L14_understanding Groups And Teams
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What is a group?
Understanding Groups and Teams
What is a group? Formal Formal Groups Groups
Informal Informal Groups Groups
Formally Established
Occur OccurNaturally Naturally
Work Assignments
Friendships Friendships
Specific Tasks
Common CommonInterests Interests
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
2
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Understanding groups
Types of formal groups
z Group
Types Types of of formal formal groups groups
Two or more interacting and interdependent individuals who come together to achieve particular goals.
Formal groups
Work groups defined by the organisation’s structure that have designated work assignments and tasks. – Appropriate behaviours are defined by and directed toward organisational goals.
CrossCrossCommand Command functional functional
SelfSelfTask Task force force managed managed
Informal groups
Groups that are independently formed to meet the social needs of their members.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
3
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.1
4
1
Stages of group development
Stages in Group Development Forming:
Members join and begin the process of defining the group’s purpose, structure, and leadership
Storming:
Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.
Norming:
Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behaviour
Performing: A fully functional group structure allows the group to focus on performing the task at hand
Adjourning: The group prepares to disband and is no longer concerned with high levels of performance
5
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Group behaviour model
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.2
6
Basic group concepts
Basic Group Group Concepts Concepts Basic
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.3
7
Roles
Norms & Conformity
Status Systems
Size
Conflict
Cohesiveness
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
8
2
Group structure - role z
Group structure - norms z
Role
Norms Acceptable standards or expectations that are shared by the group’s members.
The set of expected behaviour patterns attributed to someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction.
Common types of norms
Role conflict: experiencing differing role expectations.
Effort and performance
Dress
Loyalty
Role ambiguity: uncertainty about role expectations
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
9
10
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Examples of cards used in the Asch study
Group structure (cont’d) z Conformity
Individuals conform in order to be accepted by groups. Group pressures can have an effect on an individual member’s judgment and attitudes. The effect of conformity is not as strong as it once was, although still a powerful force. Groupthink
The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
11
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.4
12
3
Group structure (cont’d) z
Group structure: group size z
Status system
Complete tasks faster than larger groups.
The formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioural motivator.
Small groups Make more effective use of facts.
z
Large groups Solve problems better than small groups. Are good for getting diverse input.
Formal status systems are effective when the perceived ranking of an individual and the status symbols accorded that individual are congruent.
Are more effective in fact-finding. z
Social loafing The tendency for individuals to expend less effort when working collectively than when work individually.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
13
The relationship between cohesiveness and productivity
Group structure (cont’d) z Group
14
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
cohesiveness
The degree to which members are attracted to a group and share the group’s goals.
Highly cohesive groups are more effective and productive than less cohesive groups when their goals aligned with organisational goals.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
15
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.5
16
4
Group processes: group decision making •Advantages
Group versus individual decision making •Disadvantages
Generates more complete information and knowledge. Generates more diverse alternatives. Increases acceptance of a solution.
Criteria of Effectiveness
Time consuming
Accuracy
Minority domination Pressures to conform
Groups
Individuals
X
Speed
X
Ambiguous responsibility
Increases legitimacy of decision.
Creativity
X
Degree of acceptance
X
Efficiency
17
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
X
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
18
Group processes: conflict management
Techniques for making more creative group decisions
z Conflict
¾The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.6
19
Traditional view: conflict must it avoided.
Human relations view: conflict is a natural and inevitable outcome in any group.
Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
20
5
Group processes: conflict management z Categories
Conflict and group performance
of Conflict
Functional conflicts are constructive. Dysfunction conflicts are destructive. z Types
of Conflict
Task conflict: content and goals of the work Relationship conflict: interpersonal relationships Process conflict: how the work gets done
21
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.7
22
What is a team?
Conflict-resolution techniques
z Work
team
A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills. z Types
of teams
Problem-solving teams Self-managed work teams Cross-functional teams Virtual teams Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.8
23
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
24
6
Types of teams (cont’d)
Types of teams z
z Cross-functional
Problem-solving teams
A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks.
Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems
z Virtual
z Self-managed work teams
25
Examples of formal groups z Command
groups
z Cross-functional
26
teams
Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others’ jobs.
groups
z Self-managed
Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Examples of formal groups (cont’d)
Groups that are determined by the organisation chart and composed of individuals who report directly to a given manager. z Task
teams
Teams that use computer technology to link physically dispersed members in order to achieve a common goal.
A formal group of employees who operate without a manager and responsible for a complete work process or segment.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
teams
teams
Groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities such as hiring, planning and scheduling, and performance evaluations.
27
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
28
7
Characteristics of effective teams
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
It’s a Jungle Out There!
Figure 14.10
29
z
1. ‘You can’t train people to be team players.’ Build an argument to support this statement. Then negate that argument.
z
2. How might the team-building exercises such as the ones briefly described contribute to making a team more effective?
z
3. Is there a risk that exercises like this can be seen as just ‘fun’ exercises that are enjoyable but have no other value? If so, how can this be overcome?
z
4. It is your chance to be creative! Think of a team-building exercise that would help a team achieve one of the characteristics of an effective team. (See Figure 14.11) Describe which characteristic you chose and then describe the exercise you would use to help a team develop or enhance that characteristic.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
30
8
Understanding Groups and Teams
What is a group? Formal Formal Groups Groups
Informal Informal Groups Groups
Formally Established
Occur OccurNaturally Naturally
Work Assignments
Friendships Friendships
Specific Tasks
Common CommonInterests Interests
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
2
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Understanding groups
Types of formal groups
z Group
Types Types of of formal formal groups groups
Two or more interacting and interdependent individuals who come together to achieve particular goals.
