Groups and Teams

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Groups and Teams
Chapter 10
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The existence of groups can alter a persons
motivation or needs and can influence the
behavior of people in an organizational setting.
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Introduction

• Groups and teams are not the same teams are a
  special type of group
• Group two or more individuals interacting with
  each other to accomplish a common goal
• Teams mature groups with a degree of member
  interdependence and motivation to achieve a
  common goal

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Group Versus Team Differences
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Why People Form Groups
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Group forms and situation is uncertain and
disorganized
1. Forming
Stages of Group Development
Turbulence, disruption, and frustration is at
highest level
2. Storming
Management must monitor
Share vision, values, goals, and expectations
deviations are not welcome
3. Norming
Roles are specific, goals are clear, and results
are noted
4. Performing
Disbands in an orderly way
5. Adjourning
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Characteristics of Groups
SIZE
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Group Process Model
Individual-Level Factors Member skills,
attitudes, personality characteristics
Performance and growth, learning and development
Group-Level Factors Structure, level of
cohesiveness, group size
Group Process
Other Outcomes Member satisfaction, group
cohesiveness, attitude change, sociometric
structure
Environment-Level Factors Group task
characteristics, reward structure, level of
environmental stress
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Composition

• The extent to which group members are alike
• Homogeneous group members share a number of
  similar characteristics
• Heterogeneous group members have few or no
  similar characteristics
• Group composition can influence outcomes

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Status Hierarchy

• Status the rank, respect, or social position
  that an individual has in a group
• Individuals in leadership roles possess status
  because of their roles
• The individuals skill in performing a job as a
  factor related to status
• Expertise in the technical aspects of the job is
  a factor related to status

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Roles
Expected Role (Maintenance Task)
Perceived Role
Enacted Role
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Group Roles

• Task Roles
• Initiator
• Information Seeker/Giver
• Opinion seeker/Giver
• Elaborator
• Coordinator
• Orienteer
• Evaluator
• Energizer
• Procedural technician
• Recorder

• Maintenance Roles
• Encourager
• Harmonizer
• Compromiser
• Gatekeeper
• Standard Setter
• Commentator
• Follower

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Norms

• Norms the standards shared by members of a
  group
• Formed only with respect to things that have
  significance to the group
• Accepted in various degrees by group members
• May apply to every group members, or may apply to
  only some group members

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Norm Conformity

• Why employees conform to group norms is an issue
  of concern to managers
• Variables which influence conformity to norms
• personal characteristics of the individual
• situational factors
• inter-group relationships
• cultural factors

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Leadership

• In the formal group the leader can exercise
  legitimately sanctioned power
• i.e., the leader can reward or punish members who
  do not comply with the orders or rules
• Sometimes a formal group has no single formal
  leader
• autonomous work groups
• self-managed teams

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Group Cohesiveness

• Cohesiveness the extent that group members are
  attracted to each other and to the group values
  and accept group goals
• It is the pressure on the individual member to
  remain active in the group and resist leaving it
• As the cohesiveness of a work group increases,
  the level of conformity to group norms also
  increases

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Group Cohesiveness Model
Required Interaction
APG
Productivity
Common Values
Common Enemy
SKD
EAP
Superordinate Goal
Cohesiveness
Resource Availability
Satisfaction
Goal Success
Conflict Resolution
EAP
SKD
External Interaction
Learning
AOI
Group Status
Rigor of Initiation
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Group Cohesiveness Sources of Attraction to a
Group (1 of 2)

• The goals of the group and the members are
  compatible and clearly specified
• The group has a charismatic leader
• The reputation of the group indicates that the
  group successfully accomplishes its tasks

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Group Cohesiveness Sources of Attraction to a
Group (2 of 2)

• The group is small enough to permit members to
  have their opinions heard and evaluated by others
• The members support one another and help one
  another overcome obstacles and barriers to
  personal growth and development

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Strategies for Increasing Group Cohesion

• Inducing agreement on group goals
• Making the group more homogeneous in its
  composition
• Increasing the frequency of interaction among
  group members

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Strategies for Increasing Group Cohesion

• Making the group smaller
• Physically and/or socially isolating the group
  from other groups
• Allocating rewards to the group rather than to
  the individual

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Groupthink

• A decision-making process sometimes utilized by
  groups
• Irving Janis defines groupthink as the
• deterioration of mental efficiency, reality
  testing, and moral judgment in the interest of
  group solidarity

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Symptoms of Groupthink

• Invulnerability An illusion that breeds
  excessive optimism and risk taking
• Inherent morality A belief that encourages the
  group to ignore ethical implications
• Rationalization Protects pet assumptions
• Stereotyped views of opposition Cause group to
  underestimate opponents
• Self-censorship Stifles critical debate
• Illusion of unanimity Silence interpreted to
  mean consent
• Peer pressure loyalty of dissenters is
  questioned
• Mindguards Self-appointed protectors against
  adverse information

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Groupthink Characteristics (1 of 3)

• Illusion of invulnerability.
• Group members collectively believe they are
  invincible
• Tendency to moralize.
• Opposition to the groups position is viewed as
  weak, evil, or unintelligent

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Groupthink Characteristics (2 of 3)

• Feeling of unanimity.
• All group members support the leaders decisions
• Members keep dissenting views to themselves

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Groupthink Characteristics (3 of 3)

• Pressure to conform.
• Formal and informal attempts are made to
  discourage discussion of divergent views
• Opposing ideas dismissed.
• Any individual or outside group that criticizes
  or opposes a decision receives little or no
  attention from the group

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How to Stop Groupthink

• Dont reduce cohesion. Why?
• Introduce planned conflict, e.g. devils advocate

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End Results

• Groups exist to accomplish objectives
• In the case of work groups
• objectives are related to the performance of
  specific tasks
• specific tasks are designed to result in
  attainment of formal organizational outcomes

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Hackmans Criteria of Group Effectiveness

• The extent to which the groups productive output
  meets the standard of quantity, quality, and
  timeliness of the users of the output
• The extent to which the group process of actually
  doing the work enhances the capability of group
  members to work together interdependently in the
  future
• The extent to which the group experience
  contributes to the growth and well-being of its
  members

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Factors Influencing Team Effectiveness
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Skills for Team Members to Be Effective

• Open-mindedness Agreeableness
• Emotional stability
• Accountability
• Leadership Followership
• Problem-solving abilities
• Communication skills
• Conflict resolution skills
• Trust
• Interpersonal skills
• Commitment

EQ!!!!
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Steps for Managers to Help Ensure Teams Work

• Keep the team size as small as possible
• Make certain that a sufficient range of skills,
  information, and/or experience to do the task
  exists among team members
• Instill in the team a sense of common
  purpose--Goals
• Give the team leeway to develop its own set of
  work procedures without outside
  interferenceAutonomy
• Instill Growth and Learning (Strategy Evaluation)
• Help develop a sense of mutual accountability