?2007PrenticeHall,Inc.

Allrightsreserved.UnderstandingGroupsandTeamsChapter

15?2007PrenticeHall,Inc.

Al?2007PrenticeHall,Inc.Allrightsreserved.15–2LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.UnderstandingGroupsDefinethedifferenttypesofgroups.Describethefivestagesofgroupdevelopment.ExplainingWorkGroupBehaviorExplainthemajorcomponentsthatdeterminegroupperformanceandsatisfaction.Discusshowroles,norms,conformity,statussystems,groupsize,andgroupcohesivenessinfluencegroupbehavior.Explainhowgroupnormscanbothhelpandhurtanorganization.Definegroupthinkandsocialloafing.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–3LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.ExplainingWorkGroupBehavior(cont’d)Describetherelationshipsbetweengroupcohesivenessandproductivity.Discusshowconflictmanagementinfluencesgroupbehavior.Telltheadvantagesanddisadvantagesofgroupdecisionmaking.CreatingEffectiveTeamsComparegroupsandteams.Explainwhyteamshavebecomesopopularinorganizations.Describethefourmostcommontypesofteams.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–4LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.CreatingEffectiveTeams(cont’d)Listthecharacteristicsofeffectiveteams.CurrentChallengesinManagingTeamsDiscussthechallengesofmanagingglobalteamsExplaintheroleofinformal(social)networksinmanagingteams.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–5UnderstandingGroupsGroupTwoormoreinteractingandinterdependentindividualswhocometogethertoachievespecificgoals.FormalgroupsWorkgroupsdefinedbytheorganization’sstructurethathavedesignatedworkassignmentsandtasks.Appropriatebehaviorsaredefinedbyanddirectedtowardorganizationalgoals.InformalgroupsGroupsthatareindependentlyformedtomeetthesocialneedsoftheirmembers.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–6Exhibit15–1 ExamplesofFormalGroupsCommandGroupsGroupsthataredeterminedbytheorganizationchartandcomposedofindividualswhoreportdirectlytoagivenmanager.TaskGroupsGroupscomposedofindividualsbroughttogethertocompleteaspecificjobtask;theirexistenceisoftentemporarybecauseoncethetaskiscompleted,thegroupdisbands.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–7Exhibit15–1 ExamplesofFormalGroups(cont’d)Cross-FunctionalTeamsGroupsthatbringtogethertheknowledgeandskillsofindividualsfromvariousworkareasorgroupswhosemembershavebeentrainedtodoeachothers’jobs.Self-ManagedTeamsGroupsthatareessentiallyindependentandinadditiontotheirowntasks,takeontraditionalresponsibilitiessuchashiring,planningandscheduling,andperformanceevaluations.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–8StagesinGroupDevelopmentFormingMembersjoinandbegintheprocessofdefiningthegroup’spurpose,structure,andleadership.StormingIntragroupconflictoccursasindividualsresistcontrolbythegroupanddisagreeoverleadership.NormingCloserelationshipsdevelopasthegroupbecomescohesiveandestablishesitsnormsforacceptablebehavior.PerformingAfullyfunctionalgroupstructureallowsthegrouptofocusonperformingthetaskathand.AdjourningThegrouppreparestodisbandandisnolongerconcernedwithhighlevelsofperformance.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–9Exhibit15–2 StagesofGroupDevelopment?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–10Exhibit15–3 GroupBehaviorModel?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–11WorkGroupBehaviorInternalVariablesAffectingGroupBehaviorTheindividualabilitiesofthegroup’smembersThesizeofthegroupThelevelofconflictTheinternalpressuresonmemberstoconformtothegroup’snorms?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–12ConditionsAffectingGroupBehaviorExternal(Organizational)ConditionsOverallstrategyAuthoritystructuresFormalregulationsAvailableorganizationalresourcesEmployeeselectioncriteriaPerformancemanagement(appraisal)systemOrganizationalcultureGeneralphysicallayoutInternalGroup

VariablesIndividualcompetenciesandtraitsofmembersGroupstructureSizeofthegroupCohesivenessandthelevelofintragroupconflictInternalpressuresonmemberstoconformothegroup’snorms?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–13GroupStructureRoleThesetofexpectedbehaviorpatternsattributedtosomeonewhooccupiesagivenpositioninasocialunitthatassistthegroupintaskaccomplishmentormaintaininggroupmembersatisfaction.Roleconflict:experiencingdifferingroleexpectationsRoleambiguity:uncertaintyaboutroleexpectations?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–14GroupStructure(cont’d)NormsAcceptablestandardsorexpectationsthataresharedbythegroup’smembers.CommontypesofnormsEffortandperformanceOutputlevels,absenteeism,promptness,socializingDressLoyalty?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–15GroupStructure(cont’d)ConformityIndividualsconforminordertobeacceptedbygroups.Grouppressurescanhaveaneffectonanindividualmember’sjudgmentandattitudes.Theeffectofconformityisnotasstrongasitoncewas,althoughstillapowerfulforce.GroupthinkTheextensivepressureofothersinastronglycohesiveorthreatenedgroupthatcausesindividualmemberstochangetheiropinionstoconformtothatofthegroup.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–16Exhibit15–4 ExamplesofCardsUsedintheAschStudy?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–17GroupStructure(cont’d)StatusSystemTheformalorinformalprestigegrading,position,orrankingsystemformembersofagroupthatservesasrecognitionforindividualcontributionstothegroupandasabehavioralmotivator.Formalstatussystemsareeffectivewhentheperceivedrankingofanindividualandthestatussymbolsaccordedthatindividualarecongruent.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–18GroupStructure:GroupSizeSmallgroupsCompletetasksfasterthanlargergroups.Makemoreeffectiveuseoffacts.LargegroupsSolveproblemsbetterthansmallgroups.Aregoodforgettingdiverseinput.Aremoreeffectiveinfact-finding.SocialLoafingThetendencyforindividualstoexpendlesseffortwhenworkingcollectivelythanwhenworkindividually.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–19GroupStructure(cont’d)GroupCohesivenessThedegreetowhichmembersareattractedtoagroupandsharethegroup’sgoals.Highlycohesivegroupsaremoreeffectiveandproductivethanlesscohesivegroupswhentheirgoalsalignedwithorganizationalgoals.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–20Exhibit15–5 TheRelationshipBetweenCohesivenessandProductivity?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–21GroupProcesses:GroupDecisionMakingAdvantagesGeneratesmorecompleteinformationandknowledge.Generatesmorediversealternatives.Increasesacceptanceofasolution.Increaseslegitimacyofdecision.DisadvantagesTimeconsumingMinoritydominationPressurestoconformAmbiguousresponsibility?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–22Exhibit15–6 GroupversusIndividualDecisionMakingCriteriaofEffectiveness Groups Individuals

