1. Organizational Behavior: Group Dynamics and Teamwork
Gholipour A Organizational Behavior. University of Tehran

2. Sociological Criteria of a group
Two or more freely interacting people (Interdependent -interact and influence each other);
Mutually accountable for achieving common goals;
Common Identity;
Collective Norms. .
Gholipour A Organizational Behavior. University of Tehran

3. Gholipour A. 2006. Organizational Behavior. University of Tehran
What
Makes
People
Join
Groups?
Status
Security
Power
Goal
Achievement
Self-
Esteem
Affiliation
Security. By joining groups, people can reduce the insecurity of “standing alone.”
Status. Inclusion in a group that is viewed as important by others provides status and recognition for its members.
Self-esteem. Groups can provide people with feelings of self-worth.
Affiliation. Groups can fulfill social needs.
Power. What cannot be achieved individually often becomes possible through group action.
Goal achievement. Sometimes, it takes more than one person to accomplish a task. In such cases, management will use formal groups.
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4. Gholipour A. 2006. Organizational Behavior. University of Tehran
Groups versus Teams
All teams are groups
Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together)
Teams have a positive synergy
Skills in teams are complementary .
Gholipour A Organizational Behavior. University of Tehran

5. Functions of Formal Groups
Organizational Functions
Individual Functions
1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals. 2. Generate new or creative ideas and solutions. 3. Coordinate interdepartmental efforts. 4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments. 5. Implement complex decisions. 6. Socialize and train newcomers.
1. Satisfy the individual’s need for affiliation. 2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity. 3. Give individuals an opportunity to test and share their perceptions of social reality. 4. Reduce the individual’s anxieties and feelings of insecurity and powerless- ness.
5. Provide a problem-solving mechanism for personal and interpersonal problems.
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6. Theories of Group Formation
Propinquity
Needs, Functions and Goals
Interaction
Balance Theory
Exchange Theory
Five-Stage Theory
Punctuated Equilibrium Model
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7. Tuckman’s Five-Stage Theory of Group Development
Performing
Norming
Adjourning
Storming
Return to Independence
Forming
Dependence/ interdependence
Independence
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8. Tuckman’s Five-Stage Theory of Group Development (continued)
Forming
Storming
Norming
Performing
Individual Issues
“How do I fit in?”
“What’s my role here?”
“What do the others expect me to do?”
“How can I best perform my
role?”
Group Issues
“Why are we here?”
“Why are we fighting over who’s in charge and who does what?”
“Can we agree on roles and work as a
team?”
“Can we do the job properly?”
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9. NOT QUITE A SOCIAL GROUP
Category
People with common status (girls, doctors, nurses)
Aggregate
People in the same place (people at the mall)
Crowd
Temporary cluster of people (spectators at a game, passengers waiting to board an airplane)
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10. Gholipour A. 2006. Organizational Behavior. University of Tehran
PRIMARY GROUPS
Traits
Small
Personal orientation
Enduring (long lasting)
Frequent interaction
Face-to-face
Intimate
sense of belonging
emotional orientation: bond based on emotions
loyalty
Primary relationships
First group experienced in life
Irreplaceable
Security
Assistance of all kinds
Emotional to financial
Examples: the family.
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11. Gholipour A. 2006. Organizational Behavior. University of Tehran

12. Gholipour A. 2006. Organizational Behavior. University of Tehran
SECONDARY GROUPS
Traits
Large membership: larger than primary groups
Goal or activity orientation
impersonal and formal
Infrequent interaction
Secondary relationships
Weak emotional ties between persons
Short term
Importance
Networking
Career goals
Examples: co-workers, political organizations
Gholipour A Organizational Behavior. University of Tehran

13. In-Groups and Out-Groups
“group with which people identify and have a sense of belonging”
pronoun “WE”
Out-group
“group that people do not identify with
pronoun “THEY”
Loyalty to INGROUP
Opposition to OUTGROUPS
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14. Gholipour A. 2006. Organizational Behavior. University of Tehran
Reference Groups
In-groups can be secondary or primary groups, but in either case, they are always reference groups, real or imaginary .
a standard to evaluate ourselves
normative function
comparative function
Gholipour A Organizational Behavior. University of Tehran

