Group & Team Management

Slide 1: Project Management Professional Training Group & Team Management Fabio Moioli (fabiomoioli@yahoo.com) Milan, Italy

Slide 2: Fabio Moioli (fabiomoioli@yahoo.com) Fabio Moioli http://www.linkedin.com/in/fabiomoioli • 9+ years experience of Project & Program Management in: • Many different industries: Telecom, Energy, Retail, IT, Banking, Insurance, Aerospace, Trading, Consulting, … www.fabiomoioli.com • ~20 countries (Europe, Canada, North America, Japan) fabiomoioli@yahoo.com • PMI Project Management Professional - PMP - Certificate, Rome, 6 June 2005 (93,5/100) • SI Customer Project Manager Certification, Experienced Level, Gothenburg, 27 June 2003 • M.E.E. in Electrical Engineering at the Royal institute of Technology, Stockholm • M.Sc. in Computer Science and Engineering at the Politecnico di Milano 1

Slide 3: Fabio Moioli (fabiomoioli@gmail.com) Defining and Classifying Groups Group(s) Fabio Moioli (fabiomoioli@yahoo.com) Two or more individuals interacting and interdependent, who have come together to achieve particular objectives Formal Group Informal Group A designated work group A group that is neither formally defined by the structured nor organizationally organization’s structure determined; response to social contact needs 2

Slide 4: Fabio Moioli (fabiomoioli@gmail.com) Defining and Classifying Groups (cont’d) Command Group Task Group Fabio Moioli (fabiomoioli@yahoo.com) Group composed of Those working together to individuals who report complete a job or task to a given manager Interest Group Friendship Group Those working together Those brought together to attain a specific because they share one objective with which each or more common is concerned characteristics 3

Slide 5: Fabio Moioli (fabiomoioli@gmail.com) Why People Join Groups Fabio Moioli (fabiomoioli@yahoo.com) • Security • Status • Self-esteem • Affiliation • Power • Goal Achievement 4

Slide 6: Fabio Moioli (fabiomoioli@gmail.com) Fabio Moioli (fabiomoioli@yahoo.com) 5

Slide 7: Fabio Moioli (fabiomoioli@gmail.com) Teoria motivazionale di McGregor Teoria di McGregor di X e Y: tutti i lavoratori si inseriscono in due gruppi: X e Y Fabio Moioli (fabiomoioli@yahoo.com) Teoria X: le persone devono essere controllate ogni minuto. Le persone sono incapaci, rifiutano le responsabilità e rifiutano il lavoro se possibile Teoria Y: persone volenterose senza supervisione e vogliono realizzarsi. Possono dirigere i propri sforzi 6

Slide 8: Fabio Moioli (fabiomoioli@gmail.com) Gerarchia dei bisogni di Maslow Auto Autoappagamento, crescita, apprendimento Fabio Moioli (fabiomoioli@yahoo.com) realizzazione Realizzazione, rispetto, attenzione, Autostima apprezzamento Amore, affetto, approvazione, amicizia, Stima degli altri associazione Sicurezza, stabilità e libertà da Sicurezza pregiudizi Bisogni fisiologici Bisogno di aria, acqua, cibo, casa e vestiti 7

Slide 9: Fabio Moioli (fabiomoioli@gmail.com) Herzberg’s Two-Factor Theory Bottom Line: Satisfaction and dissatisfaction are not opposites of the same thing! Fabio Moioli (fabiomoioli@yahoo.com) Hygiene Hygiene Factors Motivators Motivators Factors •Achievement •Achievement •Salary •Salary • Hygiene Factors Extrinsic and Related •Responsibility •Responsibility •Work •Work to Dissatisfaction Conditions Conditions •Growth •Growth • Motivation Factors •Company •Company Intrinsic and Related Policies Policies to Satisfaction 8

Slide 10: Fabio Moioli (fabiomoioli@gmail.com) Comparison of Satisfiers and Dissatisfiers Factors characterizing Fabio Moioli (fabiomoioli@yahoo.com) events on the job that led to extreme job satisfaction Factors characterizing events on the job that led to extreme job dissatisfaction 9

Slide 11: Fabio Moioli (fabiomoioli@gmail.com) Cognitive Evaluation Theory Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had Fabio Moioli (fabiomoioli@yahoo.com) been previously only intrinsically rewarding tends to decrease the overall level of motivation The theory may be relevant only to jobs that are neither extremely Hint: For this theory, dull nor extremely interesting. think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you don’t want to do it! 10

