14Chapter Groups and Teams. © Copyright McGraw-Hill. All rights reserved.14–2 Chapter #14 Learning Objectives By the conclusion of this discussion you.

1414Chapter

Groups and TeamsGroups and Teams

© Copyright McGraw-Hill. All rights reserved. 14–2

Chapter #14 Learning ObjectivesChapter #14 Learning ObjectivesChapter #14 Learning ObjectivesChapter #14 Learning Objectives

• By the conclusion of this discussion you By the conclusion of this discussion you should know:should know: the difference between a group and a team the difference between a group and a team

and the advantages they have in and the advantages they have in organizations.organizations.

how groups develop over time and the how groups develop over time and the importance of group dynamics.importance of group dynamics.

how to recognize non-effective group how to recognize non-effective group behaviors and understand how to make behaviors and understand how to make your work groups more effective and your work groups more effective and efficient.efficient.


Groups, Teams and Groups, Teams and Organizational EffectivenessOrganizational Effectiveness

Groups, Teams and Groups, Teams and Organizational EffectivenessOrganizational Effectiveness

• GroupGroupTwo or more people who interact with each Two or more people who interact with each

other to accomplish certain goals or meet other to accomplish certain goals or meet certain needs.certain needs.

• TeamTeamA group whose members work intensely with A group whose members work intensely with

each other to achieve a specific, common each other to achieve a specific, common goal or objective. goal or objective.


Groups’ and Teams’ Contributions to Groups’ and Teams’ Contributions to Organizational EffectivenessOrganizational Effectiveness

Groups’ and Teams’ Contributions to Groups’ and Teams’ Contributions to Organizational EffectivenessOrganizational Effectiveness

Figure 14.1


The Types of Groups and Teams in The Types of Groups and Teams in OrganizationsOrganizations

The Types of Groups and Teams in The Types of Groups and Teams in OrganizationsOrganizations

Figure 14.2Source:


Group DynamicsGroup DynamicsGroup DynamicsGroup Dynamics

• Group DynamicsGroup DynamicsGroup size affects how a group performs.Group size affects how a group performs.

• Normally, small groups (2 to 9 members) Normally, small groups (2 to 9 members)

• Larger groups can be used when more resources are Larger groups can be used when more resources are needed and division of labor is possible.needed and division of labor is possible.

Group tasks impact how a group interacts.Group tasks impact how a group interacts.• Task interdependence shows how the work of one Task interdependence shows how the work of one

member impacts another; member impacts another;


Types of Task Types of Task InterdependencInterdependenc

ee

Types of Task Types of Task InterdependencInterdependenc

ee

Figure 14.3


Group RolesGroup RolesGroup RolesGroup Roles

• Group Role - Group Role - set of behaviors and tasks that a set of behaviors and tasks that a group member is expected to perform group member is expected to perform because of his or her position in the group.because of his or her position in the group.TaskTaskMaintenanceMaintenancePersonalPersonal


Group LeadershipGroup LeadershipGroup LeadershipGroup Leadership

• Effective leadership is a key ingredient in high Effective leadership is a key ingredient in high performing groups, teams, and organizations.performing groups, teams, and organizations.

• Formal groups created by an organization Formal groups created by an organization have a leader appointed by the organization.have a leader appointed by the organization.

• Groups that evolve independently in an Groups that evolve independently in an organization have an informal leader organization have an informal leader recognized by the group.recognized by the group.


The Stages of Group DevelopmentThe Stages of Group DevelopmentThe Stages of Group DevelopmentThe Stages of Group Development

Figure 14.4



• Group NormsGroup NormsShared guidelines or rules that most group Shared guidelines or rules that most group

members follow.members follow.Groups may set their working hours, Groups may set their working hours,

behavior rules, and output quotas.behavior rules, and output quotas.



• Conformity and DevianceConformity and DevianceMembers conform to norms to obtain Members conform to norms to obtain

rewards, imitate respected members, and rewards, imitate respected members, and because they feel the behavior is right.because they feel the behavior is right.