Formal groups
Work groups defined by the organisation’s structure that have designated work assignments and tasks. – Appropriate behaviours are defined by and directed toward organisational goals.
CrossCrossCommand Command functional functional
SelfSelfTask Task force force managed managed
Informal groups
Groups that are independently formed to meet the social needs of their members.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
3
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.1
4
1
Stages of group development
Stages in Group Development Forming:
Members join and begin the process of defining the group’s purpose, structure, and leadership
Storming:
Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.
Norming:
Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behaviour
Performing: A fully functional group structure allows the group to focus on performing the task at hand
Adjourning: The group prepares to disband and is no longer concerned with high levels of performance
5
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Group behaviour model
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.2
6
Basic group concepts
Basic Group Group Concepts Concepts Basic
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.3
7
Roles
Norms & Conformity
Status Systems
Size
Conflict
Cohesiveness
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
8
2
Group structure - role z
Group structure - norms z
Role
Norms Acceptable standards or expectations that are shared by the group’s members.
The set of expected behaviour patterns attributed to someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction.
Common types of norms
Role conflict: experiencing differing role expectations.
Effort and performance
Dress
Loyalty
Role ambiguity: uncertainty about role expectations
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
9
10
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Examples of cards used in the Asch study
Group structure (cont’d) z Conformity
Individuals conform in order to be accepted by groups. Group pressures can have an effect on an individual member’s judgment and attitudes. The effect of conformity is not as strong as it once was, although still a powerful force. Groupthink
The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
11
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.4
12
3
Group structure (cont’d) z
Group structure: group size z
Status system
Complete tasks faster than larger groups.
The formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioural motivator.
Small groups Make more effective use of facts.
z
Large groups Solve problems better than small groups. Are good for getting diverse input.
Formal status systems are effective when the perceived ranking of an individual and the status symbols accorded that individual are congruent.
Are more effective in fact-finding. z
Social loafing The tendency for individuals to expend less effort when working collectively than when work individually.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
13
The relationship between cohesiveness and productivity
Group structure (cont’d) z Group
14
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
cohesiveness
The degree to which members are attracted to a group and share the group’s goals.
Highly cohesive groups are more effective and productive than less cohesive groups when their goals aligned with organisational goals.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
15
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.5
16
4
Group processes: group decision making •Advantages
Group versus individual decision making •Disadvantages
Generates more complete information and knowledge. Generates more diverse alternatives. Increases acceptance of a solution.
Criteria of Effectiveness
Time consuming
Accuracy
Minority domination Pressures to conform
Groups
Individuals
X
Speed
X
Ambiguous responsibility
Increases legitimacy of decision.
Creativity
X
Degree of acceptance
X
Efficiency
17
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
X
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
18
Group processes: conflict management
Techniques for making more creative group decisions
z Conflict
¾The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.6
19
Traditional view: conflict must it avoided.
Human relations view: conflict is a natural and inevitable outcome in any group.
Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
20
5
Group processes: conflict management z Categories
Conflict and group performance
of Conflict
Functional conflicts are constructive. Dysfunction conflicts are destructive. z Types
of Conflict
Task conflict: content and goals of the work Relationship conflict: interpersonal relationships Process conflict: how the work gets done
21
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.7
22
What is a team?
Conflict-resolution techniques
z Work
team
A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills. z Types
of teams
Problem-solving teams Self-managed work teams Cross-functional teams Virtual teams Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Figure 14.8
23
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
24
6
Types of teams (cont’d)
Types of teams z
z Cross-functional
Problem-solving teams
A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks.
Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems
z Virtual
z Self-managed work teams
25
Examples of formal groups z Command
groups
z Cross-functional
26
teams
Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others’ jobs.
groups
z Self-managed
Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Examples of formal groups (cont’d)
Groups that are determined by the organisation chart and composed of individuals who report directly to a given manager. z Task
teams
Teams that use computer technology to link physically dispersed members in order to achieve a common goal.
A formal group of employees who operate without a manager and responsible for a complete work process or segment.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
teams
teams
Groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities such as hiring, planning and scheduling, and performance evaluations.
27
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
28
7
Characteristics of effective teams
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
It’s a Jungle Out There!
Figure 14.10
29
z
1. ‘You can’t train people to be team players.’ Build an argument to support this statement. Then negate that argument.
z
2. How might the team-building exercises such as the ones briefly described contribute to making a team more effective?
z
3. Is there a risk that exercises like this can be seen as just ‘fun’ exercises that are enjoyable but have no other value? If so, how can this be overcome?
z
4. It is your chance to be creative! Think of a team-building exercise that would help a team achieve one of the characteristics of an effective team. (See Figure 14.11) Describe which characteristic you chose and then describe the exercise you would use to help a team develop or enhance that characteristic.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
30
8
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