1. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 Management and Organisational Behaviour 7th Edition PART 5 Groups and Teamwork

2. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 Management and Organisational Behaviour 7th Edition CHAPTER 13 The Nature of Work Groups and Teams

3. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.2 Popular group definitions A popular definition defines groups in psychological terms Any number of people who – Interact with one another Are psychologically aware of one another Perceive themselves to be a group Schein

4. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.3 Group characteristics A definable membership Group consciousness A sense of shared purpose Interdependence Interaction Ability to act in a unitary manner Mitchell

5. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.4 Importance of groups on organisations Groups are an essential feature of the work patterns of organisations People in groups influence each other, they may develop their own hierarchies & leaders Group pressures can have a major influence over the behaviour of individual members & their work performance

6. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.5 Importance of groups on organisations The activities of the group are associated with the process of leadership The style of leadership of the manager has an important influence on the behaviour of group members

7. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.6 Differences between groups & teams Attachment / affiliation – concerning the need for engagement & sharing, a feeling of community & a sense of belonging Exploration / assertion – concerning the ability to play & work, a sense of fun & enjoyment, the need for self-assertion & the ability to choose Kets de Vries

8. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.7 Differences between groups & teams Teams Limited in size Selection – crucial Shared or rotating leadership Mutual knowledge & understanding Style – role spread co-ordination Spirit of dynamic interaction Groups Medium or large in size Selection – immaterial Perception - solo leadership Focus on leader Style – convergence conformism Spirit of togetherness

9. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.8 Teamwork & competitiveness Teamwork can increase competitiveness by – Improving productivity Improving quality & encouraging innovation Taking advantage of the opportunities provided by technological advances Improving employee motivation & commitment

10. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.9 Factors & importance of effective team working The general movement towards flatter organisational structures, wider spans of control, reducing layers of middle management, & increasing empowerment of employees places greater emphasis on the importance of effective team work Team working is seen as being crucial to an organisation’s efforts to perform better, faster & more profitably than competitors Lucas

11. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.10 Skills & qualities for effective team working Technical competence of individual team members Ability of members to gel Collaborative skills Support between team members Ability to handle conflict Guirdham

12. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.11 Formal groups Are created to achieve specific organisational objectives & are concerned with the co-ordination of work activities Group members have defined roles & the nature of work tasks to be undertaken is a predominant feature of the group Tend to be relatively permanent, although there may be a change in the membership of the team

13. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.12 Informal groups Serve to satisfy the psychological & social needs of group members not related necessarily to the tasks to be undertaken They are based on personal relationships & membership can cut across the formal structure of the organisation

14. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.13 Major functions of informal groups The perpetuation of the informal group culture The maintenance of a communication system The implementation of social control The provision of interest & fun in work life Lysons

15. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.14 Reasons for forming groups or teams So that certain tasks can be performed through the combined efforts of a number of individuals working together Collusion between members aiding creativity & initiative Provide companionship & a source of mutual understanding & support Provide guidelines on generally acceptable behaviour Protection for its membership

16. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.15 Factors contributing to group cohesiveness & performance Membership Work environment Organisational Group development & maturity

17. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.16 Factors contributing to group cohesiveness & performance – membership Size of the group Compatibility of members Performance

18. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.17 Factors contributing to group cohesiveness & performance – work environment Nature of the task Physical setting Communications Technology

19. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.18 Factors contributing to group cohesiveness & performance – organisational Management & leadership Personnel policies & procedures Success External threat

20. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.19 Factors contributing to group cohesiveness & performance – group development & maturity Forming Storming Norming Performing

21. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.20 How many people should be in team? Response from organisations indicate team sizes should be between 4 and 15 Less than 4 restricts creativity & variety 15 is about the maximum number of people anyone can communicate with without having to raise their voice significantly Cane

22. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.21 Group development & maturity There are four distinct stages in group development – Mutual acceptance & membership Communication & decision-making Motivation & productivity Control & organisation Bass & Ryterband

23. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.22 Group development & maturity an alternative perspective 1.Forming 2.Storming 3.Norming 4.Performing Tuckman

24. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.23 Characteristics of effective work groups A belief in shared aims & objectives A sense of belonging to the group Acceptance of group values & norms A feeling of mutual trust & dependency Full participation by all members & decision- making by consensus

25. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.24 Characteristics of effective work groups A free flow of information & communication Open expression of feelings & disagreements Conflict resolution Low levels of staff turnover

26. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.25 Virtual teams Teams where the primary interaction among members is by some electronic information & communication process A potential future compromise between fully- fledged teams & well-managed teams

27. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.26 Role relationships The roles that an individual plays with a group is influenced by a combination of – Situational factors – requirements of the task, style of leadership Personal factors – such as values, attitudes, motivation, ability, etc.

28. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.27 Factors affecting roles Role sets – the range of associations or contacts an individual has meaningful interactions with Role incongruence arises when a member of staff is perceived as having a high & responsible position in one respect but a low standing in another respect

29. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.28 Factors affecting roles Role expectations – what a person is expected to do & their duties & obligations Role incompatibility arises when compliance with one set of expectations makes it difficult or impossible to comply with the other expectations

30. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.29 Factors affecting roles Role overload – when an individual faces too many separate roles or too great a variety of expectations and is unable to satisfactorily meet all expectations Role underload arises when the prescribed role expectations fall short of the individual’s own perception of their role

31. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 13.30 Role relationships & conflicts Figure 13.7 Source: Adapted from Miner, J.B., Management Theory, Macmillan (1971) p.47.