1. Effective Groups and Teams by Suhel Khan McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. Lecture 1

2. 15-2 Learning Objectives 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.

3. 15-3 Learning Objectives 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.

4. 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.

5. 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.

6. 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

7. 15-7 Groups and Teams as Performance Enhancers 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

8. 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 base to bear on a problem – To accomplish work that is too vast for any one individual to achieve

9. 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

10. 15-10 Groups’ and Teams’ Contributions to Organizational Effectiveness Figure 15.1

11. 15-11 Groups and Teams and Responsiveness to Customers Responsiveness to Customers – Difficult to achieve given the many constraints. 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.

12. 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 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.

13. 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.

14. 15-14 The Types of Groups and Teams in Organizations Figure 15.2

15. 15-15 Question? Which type of group is one that managers establish to achieve organization goals? A.Formal group B.Informal group C.Virtual team D.Interest group

16. 15-16 The Types of Groups and Teams Formal Group – A group that managers establish to achieve organization goals.

17. 15-17 Formal Groups Cross-functional teams – composed of members from different departments Cross-cultural teams – composed of members from different cultures or countries

18. 15-18 The Types of Groups and Teams Informal Group – A group that managers or nonmanagerial employees form to help achieve their own goals or to meet their own needs.

19. 15-19 The Types of Groups and Teams

20. 15-20 The Types of Groups and Teams

21. 15-21 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 complex enough to include many different steps. – 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.

22. 15-22 Virtual Teams A team whose members rarely meet face-to- face Interact by using various forms of information technology Email, computer networks, telephone, fax, and videoconferences

23. 15-23 Friendship Groups An informal group composed of employees who enjoy one another’s company and socialize with one another

24. 15-24 Interest Groups An informal group of employees seeking to achieve a common goal related to their membership in an organization

25. 15-25 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

26. 15-26 Group Size Advantages of large groups – More resources at their disposal to achieve group goals – Enables managers to obtain division of labor advantages

27. 15-27 Group Size Disadvantages of large groups – Problem of communication and coordination – Lower level of motivation – Members might not think their efforts are really needed

28. 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.