Effective Groups and Teams Handout # 5

15-2 Explain why groups and teams are key contributors to organizational effectiveness. Identify the different types of groups and teams that help managers and organizations achieve their goals. Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams. Learning Objectives

15-3 Explain why it is important for groups and teams to have a balance of conformity and deviance and a moderate level of cohesiveness. Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams. Learning objectives

15-4 Groups, Teams and Organizational Effectiveness Group –Two or more people who interact with each other to accomplish certain goals or meet certain needs.

15-5 Groups, Teams and Organizational Effectiveness Team –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. It takes time for members to learn how to work together.

15-6 Groups, Teams and Organizational Effectiveness Two characteristics distinguish teams from groups –Intensity with which team members work together –Presence of a specific, overriding team goal or objective

15-7 Groups and Teams as Performance Enhancers Synergy: The interaction or cooperation of two or more organizations, substances, or other agents to produce a combined effect greater than the sum of their separate effects. Advantage of synergy –People working in a group are able to produce more outputs than would have been produced if each person had worked separately

15-8 Groups and Teams as Performance Enhancers Factors that contribute to synergy –Ability of group members to bounce ideas off one another –To correct one another’s mistakes –To bring a diverse knowledge. –To accomplish work that is too vast for any one individual to achieve

15-9 Groups and Teams as Performance Enhancers To take advantage of the potential for synergy, managers need to make sure groups are composed of members who have complementary skills and knowledge relevant to the group’s work

15-10 Groups’ and Teams’ Contributions to Organizational Effectiveness Figure 1

15-11 Groups and Teams and Responsiveness to Customers Responsiveness to Customers –Cross-functional teams can provide the wide variety of skills needed to meet customer demands. Teams consist of members of different departments.

15-12 Teams and 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. Team members can cover 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.

15-13 Groups and Teams as Motivators 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 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.

15-14 The Types of Groups and Teams in Organizations Figure 2

15-15 Types of Groups and Teams A. Formal Group –A group that managers establish to achieve organization goals.

15-16 Types of Formal Groups and Teams Cross-functional teams –composed of members from different departments Cross-cultural teams –composed of members from different cultures or countries

15-17 Types of formal Groups and Teams

15-18 Types of formal Groups and Teams

15-19 Self-Managed Work Teams Keys to effective self managed teams: –Give the team enough responsibility and autonomy to be self-managing. –The team’s task should be challengeable. –Select members carefully for their diversity, skills, and enthusiasm. –Managers should guide and coach, not supervise. –Determine training needs and be sure it is provided.

15-20 Virtual Teams A team whose members rarely meet face-to-face Interact by using various forms of information technology , computer networks, telephone, fax, and videoconferences

15-21 Types of Groups and Teams B. Informal Group –A group that employees form to help achieve their own goals or to meet their own needs.

15-22 Types of informal Groups and Teams Friendship Groups An informal group composed of employees who enjoy one another’s company and socialize with one another

15-23 Types of informal Groups and Teams Interest Groups An informal group of employees seeking to achieve a common goal related to their membership in an organization

15-24 Group Size Advantage of small groups –Interact more with each other and easier to coordinate their efforts –More motivated, satisfied, and committed –Easier to share information –Better able to see the importance of their personal contributions

15-25 Group Size Advantages of large groups –More resources at their disposal to achieve group goals –Enables managers to obtain division of labor advantages

15-26 Group Size Disadvantages of large groups –Problem of communication and coordination –Lower level of motivation –Members might not think their efforts are really needed

Handout # 6

15-28 Group Tasks Group tasks impact how a group interacts. –Task interdependence shows how the work of one member impacts another; as interdependence rises, members must work more closely together.

15-29 Group Dynamics: Interdependence Pooled –Members make separate, independent contributions to group such that group performance is the sum of each member’s contributions

15-30 Group Dynamics: Interdependence Sequential –Members perform tasks in a sequential order making it difficult to determine individual performance since one member depends on another.

15-31 Group Dynamics: Interdependence Reciprocal –Work performed by one group member is mutually dependent on work done by other members.

15-32 Types of Task Interdependence Figure 1

15-33 Group Roles –The set of behaviors and tasks that a group member is expected to perform because of his or her position in the group.

15-34 Group Roles In cross-functional teams, members are expected to perform roles in their specialty. Managers should clearly describe expected roles to group members when they are assigned to the group. Self-managed teams may assign the roles to members themselves.

15-35 The Stages of Group Development Figure 2

15-36 Stages of Group Development Forming –Group members get to know each other and reach common goals. Storming –Group members disagree on direction and leadership. Managers need to be sure the conflict stays focused. Norming –Close ties and consensus begin to develop between group members.

15-37 Stages of Group Development Performing –The group begins to do its real work. Adjourning –Only for task forces that are temporary.

15–38 Figure 3Stages of Group Development

15-39 Discussion Question? What stage of group development is most important? A.Forming B.Storming C.Norming D.Performing

15-40 Group Norms –Shared guidelines or rules for behavior that most group members follow.

15-41 Group Dynamics Conformity and Deviance –Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right. –When a member deviates, other members will try to make them conform, expel the member, or change the group norms to accommodate them. –Conformity and deviance must be balanced for high performance from the group. –Deviance allows for new ideas in the group.

15-42 Figure 4 Balancing Conformity and Deviance in Groups

15-43 Question? What is the degree to which members are attracted to their group? A.Group consistency B.Group organization C.Group cohesiveness D.Group constancy

15-44 Group Cohesiveness The degree to which members are attracted to their group

15-45 Sources and Consequences of Group Cohesiveness Figure 5

15-46 Factors Leading to Group Cohesiveness

15-47 Managing Groups and Teams for High Performance Motivating group members to achieve organizational goals: –Members should benefit when the group performs well—rewards can be monetary or in other forms such as special recognition. –Individual compensation is a combination of both individual and group performance. –Make additional resources (beyond compensation) such as choice assignments available to high-performance groups.

15-48 Managing Groups and Teams for High Performance Social loafing –The human tendency to put forth less effort in a group than individually. –Results in possibly lower group performance and failure to attain group goals

15-49 Managing Groups and Teams for High Performance Reducing social loafing: –Make individual efforts identifiable and accountable. –Emphasize the valuable contributions of individual members. –Keep group size at an appropriate level.

15-50 Three Ways to Reduce Social Loafing Figure 6

15–51 Group Processes: Conflict Management Conflict Traditional view: conflict must be 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.

15–52 Group Processes: Conflict Management (cont’d) Categories of Conflict –Functional conflicts are constructive. –Dysfunctional conflicts are destructive. Types of Conflict –Task conflict: content and goals of the work –Relationship conflict: interpersonal relationships –Process conflict: how the work gets done

15–53 Group Processes: Conflict Management (cont’d) Techniques to Reduce Conflict: –Avoidance –Accommodation –Forcing –Compromise –Collaboration

15–54 Conflict-Management Techniques Figure 7

15-55 Movie Example: 13 going on 30 How does the group on the dance floor move through the stages of group development?