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Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.

Copyright 2005 Pearson Education Canada Inc. 1

Chapter 14

Understanding Groups and Teams


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LEARNING OUTLINEFollow this Learning Outline as you read and study this chapter.

Understanding Groups

Define the two types of groups.

Describe the five stages of group development.

Explaining Group Behaviour

Explain the major components that determine group

performance and satisfaction.

Discuss how roles, norms, conformity, group size, and groupcohesiveness influence group behaviour.


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LEARNING OUTLINE (cont)Follow this Learning Outline as you read and study this chapter.

Explaining Group Behaviour (contd)

Explain how group norms can both help and hurt an

organization.

Define groupthink and social loafing.

Describe the relationships between group cohesiveness and

productivity.

Describe the advantages and disadvantages of group decision

making.

Discuss how conflict management influences group behaviour.


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LEARNING OUTLINE (cont)Follow this Learning Outline as you read and study this chapter

Turning Groups into Effective Teams

Compare groups and teams.

Explain why teams have become so popular. Describe the four most common types of teams.

List the characteristics of effective teams.


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Understanding Groups

Group

Two or more interacting and interdependentindividuals who come together to achieve particular

goals Formal groups

Work groups that have designated work assignmentsand tasks directed toward organizational goals

Informal groups Groups that are independently formed to meet the

social needs of their members


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Examples of Formal Groups

Command

Task

Cross-functional

Self-managed

Groups that are determined by the organizationchart and composed of individuals who report

directly to a given manager

Exhibit 14.1a


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Command

Task

Cross-functional

Self-managed

Groups composed of individuals brought togetherto complete a specific job task; their existence is

often temporary because once the task is

completed, the group disbandsExhibit 14.1b


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Command

Task

Cross-functional

Self-managed

Groups that bring together the knowledge andskills of individuals from various work areas or

groups whose members have been trained to do

each others jobsExhibit 14.1c


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Command

Task

Cross-functional

Self-managed

Groups that are essentially independent and inaddition to their own tasks, take on traditional

responsibilities, such as hiring, planning and

scheduling, and performance evaluationsExhibit 14.1d


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Difference Between Groups and

Teams Groups

Interact primarily to

share information and to

make decisions to helpeach member do his or

her job more efficiently

and effectively

Teams

Work intensely on a

specific, common goal

using their positivesynergy, individual and

mutual accountability,

and complementary

skills


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Stages in Group Development Forming

Members join and begin theprocess of defining thegroups purpose, structure,and leadership

Storming Intragroup conflict occurs asindividuals resist control bythe group and disagree overleadership

Norming

Close relationships developas the group becomescohesive and establishes itsnorms 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


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Ex. 14.2 Stages of Group Development

Prestage 1 Stage IForming

Stage IIStorming

Stage IIINorming

Stage IVPerforming

Stage VAdjourning


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Exhibit 14.3 Group Behaviour Model

Performanceand Satisfaction

GroupTasks

GroupProcesses

ExternalConditionsImposed onthe Group

Group

MemberResources

GroupStructure


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Conditions Affecting Group

Behaviour External (Organizational)

Conditions

Overall strategy

Authority structures Formal regulations

Available organizational

resources

Employee selection criteria

Performance management(appraisal) system

Organizational culture

General physical layout

Internal Group

Variables

Individual competencies and

traits of members

Group structure

Size of the group

Cohesiveness and the level of

intragroup conflict

Internal pressures onmembers to conform to the

groups norms


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Group Member Resources

Teams are affected by what the individual

members bring to the group. Factors of interest

include:Member knowledge

Abilities

Skills

Personality characteristics


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Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 16

Group Structure

Role

The set of expected behaviour patterns attributedto someone who occupies a given position in asocial unit; roles assist the group in taskaccomplishment or in maintaining group membersatisfaction

Role conflict: experiencing differing role

expectations

Role ambiguity: uncertainty about roleexpectations


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Group Structure (contd)

Norms

Acceptable standards or expectations that are

shared by the groups membersCommon types of norms:

Effort and performance

Output levels, absenteeism, promptness, socializing

Dress Loyalty


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Conformity

Individuals conform in order to be accepted by groups

Group pressures can have an effect on an individual

members judgment and attitudes

The effect of conformity is not as strong as it once was,

although it is 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


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Exhibit 14.4 Examples of Cards

Used in the Asch Study

A B CX


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Group Structure: Group Size

Small groups

Complete tasks faster thanlarger groups

Make more effective useof facts

Large groups

Solve problems better thansmall groups

Are good for gettingdiverse input

Are more effective in fact-finding

Social Loafing

The tendency forindividuals to expend lesseffort when working

collectively than whenworking individually


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Group Cohesiveness

The degree to which members are attracted to a

group and share the groups goals Highly cohesive groups are more effective and

productive than less cohesive groups when their goals

align with organizational goals


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Exhibit 14.5 The Relationship