Accuracy

Speed

Creativity

Degreeofacceptance

Efficiency

?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–23Exhibit15–7 TechniquesforMakingMoreCreativeGroupDecisions?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–24GroupProcesses:ConflictManagementConflictTheperceivedincompatibledifferencesinagroupresultinginsomeformofinterferencewithoroppositiontoitsassignedtasks.Traditionalview:conflictmustbeavoided.Humanrelationsview:conflictisanaturalandinevitableoutcomeinanygroup.Interactionistview:conflictcanbeapositiveforceandisabsolutelynecessaryforeffectivegroupperformance.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–25GroupProcesses:ConflictManagement(cont’d)CategoriesofConflictFunctionalconflictsareconstructive.Dysfunctionalconflictsaredestructive.TypesofConflictTaskconflict:contentandgoalsoftheworkRelationshipconflict:interpersonalrelationshipsProcessconflict:howtheworkgetsdone?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–26Exhibit15–8 ConflictandGroupPerformance?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–27GroupProcesses:ConflictManagement(cont’d)TechniquestoReduceConflict:AvoidanceAccommodationForcingCompromiseCollaboration?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–28Exhibit15–9 Conflict-ManagementTechniquesSource:

AdaptedfromK.W.Thomas,“ConflictandNegotiationProcessesinOrganizations,”inM.D.DunnetteandL.M.Hough(eds.)HandbookofIndustrialandOrganizationalPsychology,vol.3,2ded.(PaloAlto,CA:ConsultingPsychologistsPress,1992),p.668.Withpermission?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–29GroupTasksandGroupEffectivenessHighlycomplexandinterdependenttasksrequire:Effectivecommunications:discussionamonggroupmembers.Controlledconflict:Moreinteractionamonggroupmembers.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–30WhatIsaTeam?WorkTeamAgroupwhosemembersworkintenselyonaspecificcommongoalusingtheirpositivesynergy,individualandmutualaccountability,andcomplementaryskills.TypesofTeamsProblem-solvingteamsSelf-managedworkteamsCross-functionalteamsVirtualteams?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–31Exhibit15–10 GroupsversusTeams?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–32TypesofTeamsProblem-solvingTeamsEmployeesfromthesamedepartmentandfunctionalareawhoareinvolvedineffortstoimproveworkactivitiesortosolvespecificproblems.Self-managedWorkTeamsAformalgroupofemployeeswhooperatewithoutamanagerandresponsibleforacompleteworkprocessorsegment.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–33TypesofTeams(cont’d)Cross-functionalTeamsAhybridgroupingofindividualswhoareexpertsinvariousspecialtiesandwhoworktogetheronvarioustasks.VirtualTeamsTeamsthatusecomputertechnologytolinkphysicallydispersedmembersinordertoachieveacommongoal.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–34AdvantagesofUsingTeamsTeamsoutperformindividuals.Teamsprovideawaytobetteruseemployeetalents.Teamsaremoreflexibleandresponsive.Teamscanbequickly

assembled,deployed,

refocused,anddisbanded.?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–35Exhibit15–11 CharacteristicsofEffectiveTeams?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–36CharacteristicsofEffectiveTeamsHaveaclearunderstandingoftheirgoals.Havecompetentmemberswithrelevanttechnicalandinterpersonalskills.Exhibithighmutualtrustinthecharacterandintegrityoftheirmembers.Areunifiedintheircommitmenttoteamgoals.Havegoodcommunicationsystems.PossesseffectivenegotiatingskillsHaveappropriateleadershipHavebothinternallyandexternallysupportiveenvironments?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–37CurrentChallengesinManagingTeamsGettingemployeesto:CooperatewithothersShareinformationConfrontdifferencesSublimatepersonalinterestforthegreatergoodoftheteam?2007PrenticeHall,Inc.All?2007PrenticeHall,Inc.Allrightsreserved.15–38ManagingGlobalTeamsGroupMemberResourcesUniqueculturalcharacteristicsofteammembersAvoidingstereotypingGro