1. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 19 Groups and Teams

2. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Characterize organizations in terms of interpersonal processes. Define a group and elaborate on different kinds of groups. Discuss the psychological character of groups, including why people join groups, the stages of development through which groups tend to move, and the nature of the informal organization.

3. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Identify important group dimensions—role dynamics, cohesiveness, and norms—and the relationships among them. Discuss the management of functional groups, task forces and committees, work teams, and quality circles. Describe the advantages, disadvantages, and techniques of group decision making.

4. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Interpersonal Character of Organizations Top performance and effectiveness achieved by capitalizing on energy and strength provided by most underused resources in organizations today: groups and teamwork.

5. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Nature of Groups Definition of a Group – Group: two or more people who interact regularly to accomplish common goal. – Group that gets too large usually ceases to function as a group. – Members must interact regularly. – Members must have common purpose.

6. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Nature of Groups Kinds of Groups – Functional group: created by organization to accomplish range of goals; indefinite time horizon. – Task group: created by organization to accomplish limited number of goals within stated or implied time. – Informal (interest) group: created by members of group itself for purposes that may or may not be related to organization; unspecified time horizon.

7. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Psychological Character of Groups Why People Join Groups – Interpersonal attraction – Group activities – Group goals – Instrumental benefits See Table 19.1: Why People Join Groups.

8. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Psychological Character of Groups Stages of Group Development – Forming: mutual acceptance; members of group coming together to create it. – Storming: members may begin to pull apart if they see that group may not meet their expectations. – Norming: resolution of conflict and development of roles.

9. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Psychological Character of Groups Stages of Group Development – Performing: move toward accomplishing its goals. – Adjourning: completion of project or break-up of group. – Mature groups exhibit four characteristics: Role structure Behavioral norms Cohesiveness Leadership

10. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Psychological Character of Groups The Informal Organization – Pattern of influence and interaction defined by total set of informal groups within organization. – Formal organizational structure overlaid with informal groups.

11. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Important Group Dimensions Role Dynamics – Role dynamics: person’s expected role—one others in group expect that person to play— transformed to his or her enacted role—how person actually behaves in group. – Sent role: members transmit expectations. – Perceived role: how individual comes to think he or she should behave in the group.

12. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Important Group Dimensions Role Dynamics – Enacted role: how person actually behaves. – Role ambiguity: sent role is unclear. – Role conflict: messages about role are clear but involve degree of inconsistency or contradiction. – Interrole conflict: between two or more roles.

13. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Important Group Dimensions Role Dynamics – Intrarole conflict: one person receives two or more conflicting messages. – Intrasender role conflict: one person transmits conflicting expectations. – Person-role conflict: demands of role incongruent with person’s preferences or values.

14. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Important Group Dimensions Cohesiveness – Extent to which members of group motivated to remain together. – Small size, frequent interaction, clear goals, and success tend to foster cohesiveness. – Large group whose members are physically dispersed, have ambiguous goals, and suffers failure will be less cohesive.

15. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Important Group Dimensions Norms – Standard of behavior the group develops for its members. Accept and conform Total rebellion Creative individuality

16. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managing Groups and Teams in Organizations Managing Functional Groups – Manager cognizant of importance of role dynamics. – Manager should realize importance of group cohesiveness. – Manager should work to establish high performance norms.

17. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managing Groups and Teams in Organizations Managing Task Forces and Committees – Task force: temporary group within organization created to accomplish a specific purpose (task) by integrating existing functional areas. – Majority of group should be line managers. – Group must have all relevant information. – Group needs legitimate power to translate group needs back to respective functional groups.

18. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managing Groups and Teams in Organizations Managing Task Forces and Committees – Committee: special kind of task group. – May have only a few or many members. – Purpose may be broad and short term, or narrow and long term. – Goals and limits of committee’s authority clearly specified with specific agenda. – Specify output of committee.

19. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managing Groups and Teams in Organizations Managing Work Teams – Work team: small group of employees responsible for tasks previously performed by individual members; responsibility for managing itself. – Gives employees more say in their jobs. – Provide initial training.

20. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managing Groups and Teams in Organizations Managing Quality Circles (QC) – Groups of operating employees formed for express purpose of helping organization identify and solve quality-related problems. – QCs are controversial. Rely totally on volunteers. Provide time and resources to allow QC to do its job. Provide feedback and recognition to QC regarding its suggestions.

21. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managing Groups and Teams in Organizations Mistakes to Avoid in Using Groups and Teams – Calling work unit a team but also managing members as individuals. – Failure to really delegate authority to team. – Vague delegation. – Setting up a team properly but providing it with no organizational support.

22. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Group Decision Making See Table 19.2: Advantages and Disadvantages of Group Decision Making. Techniques for Group Decision Making – Delphi forecasting – Nominal group technique – Devil’s advocate strategy

23. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary Group: two or more people who interact regularly to accomplish common goal. Groups classified as formal (functional or task) or informal. People join groups because of interpersonal attraction, group activities, group goals, and instrumental benefits. Group four-stage developmental process: forming, norming, storming, performing.

24. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary In groups, people play certain parts, or roles. – Role ambiguity: sent role unclear. – Role conflict: role messages clear but inconsistent or contradictory. – Cohesiveness: extent to which members motivated to stay together. – Norms: standards of behavior developed by group.

25. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary Managing groups is not easy. Guidelines exist to facilitate management of functional groups, task forces, committees, work teams, quality circles. Conflict can be a consequence of interpersonal processes; has both positive and negative attributes.