© Copyright McGraw-Hill. All rights reserved.14–1 Chapter Outline Groups, Teams, and Organizational EffectivenessGroups, Teams, and Organizational Effectiveness  Groups and Teams as Performance Enhancers  Groups, Teams, and Responsiveness to Customers  Teams and Innovation  Groups and Teams as Motivators Types of Groups and TeamsTypes of Groups and Teams  The Top-Management Team  Research and Development Teams  Command Groups

© Copyright McGraw-Hill. All rights reserved.14–2 Chapter Outline (cont’d) Types of Groups and Teams (cont’d)Types of Groups and Teams (cont’d)  Task Forces  Self-Managed Work Teams  Virtual Teams  Friendship Groups  Interest Groups Group DynamicsGroup Dynamics  Group Size, Tasks, and Roles  Group Leadership  Group Development Over Time

© Copyright McGraw-Hill. All rights reserved.14–3 Chapter Outline (cont’d) Group Dynamics (cont’d)Group Dynamics (cont’d)  Group Norms  Group Cohesiveness Managing Groups and Teams for High PerformanceManaging Groups and Teams for High Performance  Motivating Group Members to Achieve Organizational Goals  Reducing Social Loafing in Groups  Helping Groups to Manage Conflict Effectively

© Copyright McGraw-Hill. All rights reserved.14–4 Groups, Teams and Organizational Effectiveness GroupGroup  Two or more people who interact with each other to accomplish certain goals or meet certain needs. TeamTeam  A group whose members work intensely with each other to achieve a specific, common goal or objective. All teams are groups but not all groups are teams. Teams often are difficult to form.Teams often are difficult to form. It takes time for members to learn how to work together.It takes time for members to learn how to work together.

© Copyright McGraw-Hill. All rights reserved.14–5 Why does a manager create a group or a team?

© Copyright McGraw-Hill. All rights reserved.14–6 Why create a group or a team? …To enhance performance Make use of the synergy from employees in a group producing more or better output than employees working separately. Correct each others errorsCorrect each others errors Bring in more new ideas for solving problemsBring in more new ideas for solving problems Accomplish things beyond the scope of individualsAccomplish things beyond the scope of individuals Brainstorm and bounceBrainstorm and bounce “The whole is greater than the sum of its parts”“The whole is greater than the sum of its parts” To facilitate this, mangers should build groups composed of members of complementary skills and knowledge.

© Copyright McGraw-Hill. All rights reserved.14–7 Why create a group or a team? …To be responsive to customers Responsiveness to CustomersResponsiveness to Customers  Difficult to achieve given the many constraints. Safety issues, regulations, costs.Safety issues, regulations, costs.  Cross-functional teams can provide the wide variety of skills needed to meet customer demands. Teams consist of members of different departments.Teams consist of members of different departments.

© Copyright McGraw-Hill. All rights reserved.14–8 Why create a group or a team? …To increase innovation Innovation  The creative development of new products, new technologies, new services, or new organizational structures Individuals rarely possess the wide variety of skills needed for successful innovation.Individuals rarely possess the wide variety of skills needed for successful innovation. Team members can uncover each other’s flaws and balance each other’s strengths and weaknessesTeam members can uncover each other’s flaws and balance each other’s strengths and weaknesses Managers should empower the team and make it accountable for the innovation process.Managers should empower the team and make it accountable for the innovation process.

© Copyright McGraw-Hill. All rights reserved.14–9 Why create a group or a team? …To increase motivation and satisfaction Members of groups, and particularly teams, are often better motivated and satisfied than individuals.Members of groups, and particularly teams, are often better motivated and satisfied than individuals. Team members are more motivated and satisfied than if they were working alone.Team members are more motivated and satisfied than if they were working alone. Team members can see the effect of their contribution to achieving team and organizational goals.Team members can see the effect of their contribution to achieving team and organizational goals. Teams provide needed social interaction and help employees cope with work-related stressors.Teams provide needed social interaction and help employees cope with work-related stressors.

© Copyright McGraw-Hill. All rights reserved.14–10 The Types of Groups and Teams

© Copyright McGraw-Hill. All rights reserved.14–11 The Types of Groups and Teams (cont’d)

© Copyright McGraw-Hill. All rights reserved.14–12 Self-Managed Work Teams Pros?Cons? How can a manager help to ensure that a self-managed team is effective?

© Copyright McGraw-Hill. All rights reserved.14–13 Virtual Teams Pros?Cons? How can a manager help to ensure that a virtual team is effective?