Between Cohesiveness andProductivity

Strong Increasein Productivity

Decrease inProductivity

No Significant Effecton Productivity

Moderate Increasein Productivity

Cohesiveness

High Low


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Group Processes: Group

Decision Making Advantages

Generates more

complete information

and knowledge

Generates more diverse

alternatives

Increases acceptance of

a solution Increases legitimacy of

decision

Disadvantages

Time consuming

Minority domination

Pressures to conform

Ambiguous

responsibility


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Exhibit 14.6 Group Vs. Individual

Decision Making

Criteria of Effectiveness Groups Individuals

Accuracy

Speed

Creativity

Degree of acceptance

Efficiency


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Exhibit 14.7 Techniques for Making

More Creative Group Decisions

Nominal GroupTechnique (NGT)

ElectronicMeetings

Brainstorming

A group decision-making technique in which group members are presented witha problem; each member independently writes down his or her ideas on the problem;

and then each member presents one idea to the group until all ideas have been presented.No discussion takes place until all ideas have been presented.

An idea-generating processthat encourages alternativeswhile withholding criticism.

Decision-making groupsthat interact by using

linked computers.

IncreasedCreativity


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Conflict Management

Conflict

The perceived incompatible differences in a

group resulting in some form of interference withor opposition to its assigned tasks

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


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Exhibit 14.8

Conflict andGroup

Performance

Situation

Level ofGroup

Performance

Low

High

Level of ConflictLow High

A CB

A CB

Level of Conflict

Group'sInternalCharacteristics

Type of Conflict

Low or none Optimal High

Dysfunctional Functional DysfunctionalApatheticStagnantUnresponsive to ChangeLack of New Ideas

ViableSelf-CriticalInnovative

DisruptiveChaoticUncooperative

Level of GroupPerformance

Low High Low


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Conflict Management (contd)

Categories of Conflict

Functional conflicts

Dysfunctional conflicts Types of Conflict

Task conflict: content and goals of the work

Relationship conflict: interpersonal relationshipsProcess conflict: how the work gets done


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Conflict Management (contd)

Techniques to Reduce Conflict:

Avoidance

AccommodationForcing

Compromise

Collaboration


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Exhibit 14.9

Conflict

Resolution

Techniques

Source: Adapted from K.W. Thomas,

Conflict and Negotiation Processes in

Organizations, in M.D. Dunnette and L.M.

Hough (eds.) Handbook of Industrial and

Organizational Psychology, vol. 3, 2nd ed.

(Palo Alto, CA: Consulting Psychologists

Press, 1992), p. 668. With permission

Uncooperative Cooperative

Cooperativeness

Avoiding

Forcing

Accommodating

Collaborating

Compromising

Resolving conflicts by

each party's giving upsomething of value.

Resolving conflicts bywithdrawing from or

suppressing them.

Resolving conflicts bysatisfying ones ownneeds at the expense

of anothers.

Resolving conflicts byseeking an advantageous

solution for all parties.

Resolving conflicts byplacing anothers needs

and concerns above

your own.


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Group Tasks

Highly complex and interdependent tasks

require:

Effective communications: discussion amonggroup members

Controlled conflict: more interaction among

group members


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Advantages of Using Teams

Teams outperform individuals

Teams provide a way to better use employee talents

Teams are more flexible and responsive

Teams can be quickly

assembled, deployed,

refocused, and disbanded


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What Is a Team?

Work Team

A group whose members work intensely on a specific

common goal using their positive synergy, individual and

mutual accountability, and complementary skills

Types of Teams

Problem-solving teams

Self-managed work teams

Cross-functional teams

Virtual teams


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Why Are Work Teams Popular?

POPULARITY OF

WORK TEAMS

Takesadvantage of

workforce

diversity

Increasesperformance

Creates esprit

de corps

Increases

flexibility

Managers can

do morestrategic

management

Exhibit 14.10


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Types of Teams



Cross-functional teams Virtual teams

Employees from the same department andfunctional area who are involved in efforts to

improve work activities or to solve specific

problems


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Types of Teams




A formal group of employees who operate withouta manager and are responsible for a complete

work process or segment


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Types of Teams




A hybrid grouping of individuals who are expertsin various specialties and who work together on

various tasks


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Types of Teams




Teams that use computer technology to linkphysically dispersed members in order to achieve

a common goal


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Exhibit 14.12 Characteristics of Effective

Teams

EFFECTIVETEAM

GoodCommunication

MutualTrust

Appropriate

Leadership

ExternalSupport

InternalSupport

NegotiatingSkills

RelevantSkills

ClearGoals

Unified

Commitment


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Characteristics of Effective

Teams Have a clear understanding

of their goals

Have competent memberswith relevant technical and

interpersonal skills

Exhibit high mutual trust inthe character and integrity oftheir members

Are unified in theircommitment to team goals

Have good communicationsystems

Possess effective negotiatingskills

Have appropriate leadership

Have both internally and

externally supportiveenvironments


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Ch 14 S h P R bbi M C l d N L M Ei h h C di Edi i 41

Teams Arent Always the Answer

Three questions to ask to determine the

appropriateness of a team approach:

Can the work be done better by more than oneperson?

Does the work create a common purpose or set of

goals that is more than the aggregate of

individual goals?Are the members of the group interdependent?

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