15. Gholipour A. 2006. Organizational Behavior. University of Tehran
Group Dynamics
Leadership
Roles
Norms
Status
Size
Composition
Cohesiveness
Socio-emotional
Instrumental
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16. Different Role Requirements
Role Identity
Role Perception
Role Expectations
Role Conflict
Role Overload
Role Ambiguity
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17. Gholipour A. 2006. Organizational Behavior. University of Tehran
Task Roles
Roles Description
Initiator Suggests new goals or ideas
Information seeker/giver Clarifies key issues
Opinion seeker/giver Clarifies pertinent issues
Elaborator Promote greater understanding
Coordinator Pulls together key ideas and suggestions
Orienter Keeps group headed toward its stated goal(s)
Evaluator Tests group’s accomplishments
Energizer Prods group to move along or to accomplish more
Procedural Technician Performs routine duties
Recorder Performs a “group memory” function
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18. Gholipour A. 2006. Organizational Behavior. University of Tehran
Maintenance Roles
Roles Description
Encourager Fosters group solidarity
Harmonizer Mediates conflict through reconciliation or humor
Compromiser Helps resolve conflict by meeting others”half way”
Gate Keeper Encourages all group members to participate
Standard setter Evaluates the quality of group processes
Commentator Records comments on group processes/dynamics
Follower Serves as a passive audience
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19. Individual versus Group Decision Making
Individuals
Groups
Speed
Clear Accountability
Consistent Values
Knowledge & Diversity
High Quality Decisions
Increased Acceptance
A major advantage of individual decision making is speed. An individual does not have to convene a meeting and spend time discussing various alternatives. Individual decisions also have clear accountability. The person who made the decision is known; therefore, responsibility for the outcome of the decision is easy to fix. Individual decisions also ten to convey consistent values. While individuals are not perfectly consistent when making decisions, they are more so than groups.
Groups generate more complete information and knowledge. By aggregating the resources of several individuals, groups bring more input to the decision- making process. Groups also offer increased diversity of views. Evidence indicates that a group will almost always outperform even the best individual. So groups generate higher quality decisions. Finally, groups lead to increased acceptance of solutions.
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20. Gholipour A. 2006. Organizational Behavior. University of Tehran
Group Dysfunctions
Conformity (Sharif, Asch, Milgram, Hofling)
Groupthink
Social loafing
Risky shift
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21. GROUP CONFORMITY STUDIES
PRESSURES TO CONFORM TO GROUP DESIRES
Asch’s research
Willingness to COMPROMISE our own judgments
Line experiment
Milgram’s research
Role authority plays
Following orders
Janis’ research
Negative side of ‘groupthink’
Lack of objectivity
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22. ASCH’S LINE EXPERIMENT
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23. Symptoms of Groupthink
Invulnerability
Inherent morality
Rationalization
Stereotyped views of opposition
Self-censorship
Illusion of unanimity
Peer pressure
Mindguards
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24. How to Prevent Groupthink
Every group member a critical evaluator
Avoid rubber-stamp decisions
Different groups explore same problems
Rely on subgroup debates and outside experts
Assign role of devil’s advocate
Rethink a consensus
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25. Conditions for Social Loafing
Low task interdependence
Individual output not visible
Routine, uninteresting tasks
Low task significance
Low collectivist values
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26. General Typology of Teams
Types of Teams
General Typology of Teams
Advice
Production
Project
Action
Common Forms of Teams
Problem solving
Self-managed
Cross-functional
Virtual
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27. Gholipour A. 2006. Organizational Behavior. University of Tehran
Virtual Teams
Cross-functional teams that operate across space, time and organizational boundaries using information technology
Increasingly possible because of:
Technology
Knowledge-based work
Increasingly necessary because of:
Globalization
Knowledge management
Need for team work
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28. Survey Evidence: What Self-Managing Teams Manage
Percentage of Companies Saying Their Self-Managing Teams Perform These Traditional Management Functions by Themselves.
Schedule work assignments 67% Work with outside customers Conduct training Set production goals/quotas Work with suppliers/vendors Purchase equipment/services Develop budgets Do performance appraisals Hire co-workers Fire co-workers
Source: Adapted from “1996 industry Report: What Self-Managing Teams Manage,” Training, October 1996, p. 69
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29. Team Effectiveness Model
Organizational and
Team Environment
Reward systems
Communication systems
Physical space
Organizational environment
Organizational structure
Organizational leadership
Task characteristics
Team size
Team composition
Team Design
Achieve organizational goals
Satisfy member needs
Maintain team survival
Team
Effectiveness
Team development
Team norms
Team roles
Team cohesiveness
Team Processes
Gholipour A Organizational Behavior. University of Tehran

