2. Effective Groups and Teamwork
Learning Objectives
Describe the five stages of Tuckman’s theory of group development.
Contrast roles and norms, and specify four reasons norms are enforced in organizations.
Explain how a workgroup becomes a team, and identify five teamwork competencies.
List at least four things managers can do to build trust.
Describe self-managed teams and virtual teams.
Describe groupthink, and identify at least four of its symptoms.
Chapter Ten

3. Formal and Informal Groups
10-1
Group: two or more freely interacting people with shared norms and goals and a common identity.
Formal group: formed by the organization.
Informal group: formed by friends.
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4. Organizational Functions
Formal Groups Fulfill Organizational
and Individual Functions
10-2 Table 10-1
Organizational Functions
Accomplish complex, interdependent tasks that are beyond the capabilities of individuals.
Generate new or creative ideas and solutions.
Coordinate interdepartmental efforts.
Provide a problem-solving mechanism for complex problems requiring varied information and assessments.
Implement complex decisions.
Socialize and train newcomers.
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5. Formal Groups Fulfill Organizational and Individual Functions (Cont.)
10-3 Table 10-1
Individual Functions
Satisfy the individual’s need for affiliation.
Develop, enhance, and confirm the individual’s self—esteem and sense of identity.
Give individuals an opportunity to test and share their perceptions of social reality.
Reduce the individual’s anxieties and feelings of insecurity and powerlessness.
Provide a problem-solving mechanism for personal and interpersonal problems.
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6. Tuckman’s Five-Stage Theory of Group
Development
10-4 Figure 10-1
Performing
Norming
Adjourning
Storming
Forming
Return to Independence
Dependence/ interdependence
Independence
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7. Tuckman’s Five-Stage Theory of Group Development (Cont.)
10-5 Figure 10-1
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?”
“What’s next?”
Group Issues
“Why are we here?”
“Why are we fighting over who is in charge and who does what?”
“Can we agree on roles and work as a team?”
“Can we do the job properly?”
“Can we help members transition out?”
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8. Group Member Roles Task Roles Description 10-6 Table 10-2 Intiator
Suggests new goal or ideas
Information seeker/giver
Clarifies key issues
Opinion seeker/giver
Clarifies pertinent values
Elaborator
Promotes greater understanding through examples or exploration of implications
Coordinator
Pulls together ideas and suggestions
Keeps group headed toward its stated goal(s).
Orienter
Tests groups accomplishments with various criteria such as logic and practicality
Evaluator
Prods group to move along or to accomplish more
Energizer
Performs routine duties
Procedural technician
Performs “group memory” function by documenting discussion and outcomes
Recorder
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9. Group Member Roles (Cont.)
10-7 Table 10-2
Maintenance Roles
Description
Encourager
Fosters group solidarity by accepting and praising various points of view
Harmonizer
Mediates conflict through reconciling or humor
Compromiser
Helps resolve conflict by meeting others “half way”
Gatekeeper
Encouragers all group members to participate
Standard setter
Evaluates the quality of group process
Records and comments on group processes/dynamics
Commentator
Serves as a passive audience
Follower
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10. Norms
10-8
Norm: shared attitudes, opinions, feelings, or actions that guide social behavior.
How norms are developed:
Explicit statements by supervisors or co-workers
Critical events in the group’s history
Primacy
Carryover behaviors from past situations
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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11. Teams
10-9
Team: small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach.
A group becomes a team when the following are met:
Leadership becomes a shared activity
Accountability shifts from strictly individual to both individual and collective
The group develops its own purpose or mission
Problem solving becomes a way of life, not a part-time activity
Effectiveness is measured by the group’s collective outcomes and products
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12. Trust Trust: reciprocal faith in other’ intentions and behavior.
10-10
Trust: reciprocal faith in other’ intentions and behavior.
Three Dimensions of Trust:
Overall trust
Emotional trust
Reliableness
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13. How to Build Trust Communication. Support. Respect. Fairness.
10-11
Communication.
Support.
Respect.
Fairness.
Predictability.
Competence.
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14. Indirect Influence Tactics of
Self-Managed Teams
10-12
Relating
Scouting
Persuading
Empowering
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15. Virtual Teams
10-13
Virtual team: information technology allows group members in different locations to conduct business.
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16. Threats to Group and Team Effectiveness
10-14
Groupthink: Janis’s term for cohesive in-group’s unwillingness to realistically view alternatives.
Symptoms:
Invulnerability
Inherent morality
Rationalization
Stereotyped views of opposition
Self-censorship
Illusion of unanimity
Peer pressure
Mindguards
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17. Team Effectiveness (Cont.)
Threats to Group and
Team Effectiveness (Cont.)
10-15
Social Loafing: decrease in individual effort as group size increases.
Explanations:
Equity of effort
Loss of personal accountability
Motivational loss due to sharing of rewards
Coordination loss as more people perform the task
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