Slide 12: Fabio Moioli (fabiomoioli@gmail.com) Goal-Setting Theory (Edwin Locke) Basic Premise: specific and difficult goals, with self- generated feedback, lead to higher performance. Fabio Moioli (fabiomoioli@yahoo.com) But, the relationship between goals and performance will depend on: •Goal commitment –“I want to do it & I can do it” •Task characteristics (simple, well-learned) •Self-efficacy 11

Slide 13: Fabio Moioli (fabiomoioli@gmail.com) Leadership Styles and Follower Readiness Follower Unwilling Willing Fabio Moioli (fabiomoioli@yahoo.com) Readiness Supportive Able Participative Monitoring Leadership Styles High Task Unable Directive and Relationship Orientations 12

Slide 14: Fabio Moioli (fabiomoioli@gmail.com) Managing people Team coordinator Team coordinator Fabio Moioli (fabiomoioli@yahoo.com) Stage – 1 Stage – 1 Stage – 2 Stage – 2 Stage – 3 Stage – 3 Stage – 4 Stage – 4 Stage – 5 Stage – 5 Leadership Focus Leadership Focus Leadership Focus Leadership Focus Leadership Focus Leadership Focus Team Focus Cont. Team Focus Cont. Leadership Focus Leadership Focus Directing “Here’s Directing “Here’s Modeling/ Modeling/ Coaching/ Coaching/ Improvement Improvement Quantum Quantum what to do” what to do” Explaining “This is Explaining “This is facilitating “Now facilitating “Now “Make it better” “Make it better” Improvement Improvement how” how” you try it” you try it” “Invent new way to “Invent new way to add value” add value” 13

Slide 15: Fabio Moioli (fabiomoioli@gmail.com) The Five-Stage Model of Group Development Forming Stage The first stage in group development, characterized by much uncertainty Fabio Moioli (fabiomoioli@yahoo.com) Storming Stage The second stage in group development, characterized by intragroup conflict Norming Stage The third stage in group development, characterized by close relationships and cohesiveness 14

Slide 16: Fabio Moioli (fabiomoioli@gmail.com) …Group Development (cont’d) Performing Stage Fabio Moioli (fabiomoioli@yahoo.com) The fourth stage in group development, when the group is fully functional Adjourning Stage The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance 15

Slide 17: Fabio Moioli (fabiomoioli@gmail.com) Stages of Group Development Fabio Moioli (fabiomoioli@yahoo.com) 16

Slide 18: Fabio Moioli (fabiomoioli@gmail.com) An Alternative Model: Temporary Groups with tight Deadlines Punctuated- Fabio Moioli (fabiomoioli@yahoo.com) Sequence of Actions Equilibrium Model 1. Setting group direction Temporary groups under time constrained 2. First phase of inertia deadlines go through 3. Half-way point transition transitions between 4. Major changes inertia and activity—at the halfway point, they 5. Second phase of inertia experience an increase 6. Accelerated activity in productivity. 17

Slide 19: Fabio Moioli (fabiomoioli@gmail.com) The Punctuated-Equilibrium Model Fabio Moioli (fabiomoioli@yahoo.com) 18

Slide 20: Fabio Moioli (fabiomoioli@gmail.com) Group Properties Roles Fabio Moioli (fabiomoioli@yahoo.com) Norms Cohesiveness Status 19

Slide 21: Fabio Moioli (fabiomoioli@gmail.com) Group Properties—Roles Role(s) A set of expected behavior patterns attributed to Fabio Moioli (fabiomoioli@yahoo.com) someone occupying a given position in a social unit Role Identity Certain attitudes and behaviors consistent with a role Role Perception An individual’s view of how he or she is supposed to act in a given situation 20

Slide 22: Fabio Moioli (fabiomoioli@gmail.com) Group Properties—Roles (cont’d) Role Expectations How others believe a person Fabio Moioli (fabiomoioli@yahoo.com) should act in a given situation Psychological Contract An unwritten agreement that sets out what management expects from the employee and vice versa Role Conflict A situation in which an individual is confronted by divergent role expectations 21

Slide 23: Fabio Moioli (fabiomoioli@gmail.com) Group Properties—Norms Norms Fabio Moioli (fabiomoioli@yahoo.com) Acceptable standards of behavior within a group that are shared by the group’s members Classes of Norms • Performance norms • Appearance norms • Social arrangement norms • Allocation of resources norms 22

Slide 24: Fabio Moioli (fabiomoioli@gmail.com) Group Norms and the Hawthorne Studies A series of studies undertaken by Elton Mayo at Western Electric Company’s Hawthorne Works in Chicago Fabio Moioli (fabiomoioli@yahoo.com) between 1924 and 1932 Research Conclusions • Worker behavior and sentiments were closely related. • Group influences (norms) were significant in affecting individual behavior. • Group standards (norms) were highly effective in establishing individual worker output. • Money was less a factor in determining worker output than were group standards, sentiments, and security. 23