When a member deviates, other members When a member deviates, other members will try to make them conform, expel the will try to make them conform, expel the member, or change the group norms to member, or change the group norms to accommodate them.accommodate them.

Conformity and deviance must be balanced Conformity and deviance must be balanced for high performance from the group.for high performance from the group.

Deviance allows for new ideas in the group.Deviance allows for new ideas in the group.


Balancing Balancing ConformitConformit

y and y and Deviance Deviance in Groupsin Groups

Balancing Balancing ConformitConformit

y and y and Deviance Deviance in Groupsin Groups

Figure 14.5


Group Cohesiveness Group Cohesiveness Group Cohesiveness Group Cohesiveness

• Group CohesivenessGroup CohesivenessThe degree to which members are attracted The degree to which members are attracted

and loyal to the group.and loyal to the group.Increases in group cohesiveness causes:Increases in group cohesiveness causes:

• Participation in the group to increase which helps get Participation in the group to increase which helps get members actively involved, but too much involvement members actively involved, but too much involvement can waste the group’s time.can waste the group’s time.

• Conformity to group norms to increase, although with Conformity to group norms to increase, although with too much conformity, group performance can suffer. too much conformity, group performance can suffer.

• Group goal accomplishment to increase in Group goal accomplishment to increase in importance which can result in the group becoming importance which can result in the group becoming more focused on itself than the organization.more focused on itself than the organization.


Sources and Consequences of Sources and Consequences of Group CohesivenessGroup Cohesiveness

Sources and Consequences of Sources and Consequences of Group CohesivenessGroup Cohesiveness

Figure 14.6


Threats to Group EffectivenessThreats to Group EffectivenessThreats to Group EffectivenessThreats to Group Effectiveness

• Inappropriate conformityInappropriate conformity

• GroupthinkGroupthink

• Group demographics Group demographics

• Social LoafingSocial Loafing


Three Ways to Reduce Social LoafingThree Ways to Reduce Social LoafingThree Ways to Reduce Social LoafingThree Ways to Reduce Social Loafing

Figure 14.7


Increasing Group EffectivenessIncreasing Group EffectivenessIncreasing Group EffectivenessIncreasing Group Effectiveness

• LeadershipLeadership

• Productive MeetingsProductive Meetings

• Team-building exercisesTeam-building exercises


Managing Groups and Teams Managing Groups and Teams for High Performancefor High Performance

Managing Groups and Teams Managing Groups and Teams for High Performancefor High Performance

• Motivating group members to achieve Motivating group members to achieve organizational goals:organizational goals:Members should benefit when the group Members should benefit when the group

performs wellperforms wellIndividual compensation is a combination of Individual compensation is a combination of

both individual and group performance.both individual and group performance.Make additional resources (beyond Make additional resources (beyond

compensation), such as choice assignments, compensation), such as choice assignments, available to high-performance groups.available to high-performance groups.


Managing Groups and Teams Managing Groups and Teams for High Performance (cont’d)for High Performance (cont’d)Managing Groups and Teams Managing Groups and Teams for High Performance (cont’d)for High Performance (cont’d)

• Help groups manage conflictHelp groups manage conflictAll groups will have conflict, managers All groups will have conflict, managers

should seek ways to direct it to the goals.should seek ways to direct it to the goals.


ConclusionConclusionConclusionConclusion

• Team formation requires a lot of hard work Team formation requires a lot of hard work and time.and time.

• Teams can take on many different forms and Teams can take on many different forms and serve various functions.serve various functions.

• Effective teams can provide advantages to Effective teams can provide advantages to organizational performance.organizational performance.

• Team behavior needs to be monitored and Team behavior needs to be monitored and action needs to be taken to ensure action needs to be taken to ensure effectiveness.effectiveness.

14Chapter Groups and Teams. © Copyright McGraw-Hill. All rights reserved.14–2 Chapter #14 Learning Objectives By the conclusion of this discussion you.

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