Groups & teams

GROUPS AND TEAMS

JESHIN JOSE

Groups, Teams and Organizational Effectiveness

• Group– Two or more people

who interact with each other to accomplish certain goals or meet certain needs.


• A group may be defined as an organised system of two or more individuals,

• who are interacting and interdependent,

• who have common motives,

• have a set of role relationships among its members,

• and have norms that regulate the behaviour of its members.

Groups & gatherings of people


• Team– A group whose members work intensely

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

– All teams are groups but not all groups are teams.• Teams often are difficult to form.• It takes time for members to learn how to

work together.


• Two characteristics distinguish teams from groups– Intensity with which team members work

together– Presence of a specific, overriding team goal

or objective

Difference between Groups & Teams

Work Groups Teams

Individual accountability Individual and mutual accountability

Come together to share information and perspectives

Frequently come together for discussion, decision making, problem solving, and planning.

Focus on individual goals Focus on team goals

Produce individual work products Produce collective work products

Define individual roles, responsibilities, and tasks

Define individual roles, responsibilities, and tasks to help team do its work; often share and rotate them

Concern with one's own outcome and challenges

Concern with outcomes of everyone and challenges the team faces

Purpose, goals, approach to work shaped by manager

Purpose, goals, approach to work shaped by team leader with team members

Difference between Groups & Teams

Work Groups Teams

The group meetings of work groups are run efficiently

The team meetings are open ended & problem solving, allowing every member to participate actively

The skills of members are random and varied

The skills involved are complementary in nature

Reasons for formation of groups

• Certain tasks can be performed only through the combined efforts of a number of individuals working together

• Groups may encourage collusion among members

• Groups may provide companionship and a source of mutual understanding and support from colleagues

Reasons for formation of groups

• Membership of a group provides the individual with a sense of belonging

• The group provides guidelines on generally acceptable behaviour

• The group provides protection for its members

Group formation theories

• 1. Propinquity theory (George Homes): spatial or geographical proximity

• 2. Balance theory (Theodore Newcomb): similar attitudes and common interest relevant to some object or a group goal

• 3. Exchange theory (John W Thibaut and Harold H Kelley): reward – cost outcome evaluation

• Other economic, social, psychological reasons too

Propinquity theory

• This is the basic theory of group formation, put forward by George Homes. Propinquity means that people form groups because of spatial or geographical proximity. In an organization, employees who share their workstations are more likely to combine as a group.

• However, this theory has been criticized in the wake of globalization and internet revolution that facilitate group formation without proximity or face-to-face interactions.

Balance theory

• This theory has been proposed by Theodore Newcomb who suggests that persons are attracted to one another on the basis of similar attitudes and values related to religion, politics, lifestyle, marriage, work, authority etc. Once the relationship is formed, the participants strive to maintain a symmetrical balance between the attraction and the common attitudes and values.

• If an imbalance occurs, an attempt is made to restore the balance.

• If the balance cannot be restored, the relationship dissolves

Exchange theory

• this theory has been propounded by

John W Thibaut and Harold H Kelley who suggest that a minimum positive level (rewards greater than costs) of an outcome must exist for the formation of a group. Rewards from interactions gratify needs whereas costs incur anxiety, frustration, embarrassment, or fatigue.

Other economic, social, psychological reasons

• Security

• Status

• Self-esteem

• Satisfaction of social & psychological needs

• Goal achievement

• Provide knowledge & information

Group dynamics (GD)(Kurt Lewin)

• GD studies the nature, formation, and reasons why groups are formed. It also deals with group processes or how groups affect the behaviour of individual members and also the organisation, and the ways and means of enhancing the effectiveness/ productivity of groups/ organisations.

Why study groups ?

• Modern organizations are characterised by -

• large scale production, extensive division of labour & use of specialised skills, focus on efficiency, diversified work force, knowledge workers

• Where group processes predominate

Why study groups ?

• Understanding the group processes in organisations helps us to assess how people in organisations work together and accomplish results

• The study of group development processes, group cohesiveness, group conflict, group decision making, group think process, group dynamics, etc

Features of a group

• A social unit consisting of two or more individuals who perceive themselves as belonging to the group. This characteristic of the group helps in distinguishing one group from the other and gives the group its unique identity.

• A collection of individuals who have common motives and goals. Groups function either working towards a given goal, or away from certain threats facing the group.

Features of a group

• A collection of individuals who are interdependent, i.e. what one is doing may have consequences for others.

• Individuals who are trying to satisfy a need through their joint association also influence each other.

Features of a group

• A gathering of individuals who interact with one another either directly or indirectly.

• A collection of individuals whose interactions are structured by a set of roles and norms.