Slide 25: Fabio Moioli (fabiomoioli@gmail.com) Deviant Group Behaviors Deviant Workplace Behavior Fabio Moioli (fabiomoioli@yahoo.com) Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both Group norms can influence the presence of deviant behavior. 24

Slide 26: Fabio Moioli (fabiomoioli@gmail.com) Typology of Deviant Workplace Behavior Category Examples Production Leaving early Fabio Moioli (fabiomoioli@yahoo.com) Intentionally working slowly Wasting resources Property Sabotage Lying about hours worked Stealing from the organization “Politicals” Showing favoritism Gossiping and spreading rumors Blaming coworkers Personal Aggression Sexual harassment Verbal abuse Stealing from coworkers 25

Slide 27: Fabio Moioli (fabiomoioli@gmail.com) Group Properties — Size & Social Loafing Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually Fabio Moioli (fabiomoioli@yahoo.com) Performance Other Conclusions ) • Odd number groups do d ng better than even. te i af c lo pe o • Groups of 5 to 7 perform Ex u et better overall than larger (d u al or smaller groups. A ct Group Size 26

Slide 28: Fabio Moioli (fabiomoioli@gmail.com) Group Properties—Cohesiveness Cohesiveness Degree to which group members are attracted to each other and are motivated to stay in the group Fabio Moioli (fabiomoioli@yahoo.com) Increasing Group Cohesiveness 1. Make the group smaller. 2. Encourage agreement with group goals. 3. Increase time members spend together. 4. Increase group status and admission difficultly. 5. Stimulate competition with other groups. 6. Give rewards to the group, not individuals. 7. Physically isolate the group. 27

Slide 29: Fabio Moioli (fabiomoioli@gmail.com) Relationship Between Group Cohesiveness, Performance Norms, and Productivity Fabio Moioli (fabiomoioli@yahoo.com) E X H I B I T 9-7 E X H I B I T 9-7 28

Slide 30: Fabio Moioli (fabiomoioli@gmail.com) Fabio Moioli (fabiomoioli@yahoo.com) S. Adams, Build a Better Life by Stealing Office Supplies (Kansas City MO: Andrews & McMeal, 1991), p. 31. Dilbert reprinted with permission of United Features Syndicate, Inc. 29

Slide 31: Fabio Moioli (fabiomoioli@gmail.com) Group Decision Making Decision Making • Large groups facilitate the pooling of information Fabio Moioli (fabiomoioli@yahoo.com) about complex tasks. • Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. • Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well. 30

Slide 32: Fabio Moioli (fabiomoioli@gmail.com) Group Decision Making (cont’d) Strengths Weaknesses Fabio Moioli (fabiomoioli@yahoo.com) •More complete •More time consuming information (slower) •Increased diversity of •Increased pressure to views conform •Higher quality of •Domination by one or decisions (more a few members accuracy) •Ambiguous •Increased acceptance responsibility of solutions 31

Slide 33: Fabio Moioli (fabiomoioli@gmail.com) Group Decision Making (cont’d) Groupthink Fabio Moioli (fabiomoioli@yahoo.com) Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action Groupshift A change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk 32

Slide 34: Fabio Moioli (fabiomoioli@gmail.com) Symptoms of the Groupthink Phenomenon Group members rationalize any resistance to the assumptions they have made. Fabio Moioli (fabiomoioli@yahoo.com) Members apply direct pressures on those who express doubts about shared views or who question the alternative favored by the majority. Members who have doubts or differing points of view keep silent about misgivings. There appears to be an illusion of unanimity. 33

Slide 35: Fabio Moioli (fabiomoioli@gmail.com) Group Decision-making Techniques Interacting Groups Typical groups, in which the members interact with each Fabio Moioli (fabiomoioli@yahoo.com) other face-to-face Nominal Group Technique A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion 34

Slide 36: Fabio Moioli (fabiomoioli@gmail.com) Group Decision-making Techniques Brainstorming Fabio Moioli (fabiomoioli@yahoo.com) An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives Electronic Meeting A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes 35

Slide 37: Fabio Moioli (fabiomoioli@gmail.com) Evaluating Group Effectiveness TYPE OF GROUP Fabio Moioli (fabiomoioli@yahoo.com) Effectiveness Criteria Interacting Brainstorming Nominal Electronic Number and 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 interpersonal conflict High Low Moderate Low Commitment to solution High Not applicable Moderate Moderate Development of High High Moderate Low group cohesiveness 36