Understanding Groups and Teams, Chapter 15

Understanding Groups and Teams, Chapter 15
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This chapter discusses the different types of groups, stages of group development, major components of group performance and satisfaction, and the influence of roles, norms, conformity, status systems, group size and cohesion on group behavior. It also explains how group norms can help or hurt an organization and defines groupthink and social loafing.

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PowerPoint presentation about 'Understanding Groups and Teams, Chapter 15'. This presentation describes the topic on This chapter discusses the different types of groups, stages of group development, major components of group performance and satisfaction, and the influence of roles, norms, conformity, status systems, group size and cohesion on group behavior. It also explains how group norms can help or hurt an organization and defines groupthink and social loafing.. The key topics included in this slideshow are . Download this presentation absolutely free.

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1. ninth edition ninth edition STEPHEN P. ROBBINS STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER MARY COULTER © 2007 Prentice Hall, Inc. All rights reserved. © 2007 Prentice Hall, Inc. All rights reserved. Understanding Groups and Teams Understanding Groups and Teams Chapter 15 Chapter 15

2. © 2007 Prentice Hall, Inc. All rights reserved. 15–2 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Understanding Groups Understanding Groups • Define the different types of groups. • Define the different types of groups. • Describe the five stages of group development. • Describe the five stages of group development. Explaining Work Group Behavior Explaining Work Group Behavior • Explain the major components that determine group performance and satisfaction. • Explain the major components that determine group performance and satisfaction. • Discuss how roles, norms, conformity, status systems, group size, and group cohesiveness influence group behavior. • Discuss how roles, norms, conformity, status systems, group size, and group cohesiveness influence group behavior. • Explain how group norms can both help and hurt an organization. • Explain how group norms can both help and hurt an organization. • Define groupthink and social loafing. • Define groupthink and social loafing.

3. © 2007 Prentice Hall, Inc. All rights reserved. 15–3 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Explaining Work Group Behavior (cont’d) Explaining Work Group Behavior (cont’d) • Describe the relationships between group cohesiveness and productivity. • Describe the relationships between group cohesiveness and productivity. • Discuss how conflict management influences group behavior. • Discuss how conflict management influences group behavior. • Tell the advantages and disadvantages of group decision making. • Tell the advantages and disadvantages of group decision making. Creating Effective Teams Creating Effective Teams • Compare groups and teams. • Compare groups and teams. • Explain why teams have become so popular in organizations. • Explain why teams have become so popular in organizations. • Describe the four most common types of teams. • Describe the four most common types of teams.

4. © 2007 Prentice Hall, Inc. All rights reserved. 15–4 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Creating Effective Teams (cont’d) Creating Effective Teams (cont’d) • List the characteristics of effective teams. • List the characteristics of effective teams. Current Challenges in Managing Teams Current Challenges in Managing Teams • Discuss the challenges of managing global teams • Discuss the challenges of managing global teams • Explain the role of informal (social) networks in managing teams. • Explain the role of informal (social) networks in managing teams.

5. © 2007 Prentice Hall, Inc. All rights reserved. 15–5 Understanding Groups Understanding Groups • Group • Group  Two or more interacting and interdependent individuals who come together to achieve specific goals.  Two or more interacting and interdependent individuals who come together to achieve specific goals.  Formal groups  Formal groups  Work groups defined by the organization’s structure that have designated work assignments and tasks.  Work groups defined by the organization’s structure that have designated work assignments and tasks. – Appropriate behaviors are defined by and directed toward organizational goals. – Appropriate behaviors are defined by and directed toward organizational goals.  Informal groups  Informal groups  Groups that are independently formed to meet the social needs of their members.  Groups that are independently formed to meet the social needs of their members.

6. © 2007 Prentice Hall, Inc. All rights reserved. 15–6 Exhibit 15–1 Examples of Formal Groups Exhibit 15–1 Examples of Formal Groups • Command Groups • Command Groups  Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.  Groups that are determined by the organization chart and composed of individuals who report directly to a given manager. • Task Groups • Task Groups  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.  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.

7. © 2007 Prentice Hall, Inc. All rights reserved. 15–7 Exhibit 15–1 Examples of Formal Groups (cont’d) Exhibit 15–1 Examples of Formal Groups (cont’d) • Cross-Functional Teams • Cross-Functional 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 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. • Self-Managed Teams • Self-Managed 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.  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.