Groups’ and Teams’ Contributions to Organizational Effectiveness

Groups and Teams as Performance Enhancers

• Advantage of synergy– People working in a group are able to

produce more outputs than would have been produced if each person had worked separately


• Factors that contribute to synergy– Ability of group members to bounce ideas

off one another– To correct one another’s mistakes– To bring a diverse knowledge base to bear

on a problem– To accomplish work that is too vast for any

one individual to achieve


• To take advantage of the potential for synergy, managers need to make sure groups are composed of members who have complementary skills and knowledge relevant to the group’s work

Groups and Teams andResponsiveness to Customers

• Responsiveness to Customers– Difficult to achieve given the many

constraints.• Safety issues, regulations, costs.

– Cross-functional teams can provide the wide variety of skills needed to meet customer demands.• Teams consist of members of different

departments.

Teams and Innovation

• Innovation– The creative development of new products,

new technologies, new services, or new organizational structures

• Individuals rarely possess the wide variety of skills needed for successful innovation.

• Team members can uncover each other’s flaws and balance each other’s strengths and weaknesses

• Managers should empower the team and make it accountable for the innovation process.

Groups and Teams as Motivators

• Members of groups, and particularly teams, are often better motivated and satisfied than individuals.– Team members are more motivated and

satisfied than if they were working alone.– Team members can see the effect of their

contribution to achieving team and organizational goals.

– Teams provide needed social interaction and help employees cope with work-related stressors.

The Stages of Group Development

• American organizational psychologist Bruce Tuckman (1965)

•

Stages of Group Development

• Forming– Group members get to know each other and

familiarize themeselves

• Storming– Group members disagree on direction and

leadership. Managers need to be sure the conflict stays focused.

• Norming– Close ties and consensus begin to develop

between group members. Norms are laid down.

Stages of Group Development

• Performing– The group begins to do its real work.

• Adjourning– Only for task forces that are temporary.– Note that these steps take time!

Punctuated equilibrium model

• Put forward by

Gersick, C. J. G

Phase I According to the model, a framework of behavioral patterns and assumptions through which a group approaches its project emerges in its first meeting, and the group stays with that framework through the first half of its life. Teams may show little visible progress during this time because members may be unable to perceive a use for the information they are generating until they revise the initial framework.

Mid point At their calendar midpoints, groups experience transitions-paradigmatic shifts in their approaches to their work-enabling them to capitalize on the gradual learning they have done and make significant advances. The transition is a powerful opportunity for a group to alter the course of its life midstream. But the transition must be used well, for once it is past a team is unlikely to alter its basic plans again.

Phase 2 A second period of inertial movement, takes its direction from plans crystallized during the transition. At completion, when a team makes a final effort to satisfy outside expectations, it experiences the positive and negative consequences of past choices.

Punctuated equilibrium model

Types of Groups

• Groups can divided into 3 types

• A) Formal groups

• B) Informal groups

• C) Virtual groups

Formal Groups

• Functional groups

• Project/ Task groups

• Task force/ ad hoc committee

Informal Groups

• Friendship groups

• Interest groups

• Reference/consultation groups

Functions of informal groups

friendship, social belongingness, personal interest, cultural affinity, communication clarification, etc

Virtual Groups

• Virtual Groups

• Groups of people who are based in different locations, may or may not come face to face and more often make use of electronic communication channels

Types of groups

• 1. Primary and Secondary groups

• 2. Small and Large groups

Structure of Groups

Key factors/features of group structure

1. Leadership

2. Roles

3. Norms

4. Status

5. Size

6. Composition

Structure of Groups

1. Leadership

•Leader is appointed to guide, supervise, evaluate & motivate

•Facilitate achievement of group task/ goal

•Formal leaders will have authority, legitimate power

•Informal leadership

Cntd.

• Leadership can be of different types

- Authoritative or democratic

- Single person or collective

• Leader continuously evaluates, directs and motivates member behaviour towards overall goals

Structure of Groups

2. Roles

A set of activities expected of a person occupying a particular position

A pattern of behaviour expected of members

roles are impersonal

Roles are related to task/ organizational goal

cntd.

