiple skills or where buy-in is required from several individuals The best managers are those who can gather together a group of individuals and mold them into an effective team

Compensation Based on Shared Outcomes Sacrifice for the Common Good Key Properties of a Team Collaborative Action Compensation Based on Shared Outcomes Sacrifice for the Common Good

Three Major Classes of Team Tasks Production tasks include actually making something – constructing a building Idea generation tasks deal with creative tasks – brainstorming Problem-solving tasks includes coming up with plans for actions and making decisions

Three Types of Task Interdependence Pooled interdependence Sequential interdependence Reciprocal interdependence

Team Role Typology These 10 roles include task roles (light yellow), social roles (medium orange), and boundary spanning roles (dark orange)

Types of Teams A task force is a temporary team which is asked to address a specific issue or problem until it is resolved A product development team can be temporary or ongoing A cross-functional team appears in matrix organizations where individuals from different parts of the organization staff the team which may be temporary or long standing in nature

Challenges of Virtual Teams Virtual teams are teams where members are not located in the same physical place Upwards of 8.4 million individuals worldwide work virtually in at least one team virtual teams are formed to take advantage of distributed expertise or time Challenges of Virtual Teams Building trust is difficult If individuals in a virtual team are not fully engaged and tend to avoid conflict, team performance can suffer

Team leadership is a major determinant of how autonomous a team can be

Designing Effective Teams Team Composition Who Are the Best Individuals for the Team? Team Size How Large Should My Team Be? Team Diversity How Diverse Should My Team Be?

The ideal size for a team depends on the task at hand Groups larger than 10 members tend to be harder to coordinate and often break into subteams to accomplish the work at hand

Team Norms and Contracts Norms are shared expectations about how things operate within a group or team A team contract includes established ground rules, goals, and roles Key to successful team design is to have clear norms, roles, and expectations among team members

Meeting Preparation Manage the Meeting After the meeting Be sure a meeting is even needed Create and distribute an agenda Send a reminder prior to the meeting Manage the Meeting Start and end the meeting on time Manage group dynamics for full participation Summarize the meeting with action items After the meeting Follow up on action items

A Creative Technique for Effective Meetings Conducting meetings standing up saves time yet keeps information flowing across the team

Barriers to Effective Teams Challenges Knowing Where to Begin Dominating Team Members Poor Performance of Team Members Poorly Managed Team Conflict

Building Your Cohesive Team Establish common objectives Let members choose goals and participate fully Define clear roles and responsibilities Build familiarity through close proximity Give frequent praise and validate Treat all members with dignity and respect Celebrate differences Establish common rituals