8. © 2007 Prentice Hall, Inc. All rights reserved. 15–8 Stages in Group Development Stages in Group Development • Forming • Forming  Members join and begin the process of defining the group’s purpose, structure, and leadership.  Members join and begin the process of defining the group’s purpose, structure, and leadership. • Storming • Storming  Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.  Intragroup conflict occurs as individuals resist control by the group and disagree over leadership. • Norming • Norming  Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior.  Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior. • Performing • Performing  A fully functional group structure allows the group to focus on performing the task at hand.  A fully functional group structure allows the group to focus on performing the task at hand. • Adjourning • Adjourning  The group prepares to disband and is no longer concerned with high levels of performance.  The group prepares to disband and is no longer concerned with high levels of performance.

9. © 2007 Prentice Hall, Inc. All rights reserved. 15–9 Exhibit 15–2 Stages of Group Development Exhibit 15–2 Stages of Group Development

10. © 2007 Prentice Hall, Inc. All rights reserved. 15–10 Exhibit 15–3 Group Behavior Model Exhibit 15–3 Group Behavior Model

11. © 2007 Prentice Hall, Inc. All rights reserved. 15–11 Work Group Behavior Work Group Behavior • Internal Variables Affecting Group Behavior • Internal Variables Affecting Group Behavior  The individual abilities of the group’s members  The individual abilities of the group’s members  The size of the group  The size of the group  The level of conflict  The level of conflict  The internal pressures on members to conform to the group’s norms  The internal pressures on members to conform to the group’s norms

12. © 2007 Prentice Hall, Inc. All rights reserved. 15–12 Conditions Affecting Group Behavior Conditions Affecting Group Behavior • External (Organizational) Conditions • External (Organizational) Conditions  Overall strategy  Overall strategy  Authority structures  Authority structures  Formal regulations  Formal regulations  Available organizational resources  Available organizational resources  Employee selection criteria  Employee selection criteria  Performance management (appraisal) system  Performance management (appraisal) system  Organizational culture  Organizational culture  General physical layout  General physical layout • Internal Group Variables • Internal Group Variables  Individual competencies and traits of members  Individual competencies and traits of members  Group structure  Group structure  Size of the group  Size of the group  Cohesiveness and the level of intragroup conflict  Cohesiveness and the level of intragroup conflict  Internal pressures on members to conform o the group’s norms  Internal pressures on members to conform o the group’s norms

13. © 2007 Prentice Hall, Inc. All rights reserved. 15–13 Group Structure Group Structure • Role • Role  The set of expected behavior 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.  The set of expected behavior 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.  Role conflict: experiencing differing role expectations  Role conflict: experiencing differing role expectations  Role ambiguity: uncertainty about role expectations  Role ambiguity: uncertainty about role expectations

14. © 2007 Prentice Hall, Inc. All rights reserved. 15–14 Group Structure (cont’d) Group Structure (cont’d) • Norms • Norms  Acceptable standards or expectations that are shared by the group’s members.  Acceptable standards or expectations that are shared by the group’s members. • Common types of norms • Common types of norms  Effort and performance  Effort and performance  Output levels, absenteeism, promptness, socializing  Output levels, absenteeism, promptness, socializing  Dress  Dress  Loyalty  Loyalty

15. © 2007 Prentice Hall, Inc. All rights reserved. 15–15 Group Structure (cont’d) Group Structure (cont’d) • Conformity • Conformity  Individuals conform in order to be accepted by groups.  Individuals conform in order to be accepted by groups.  Group pressures can have an effect on an individual member’s judgment and attitudes.  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.  The effect of conformity is not as strong as it once was, although still a powerful force.  Groupthink  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.  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.

16. © 2007 Prentice Hall, Inc. All rights reserved. 15–16 Exhibit 15–4 Examples of Cards Used in the Asch Study Exhibit 15–4 Examples of Cards Used in the Asch Study

17. © 2007 Prentice Hall, Inc. All rights reserved. 15–17 Group Structure (cont’d) Group Structure (cont’d) • Status System • Status System  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 behavioral motivator.  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 behavioral motivator.  Formal status systems are effective when the perceived ranking of an individual and the status symbols accorded that individual are congruent.  Formal status systems are effective when the perceived ranking of an individual and the status symbols accorded that individual are congruent.

18. © 2007 Prentice Hall, Inc. All rights reserved. 15–18 Group Structure: Group Size Group Structure: Group Size • Small groups • Small groups  Complete tasks faster than larger groups.  Complete tasks faster than larger groups.  Make more effective use of facts.  Make more effective use of facts. • Large groups • Large groups  Solve problems better than small groups.  Solve problems better than small groups.  Are good for getting diverse input.  Are good for getting diverse input.  Are more effective in fact- finding.  Are more effective in fact- finding. • Social Loafing • Social Loafing  The tendency for individuals to expend less effort when working collectively than when work individually.  The tendency for individuals to expend less effort when working collectively than when work individually.

