Plan

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Plan

• Ch 9
• Prakesh (Blackgold)

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Chapter Nine
Effective Groups and Teamwork
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Chapter Nine Outline

• Fundamentals of Group Behavior
• Formal and Informal Groups
• Functions of Formal Groups
• The Group Development Process
• Group Member Roles
• Norms
• Teams, Trust, and Teamwork
• A Team is More Than Just a Group
• Trust A Key Ingredient in Teamwork
• Self-Managed Teams
• Virtual Teams

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Chapter Nine Outline (continued)

• Threats to Group and Team Effectiveness
• Groupthink
• Social Loafing

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Functions of Formal Groups
Organizational Functions
Individual Functions
1. Accomplish complex, interdependent tasks
that are beyond the capabilities of
individuals.2. Generate new or creative ideas
and solutions.3. Coordinate
interdepartmental efforts.4. Provide a
problem-solving mechanism for complex
problems requiring varied information and
assessments.5. Implement complex decisions.6.
Socialize and train newcomers.
1. Satisfy the individuals need for
affiliation.2. Develop, enhance, and confirm
the individuals self-esteem and sense of
identity.3. Give individuals an opportunity to
test and share their perceptions of social
reality.4. Reduce the individuals anxieties
and feelings of insecurity and powerless-
ness. 5. Provide a problem-solving mechanism
for personal and interpersonal problems.
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Tuckmans Five-Stage Theoryof Group Development
Performing
Norming
Adjourning
Storming
Return toIndependence
Forming
Dependence/interdependence
Independence
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Tuckmans Five-Stage Theoryof Group Development
(continued)
Forming
Storming
Norming
Performing
IndividualIssues
How do I fit in?
Whats myrole here?
What do theothers expectme to do?
How can I bestperform my role?
GroupIssues
Why are we here?
Why are wefighting overwhos incharge and
whodoes what?
Can we agreeon roles andwork as a team?
Can we do thejob properly?
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Task and Maintenance Roles

• Task Roles Description

Initiator Suggests new goals or ideas
Information seeker/giver Clarifies key issues
Opinion seeker/giver Clarifies pertinent issues
Elaborator Promote greater understanding
Coordinator Pulls together key ideas and

suggestions
Orienter Keeps group headed toward its
stated goal(s)
Evaluator Tests groups accomplishments
Energizer Prods group to move along or
to
accomplish more
Procedural Technician Performs routine
duties
Recorder Performs a group memory
function
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Task and Maintenance Roles (cont)

• Maintenance Roles Description

Encourager Fosters group solidarity
Harmonizer Mediates conflict through
reconciliation or humor
Compromiser Helps resolve conflict by
meeting othershalf way
Gate Keeper Encourages all group members
to participate
Standard setter Evaluates the quality of
group processes
Commentator Records comments on group
processes/dynamics
Follower Serves as a passive audience
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Social Norms

Norm An attitude, opinion, feeling, or action
-- shared by two or more people -- that guides
their behavior.

• Why Norms Are Enforced
• Help the group or organization survive
• Clarify or simplify behavioral expectations
• Help individuals avoid embarrassing situations
• Clarify the groups or organizations central
  values and/or unique identity

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Teams

Team A small number of people with
complementary skills who are committed to a
common purpose, performance goals, and approach
for which they hold themselves mutually
accountable.

• The Evolution of a Team
• A work group becomes a team when
• 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 groups
  collective outcomes and products.

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Teams

• Teamwork competencies
• Role model teamwork skills group problem
  solving, mentoring, conflict management skills
• Dimensions of Trust
• Overall
• Emotional
• Reliableness

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Trust

Trust Reciprocal faith in others intentions
and behavior.

• How to Build Trust
• Communication (keep everyone informed give
  feedback tell the truth).
• Support (be available and approachable).
• Respect (delegate be an active listener).
• Fairness (give credit where due objectively
  evaluate performance).
• Predictability (be consistent keep your
  promises).
• Competence (demonstrate good business sense and
  professionalism).

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Self-managed Teams

• Groups of workers given administrative oversight
  for their task domains (see survey)
• Roles taken on by team advisors
• Relating, e.g. team relative power structure
• Scouting, e.g. facilitating group problems
  solving
• Persuading, e.g. gathering outside support,
  facilitating team to be more effective
• Empowering , e.g. coaching

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Survey Evidence What Self-Managing Teams Manage
Percentage of Companies Saying Their
Self-ManagingTeams Perform These Traditional
Management Functions by Themselves.
Schedule work assignments 67Work with
outside customers 67Conduct
training 59Set production goals/quotas 56
Work with suppliers/vendors 44Purchase
equipment/services 43Develop
budgets 39Do performance appraisals 36Hir
e co-workers 33Fire
co-workers 14
Source Adapted from 1996 industry Report What
Self-Managing Teams Manage, Training, October
1996, p. 69
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Self-managed team other issues

• Managerial resistance
• Evidence of effectiveness productivity,
  positive effect on attitudes, etc.

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Different Types of Teams

• Cross-functional teams
• Grew out of TQM movement improve process
• Different specialization that have an ownership
  of a process or issue being tackled
• Virtual teams
• Physically dispersed task group . . .
• Occur by default due to technology and
  organization response, e.g. outsourcing

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Symptoms of Groupthink

• Invulnerability
• Inherent morality
• Rationalization
• Stereotyped views of opposition
• Self-censorship
• Illusion of unanimity
• Peer pressure
• Mindguards

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Skills and Best Practices How to Prevent Group
Think

• Every group member a critical evaluator
• Avoid rubber-stamp decisions
• Different groups explore same problems
• Rely on subgroup debates and outside experts
• Assign role of devils advocate
• Rethink a consensus

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Social Loafing

• Tendency for individual effort to decline as a
  group size increases
• Reasons
• Equity effort perception that every one else is
  goofing off
• Loss of personal accountability
• Motivational loss due to sharing of rewards
  expectancy theory
• Loss of coordination