Chapter 13 Groups and Teams

Learning Objectives Describe the similarities and differences between groups and teams. Identify and compare different types of groups. Name the factors that influence group formation and development. After studying this chapter, you should be able to:

Describe the similarities and differences between groups and teams.

Identify and compare different types of groups.

Name the factors that influence group formation and development.

Learning Objectives Analyze the various structural and behavioral characteristics of groups. Identify the advantages and disadvantages of self-managing, cross-functional, global and virtual work groups and teams. Explain the differences in the various types of team competencies After studying this chapter, you should be able to:

Analyze the various structural and behavioral characteristics of groups.

Identify the advantages and disadvantages of self-managing, cross-functional, global and virtual work groups and teams.

Explain the differences in the various types of team competencies

Learning Objectives Distinguish between the two major types of group conflict, and discuss their causes and consequences Explain how managers can help their work groups develop into high performing teams. After studying this chapter, you should be able to:

Distinguish between the two major types of group conflict, and discuss their causes and consequences

Explain how managers can help their work groups develop into high performing teams.

Group versus Team Group A set of people, usually from 3 to 20 Some degree of interaction and shared objectives Team A type or form of group Higher degree of coordinated interaction Stronger sense of members’ personal responsibility for achieving specified group outcomes High level of members’ identification with the group

Group

A set of people, usually from 3 to 20

Some degree of interaction and shared objectives

Team

A type or form of group

Higher degree of coordinated interaction

Stronger sense of members’ personal responsibility for achieving specified group outcomes

High level of members’ identification with the group

Team Outcomes TEAMS demonstrate enhanced: Coordinated interaction Personal responsibility for group outcomes Individual identification with group Degree of Interdependence and Collaboration Commonality of Goal Adapted from Exhibit 13.1: Individuals-to-Group-to-Team Continuum Individuals Group Team

TEAMS demonstrate enhanced:

Coordinated interaction

Personal responsibility for group outcomes

Individual identification with group

Command (Supervisory) Basic Types of Groups Adapted from Exhibit 13.2: Types of Groups Type of Group Features Examples One supervisor with a number of subordinates Relatively enduring Membership changes relatively slowly Project/Task Force Clerical units Manufacturing assembly units Local sales managers reporting to a regional sales manager Temporary Specific limited purpose Group members are aware of temporary nature of the group Product design teams Management information systems teams to develop upgraded computer systems Team project groups in university classes

Command

(Supervisory)

Basic Types of Groups Committee Type of Group Features Examples Either permanent or ad hoc Meet only periodically Members have different permanent jobs and/or supervisors Membership typically does not represent an employee’s highest commitment Budget committees Safety committees Promotion review committees Formal Command (supervisory) Project/Task force Committee Adapted from Exhibit 13.2: Types of Groups

Basic Types of Groups Informal Type of Group Features Examples Group not originated by the organization Voluntary membership Obvious differences and boundaries between members and nonmembers Group of employees who lunch together on Fridays Van pool group The “water cooler group” Adapted from Exhibit 13.2: Types of Groups

Governance Executive Steering Disaster planning Examples of Committees Adapted from Exhibit 13.2: Types of Groups Compensation Finance Safety Long-range planning Overnight Audit Ethics Public relations

Governance

Executive

Steering

Disaster planning

Compensation

Finance

Safety

Long-range planning

Overnight

Audit

Ethics

Public relations

Characteristics of Groups and Teams Size Social loafing: the phenomenon of reduced effort per person in large groups Process costs: increasing costs of coordination as group size increases Composition Homogeneous Heterogeneous or diverse Structural Characteristics

Size

Social loafing: the phenomenon of reduced effort per person in large groups

Process costs: increasing costs of coordination as group size increases

Composition

Homogeneous

Heterogeneous or diverse

Basic Types of Groups Adapted from Exhibit 13.4: Examples of Diversity within Groups and Potential Consequences Type of Diversity Potential Consequences Observable Attributes Race Ethnicity Gender Age Underlying Attributes Values Skills Knowledge and information Tenure Affective Consequences Satisfaction Identification with the group Conflict within the group Cognitive consequences Innovation Amount and quality of new ideas Communication-Related Consequences Decreased frequency within group Increased frequency outside of group Source: Adapted from Frances L. Milliken and Luis L. Martins, “Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups,” Academy of Management Review 21, no. 2 (1996), pp.402–423.