19. © 2007 Prentice Hall, Inc. All rights reserved. 15–19 Group Structure (cont’d) Group Structure (cont’d) • Group Cohesiveness • Group Cohesiveness  The degree to which members are attracted to a group and share the group’s goals.  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 organizational goals.  Highly cohesive groups are more effective and productive than less cohesive groups when their goals aligned with organizational goals.

20. © 2007 Prentice Hall, Inc. All rights reserved. 15–20 Exhibit 15–5 The Relationship Between Cohesiveness and Productivity Exhibit 15–5 The Relationship Between Cohesiveness and Productivity

21. © 2007 Prentice Hall, Inc. All rights reserved. 15–21 Group Processes: Group Decision Making Group Processes: Group Decision Making • Advantages • Advantages  Generates more complete information and knowledge.  Generates more complete information and knowledge.  Generates more diverse alternatives.  Generates more diverse alternatives.  Increases acceptance of a solution.  Increases acceptance of a solution.  Increases legitimacy of decision.  Increases legitimacy of decision. • Disadvantages • Disadvantages  Time consuming  Time consuming  Minority domination  Minority domination  Pressures to conform  Pressures to conform  Ambiguous responsibility  Ambiguous responsibility

22. © 2007 Prentice Hall, Inc. All rights reserved. 15–22 Exhibit 15–6 Group versus Individual Decision Making Exhibit 15–6 Group versus Individual Decision Making Criteria of Effectiveness Groups Individuals Accuracy  Speed  Creativity  Degree of acceptance  Efficiency 

23. © 2007 Prentice Hall, Inc. All rights reserved. 15–23 Exhibit 15–7 Techniques for Making More Creative Group Decisions Exhibit 15–7 Techniques for Making More Creative Group Decisions

24. © 2007 Prentice Hall, Inc. All rights reserved. 15–24 Group Processes: Conflict Management Group Processes: Conflict Management • Conflict • Conflict  The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks.  The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks.  Traditional view: conflict must be avoided.  Traditional view: conflict must be avoided.  Human relations view: conflict is a natural and inevitable outcome in any group.  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.  Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance.

25. © 2007 Prentice Hall, Inc. All rights reserved. 15–25 Group Processes: Conflict Management (cont’d) Group Processes: Conflict Management (cont’d) • Categories of Conflict • Categories of Conflict  Functional conflicts are constructive.  Functional conflicts are constructive.  Dysfunctional conflicts are destructive.  Dysfunctional conflicts are destructive. • Types of Conflict • Types of Conflict  Task conflict: content and goals of the work  Task conflict: content and goals of the work  Relationship conflict: interpersonal relationships  Relationship conflict: interpersonal relationships  Process conflict: how the work gets done  Process conflict: how the work gets done

26. © 2007 Prentice Hall, Inc. All rights reserved. 15–26 Exhibit 15–8 Conflict and Group Performance Exhibit 15–8 Conflict and Group Performance

27. © 2007 Prentice Hall, Inc. All rights reserved. 15–27 Group Processes: Conflict Management (cont’d) Group Processes: Conflict Management (cont’d) • Techniques to Reduce Conflict: • Techniques to Reduce Conflict:  Avoidance  Avoidance  Accommodation  Accommodation  Forcing  Forcing  Compromise  Compromise  Collaboration  Collaboration

28. © 2007 Prentice Hall, Inc. All rights reserved. 15–28 Exhibit 15–9 Conflict-Management Techniques Exhibit 15–9 Conflict-Management 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, 2d ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission

29. © 2007 Prentice Hall, Inc. All rights reserved. 15–29 Group Tasks and Group Effectiveness Group Tasks and Group Effectiveness • Highly complex and interdependent tasks require: • Highly complex and interdependent tasks require:  Effective communications: discussion among group members.  Effective communications: discussion among group members.  Controlled conflict: More interaction among group members.  Controlled conflict: More interaction among group members.

30. © 2007 Prentice Hall, Inc. All rights reserved. 15–30 What Is a Team? What Is a Team? • Work 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.  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 • Types of Teams  Problem-solving teams  Problem-solving teams  Self-managed work teams  Self-managed work teams  Cross-functional teams  Cross-functional teams  Virtual teams  Virtual teams

31. © 2007 Prentice Hall, Inc. All rights reserved. 15–31 Exhibit 15–10 Groups versus Teams Exhibit 15–10 Groups versus Teams

32. © 2007 Prentice Hall, Inc. All rights reserved. 15–32 Types of Teams Types of Teams • Problem-solving Teams • Problem-solving Teams  Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems.  Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems. • Self-managed Work Teams • Self-managed Work Teams  A formal group of employees who operate without a manager and responsible for a complete work process or segment.  A formal group of employees who operate without a manager and responsible for a complete work process or segment.

