1. Chapter 9 Work Teams and Groups
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2. Groups and Teams
Two or more people with common interests, objectives, and continuing interaction
Group
Group of people with complementary skills who are committed to a common:
Mission
Performance goal
Approach for which they hold themselves mutually accountable
Work team

3. Why Teams? Teamwork Benefit for organizations Benefits for individuals
Joint action by a team in which individual interests are subordinated to team unity
Teamwork
Encourages collaboration
Benefit for organizations
Psychological intimacy: Emotional and psychological closeness to other team or group members
Integrated involvement: Closeness achieved through tasks and activities
Benefits for individuals

4. New vs. Old Team Environments

5. Group Behavior Norms of behavior Group cohesion Social loafing
Group standards used to evaluate member’s behaviors
Norms of behavior
Interpersonal glue that makes group members stick together
Group cohesion
Failure of a member to contribute personal time, effort, thoughts, or other resources
Social loafing
Individual group members' loss of self-awareness, sense of accountability, inhibition, and responsibility for individual behavior
Loss of individuality

6. Cohesion Factors influencing cohesion Problems with: groupthink Time
Size
Prestige
External pressure
Internal competition
Problems with: groupthink

7. Types of Groups Formal groups Informal groups
Official or assigned groups gathered to perform various tasks
Informal groups
Groups that evolve in the work setting to meet needs not met by formal groups
Ethnic, gender, cultural and interpersonal diversity is critical to all types of groups

8. 9.1 Tuckman’s Five-Stage Model of Group Development

9. Mature Groups Characteristics
Purpose and Mission
Behavioral Norms
Groups Cohesion
Status Structure

10. 9.2 Task and Maintenance Functions in Teams or Groups

11. Factors Influencing Group Effectiveness
Goals and objectives, guidelines, performance measures, and role specification
Work team structure
Managing cooperative and competitive behaviors
Work team process
Enhances group effectiveness
Types of member contribution - Contributor, collaborator, communicator, and challenger
Diversity
Enhanced through encouraging greater diversity within the team
Creativity

12. Cooperative and helping behaviors
Empowerment Skills
Competence skills
Process skills
Cooperative and helping behaviors
Communication skills

13. Self-Managed Teams Self-directed teams or autonomous work groups
Make decisions that are otherwise reserved for managers
Help implement empowerment in organizations

14. Self-managed teams at the top-level of an organization
Upper Echelons
Self-managed teams at the top-level of an organization
Upper echelon theory
Background characteristics of top management team predict organizational characteristics
Set standards for values, competence, ethics, and unique characteristics in the organization
Key to the strategic success of the organization

15. Upper Echelons (continued)
Help sustain high levels of organizational performance at the peak
Help maintain the CEO’s vitality
Diversity at the top
Diversity increases uncertainty, complexity, and inherent confusion in group processes
Culturally diverse groups generate more and better ideas and limit groupthink
Multicultural top teams

16. 5 Seasons of CEO Tenure
Response to a mandate
Experimentation
Selection of an enduring theme
Convergence
Dysfunction

17. Executive Tenure and Organizational Performance24