• Role identity

• Role perception

• Role expectations

• Role conflict

Structure of Groups

3. Norms

Norms are shared values/ accepted ways behaviour

Categories of normsPerformance related processes

Appearance factors

Allocation of resources

Structure of Groups

4. Status

•Socially defined position or rank given to groups/ group members by others

•Formal status (positions/titles)

•Informal status (qualitative factors)

Structure of Groups

5. Size

6. Composition

Group Cohesiveness

• The degree to which members are attracted to their group & are committed to it, and the strength of their desire to remain in the group

• It can contribute to higher productivity and functional efficiency of groups

Factors affecting Group Cohesiveness

1. Membership – Size– Compatibility– Permanence


2. Work environment– Nature of task– Physical setting– Communication


3. Organizational factors– Management and leadership– Success– External threat


4. Group development and maturity– Forming– Storming– Norming– Performing

Advantages of higher cohesiveness

1. Better achievement of group goals

2. Better achievement of organizational goals, particularly when group and organizational goals converge

3. Better relationship among members

4. Higher job satisfaction

5. It can foster friendly competition

6. It makes change management easier

Potential disadvantages of group cohesiveness

• Strong group loyalty can lead to inter group rivalry

• It can often lead to petty, narrow mindedness

• It can lead to discrimination against less vocal/ resourceful groups

All of these can potentially harm the effectiveness organisations

Techniques of Group Decision Making

• Ordinary group interaction (formal meetings)

• Brainstorming

• Nominal Group Technique

• Electronic Meetings

• Delphi Technique

• Devil’s advocacy

Ordinary group interaction (formal meetings)

• Conventional method

• Chairman convenes the meeting

• Explains the problem

• Controls who speaks when

• Obtains consensus– Less participative, – Less productive– Less effective

Ordinary group interaction (formal meetings)

• Can be made more effective– By making meetings more participative– better time management– Proper procedures

Brainstorming

• First proposed by Alex Osborn – an advertisement executive

• Is more of an informal decision making tool

• Group of 6 to 10 people

• It is used to generate ideas/alternatives

• Which will be followed by free-wheeling discussion

Brainstorming

Members of the brainstorming groups are required to follow 4 main rules:

1.Avoid criticising others’ ideas

2.Share even far out ideas

3.Offer as many comments as possible

4.Build on others’ ideas to create your own

Brainstorming

Advantages –Help generate large number of ideas–Innovative ideas can also develop–Involves everyone –Encourages communication –Focuses the mind

Disadvantages–Production blocking–Evaluation apprehension

Nominal Group Technique

• First developed by A Delbecq and A H Van de Ven

• Is more formal and structured decision making process

• An improvement over Brainstorming technique


• STEP 1: Each group member writes down individual ideas on the decision or problem being discussed.

• STEP 2: Each member presents individual ideas orally. The ideas are usually written on a board for all other members to see and refer to.

• STEP 3: After all members present their ideas, the entire group discusses these ideas. Discussion is for clarity.

• STEP 4: each group member rank orders the ideas. The idea with the highest ranking determines the final decision


• Nominal groups outperform the brainstorming groups as far as relevance/ effectiveness in decision making

• It permits a group to meet formally, but does not restrict independent thinking

Delphi method

• First developed by RAND Corporation for the US Air Force

• Decision making by experts

• A group formed with people outside the organisation

Delphi method

• STEP 1: A problem is presented to the panel of experts

• STEP 2: Group members are asked to offer solutions to the problem by providing anonymous responses to a carefully designed questionnaires.

• STEP 3: Responses of all group members are compiled and sent out to all group members.

• STEP 4: Individual group members are asked to generate a new individual solution to the problem after they have studied the individual responses of all other group members.

• STEP 5: Step 3 and 4 are repeated until a consensus problem solutions is reached.

Delphi method

Advantages – Expertise of outsiders can be tapped– Is used both by business and government

organisations

Disadvantages– May take longer time– Lacks the effectiveness of face to face

interaction

Cntd.

• Electronic Meetings

• Devil’s advocacy

Effectiveness of different techniquesType of Groups

Criteria Interacting Brainstorming Nominal Electronic

Number & quality of ideas

low Moderate High High

Social pressure High Low Moderate Low

Money costs low Low Low High

Speed moderate Moderate Moderate Moderate

Task orientation Low High High High

Potential for inter-personal conflict

High Low Moderate Low

Commitment to solution high Not applicable Moderate Moderate

Development of group cohesiveness

high high moderate low

Advantages and disadvantage of group decision making

• Advantages – More ideas– Better ideas– Diversity of views– Critical evaluation– More participation– Ownership of ideas– Greater acceptability

Advantages and disadvantage of group decision making

• Disadvantages – Time consuming– Conformity pressures– Group think– Dominance by some/few members– Production blocking– Evaluation apprehension– Unclear responsibility for implementing

decisions

Group think

• It is an extreme form of group consensus in which the group thinks as a unit rather than as a collection of individuals.

• Group think is associated with groups with extremely high degree of group cohesiveness

• While it can contribute to unity within groups, in its extreme form it can reduce the effectiveness of groups. It can lead to discouraging/suppressing diversity of ideas and constructive criticism within the group. It can lead to inter-group conflicts/hatred as well.

Groups & teams

Education

team meetings

group goal3

team membersdifference

team leader

team facespurpose

acceptable behaviourthe

sense of belongingthe

individual goalsfocus