33. © 2007 Prentice Hall, Inc. All rights reserved. 15–33 Types of Teams (cont’d) Types of Teams (cont’d) • Cross-functional Teams • Cross-functional Teams  A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks.  A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks. • Virtual Teams • Virtual Teams  Teams that use computer technology to link physically dispersed members in order to achieve a common goal.  Teams that use computer technology to link physically dispersed members in order to achieve a common goal.

34. © 2007 Prentice Hall, Inc. All rights reserved. 15–34 Advantages of Using Teams Advantages of Using Teams • Teams outperform individuals. • Teams outperform individuals. • Teams provide a way to better use employee talents. • Teams provide a way to better use employee talents. • Teams are more flexible and responsive. • Teams are more flexible and responsive. • Teams can be quickly assembled, deployed, refocused, and disbanded. • Teams can be quickly assembled, deployed, refocused, and disbanded.

35. © 2007 Prentice Hall, Inc. All rights reserved. 15–35 Exhibit 15–11 Characteristics of Effective Teams Exhibit 15–11 Characteristics of Effective Teams

36. © 2007 Prentice Hall, Inc. All rights reserved. 15–36 Characteristics of Effective Teams Characteristics of Effective Teams • Have a clear understanding of their goals. • Have a clear understanding of their goals. • Have competent members with relevant technical and interpersonal skills. • Have competent members with relevant technical and interpersonal skills. • Exhibit high mutual trust in the character and integrity of their members. • Exhibit high mutual trust in the character and integrity of their members. • Are unified in their commitment to team goals. • Are unified in their commitment to team goals. • Have good communication systems. • Have good communication systems. • Possess effective negotiating skills • Possess effective negotiating skills • Have appropriate leadership • Have appropriate leadership • Have both internally and externally supportive environments • Have both internally and externally supportive environments

37. © 2007 Prentice Hall, Inc. All rights reserved. 15–37 Current Challenges in Managing Teams Current Challenges in Managing Teams • Getting employees to: • Getting employees to:  Cooperate with others  Cooperate with others  Share information  Share information  Confront differences  Confront differences  Sublimate personal interest for the greater good of the team  Sublimate personal interest for the greater good of the team

38. © 2007 Prentice Hall, Inc. All rights reserved. 15–38 Managing Global Teams Managing Global Teams • Group Member Resources • Group Member Resources  Unique cultural characteristics of team members  Unique cultural characteristics of team members  Avoiding stereotyping  Avoiding stereotyping • Group Structure • Group Structure  Conformity —less groupthink  Conformity —less groupthink  Status —varies in importance among cultures  Status —varies in importance among cultures  Social loafing —predominately a Western bias  Social loafing —predominately a Western bias  Cohesiveness —more difficult to achieve  Cohesiveness —more difficult to achieve • Group processes—capitalize on diverse ideas • Group processes—capitalize on diverse ideas • Manager’s role—a communicator sensitive to the type of globe team to use. • Manager’s role—a communicator sensitive to the type of globe team to use.

39. © 2007 Prentice Hall, Inc. All rights reserved. 15–39 Exhibit 15–12 Drawbacks and Benefits of Global Teams Exhibit 15–12 Drawbacks and Benefits of Global Teams

40. © 2007 Prentice Hall, Inc. All rights reserved. 15–40 Understanding Social Networks Understanding Social Networks • Social Network • Social Network  The patterns of informal connections among individuals within groups  The patterns of informal connections among individuals within groups • The Importance of Social Networks • The Importance of Social Networks  Relationships can help or hinder team effectiveness  Relationships can help or hinder team effectiveness  Relationships improve team goal attainment and increase member commitment to the team.  Relationships improve team goal attainment and increase member commitment to the team.

41. © 2007 Prentice Hall, Inc. All rights reserved. 15–41 Terms to Know Terms to Know • group • group • forming • forming • storming • storming • norming • norming • performing • performing • adjourning • adjourning • role • role • norms • norms • groupthink • groupthink • status • status • social loafing • social loafing • group cohesiveness • group cohesiveness • conflict • conflict • traditional view of conflict • traditional view of conflict • human relations view of conflict • human relations view of conflict • interactionist view of conflict • interactionist view of conflict • functional conflicts • functional conflicts • dysfunctional conflicts • dysfunctional conflicts • task conflict • task conflict • relationship conflict • relationship conflict • process conflict • process conflict • work teams • work teams

42. © 2007 Prentice Hall, Inc. All rights reserved. 15–42 Terms to Know Terms to Know • problem-solving team • problem-solving team • self-managed work team • self-managed work team • cross-functional team • cross-functional team • virtual team • virtual team • social network structure • social network structure