30. Homogeneous vs. Heterogeneous Teams
Homogeneous Teams
Heterogeneous teams
Higher satisfaction
Less conflict
Faster team development
More efficient coordination
Performs better on simple tasks
More conflict
Slower team development -- takes longer to agree on norms and goals
Better knowledge and resources for complex tasks
Tend to be more creative
Higher potential for support outside the team
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31. Stages of Team Development
Performing
Adjourning
Existing teams might regress back to an earlier stage of development
Norming
Storming
Forming
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32. Gholipour A. 2006. Organizational Behavior. University of Tehran
Team Norms
Norm: “An attitude, opinion, feeling, or action -- shared by two or more people -- that guides their behavior.”
Informal rules and expectations team establishes to regulate member behaviors
Norms develop through:
Explicit statements
Critical events in team’s history
Primacy
Beliefs/values members bring to the team and team experiences
Why Norms Are Enforced
Help the group or organization survive
Clarify or simplify behavioral expectations
Help individuals avoid embarrassing situations
Clarify the group’s or organization’s central values and/or unique identity
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33. Causes of Team Cohesiveness
Member
Similarity
Team
Cohesiveness
External
Challenges
Member
Interaction
Team
Success
Team
Size
Somewhat
Difficult Entry
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34. Team Cohesiveness Outcomes
Members of cohesive teams:
Want to remain members
Willing to share information
Strong interpersonal bonds
Want to support each other
Resolve conflict effectively
More satisfied and experience less stress .
Gholipour A Organizational Behavior. University of Tehran

35. Cohesiveness-Productivity Relationship
High
Low
Strong Increase
In Productivity
Moderate Increase
In Productivity
High
Alignment of group and
organizational goals
Groups differ in cohesiveness: the degree to which members are motivated to stay in the group. Studies show that the relationship of cohesiveness to productivity depends on the performance-related norms established by the group. The more cohesive the group, the more members will follow its goals. The figure above summarizes the relationship between group cohesiveness, performance norms, and productivity.
Managers can use the following techniques to encourage group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase the time team members spend together.
4. Increase the perceived status of the group and of attaining membership.
5. Stimulate competition with other groups.
6. Give rewards to the group rather than to members.
7. Physically isolate the group.
Decrease in
Productivity
No Significant Effect
On Productivity
Low
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36. Gholipour A. 2006. Organizational Behavior. University of Tehran
Shaping Team Players
Rewards
Training
Selection
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37. Effective Teamwork Through Trust
Trust: “Reciprocal faith in others’ intentions and behavior.”
How to Build Trust
Communication (keep everyone informed; give feedback; tell the truth).
Support (be available and approachable).
Respect (delegate; be an active listener).
Fairness (give credit where due; objectively evaluate performance).
Predictability (be consistent; keep your promises).
Competence (demonstrate good business sense and professionalism).
Effective Teamwork Through Cooperation
Cooperation
Competition
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38. Effective Teamwork Through Cohesiveness
Cohesiveness: “A sense of we-ness helps team stick together.”
How to Enhance Cohesiveness
Socio-Emotional Cohesiveness
Keep the team relatively small.
Increase the status and prestige of belonging.
Encourage interaction and cooperation.
Emphasize member,s common characteristics and interests.
Point out environmental threats to rally the team.
Instrumental Cohesiveness
Regularly update and clarify the team,s goals.
Give every team member a vital “piece of the action”.
Channel each team member,s special talents to the common goals.
Recognize and equitably reinforce every member,s contributions.
Frequently remind team members they need each other to get the job done.
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39. High-performance Teams
Participative
Leadership
Aligned on
Purpose
Shared
Responsibility
Attributes of
high-performance
Teams
High
Communication
Future
Focused
Rapid
Response
Focused on
Task
Creative
Talents
Gholipour A Organizational Behavior. University of Tehran