Observable Attributes

Race

Ethnicity

Gender

Age

Underlying Attributes

Values

Skills

Knowledge and information

Tenure

Affective Consequences

Satisfaction

Identification with the group

Conflict within the group

Cognitive consequences

Innovation

Amount and quality of new ideas

Communication-Related Consequences

Decreased frequency within group

Increased frequency outside of group

Characteristics of Groups and Teams Differentiated roles Role ambiguity: a situation in which the expected behaviors for a group member are not clearly defined Role conflict: a situation in which a member of a group faces two or more contrasting sets of expectations Differentiated status Structural Characteristics

Differentiated roles

Role ambiguity: a situation in which the expected behaviors for a group member are not clearly defined

Role conflict: a situation in which a member of a group faces two or more contrasting sets of expectations

Differentiated status

Characteristics of Groups and Teams Norms: a group’s shared standards that guide the behavior of its individual members Characteristics of group norms Usually established for the more important issues of concern to the group Some apply only to certain members (like the leader), usually based on the status or particular role of those members Vary in the degree of their acceptance by group members Vary in how much deviation members are permitted in following them Behavioral Characteristics

Norms: a group’s shared standards that guide the behavior of its individual members

Characteristics of group norms

Usually established for the more important issues of concern to the group

Some apply only to certain members (like the leader), usually based on the status or particular role of those members

Vary in the degree of their acceptance by group members

Vary in how much deviation members are permitted in following them

Characteristics of Groups and Teams Norms: a group’s shared standards that guide the behavior of its individual members Behavioral Characteristics Development of group norms Early behaviors Imported behaviors Critical events Effects of group norms Conformity: close adherence to the group’s norms by the individual members

Norms: a group’s shared standards that guide the behavior of its individual members

Development of group norms

Early behaviors

Imported behaviors

Critical events

Effects of group norms

Conformity: close adherence to the group’s norms by the individual members

Development of Group Norms Adapted from Exhibit 13.5: Example of the Development of Group Norms Members observe the behavior of others to determine what is appropriate Norm is established Suggested behavior is tolerated even though disagree with Dissenting member withdraws from group New behavior is suggested Members decide if any past experience can contribute effective behaviors Group members meet Members agree on behavior Members disagree on behavior

Characteristics of Groups and Teams Cohesion; the degree to which members are motivated to remain in the group Development of group cohesion Strengthening interpersonal attraction among group members Generating a record of high performance and past success of the group Fostering competition with other groups Effects of group cohesion Behavioral Characteristics

Cohesion; the degree to which members are motivated to remain in the group

Development of group cohesion

Strengthening interpersonal attraction among group members

Generating a record of high performance and past success of the group

Fostering competition with other groups

Effects of group cohesion

Effects of Group Cohesion Adapted from Exhibit 13.6: Effects of High Levels of Group Cohesion Positive effects Increased quality and quantity of group interactions Strengthened adherence to group norms Increased effectiveness in achieving group goals Augmented individual satisfaction with group membership Negative effects Useful or creative ideas may be ignored if they deviate from established norms or values Increased probability of developing groupthink Potential decrease in intergroup cooperation Counterproductive norms may be emphasized

Positive effects

Increased quality and quantity of group interactions

Strengthened adherence to group norms

Increased effectiveness in achieving group goals

Augmented individual satisfaction with group membership

Negative effects

Useful or creative ideas may be ignored if they deviate from established norms or values

Increased probability of developing groupthink

Potential decrease in intergroup cooperation

Counterproductive norms may be emphasized

Formation and Development of Groups and Teams Organizational goals Opportunities for interaction and sharing mutual knowledge Psychological factors Security needs Social support Self-esteem needs Status needs Influences on Formation

Organizational goals

Opportunities for interaction and sharing mutual knowledge

Psychological factors

Security needs

Social support

Self-esteem needs

Status needs

Formation and Development of Groups and Teams Stages of Development Adapted from Exhibit 13.7: Stages of Group Development Indicates progression Formation Early development Becoming a group Performing as a team

Knowledge of team mission, objectives, norms Task sequencing Team role Interaction patterns Understanding team work skills Teammate characteristics Team Competencies Adapted from Exhibit 13.9: Examples of Specific Team Competencies in Three Areas Knowledge Skills Attitudes Adaptability and flexibility Mutual performance monitoring and feedback, self-correction Coordination and task integration Communication Decision making and problem solving Team orientation Shared vision Team cohesion Mutual trust Importance of teamwork Sources: Adapted from J. A. Cannon-Bowers and E. Salas, “A Framework for Developing Team Performance Measures in Training,” in M. T. Brannick, E. Salas, and C. Prince (eds.), Team Performance Assessment and Measurement: Theory, Methods, and Applications (Mahwah, NJ: Lawrence Erlbaum Associates, 1997), p. 47.

Knowledge of team mission, objectives, norms

Task sequencing

Team role

Interaction patterns

Understanding team work skills

Teammate characteristics

Adaptability and flexibility

Mutual performance monitoring and feedback, self-correction

Coordination and task integration

Communication

Decision making and problem solving

Team orientation

Shared vision

Team cohesion

Mutual trust

Importance of teamwork

Types of Team Competencies Adapted from Exhibit 13.10: Types of Team Competencies Content driven Team contingent Task contingent Transportable Relation to Task Relation to Team Specific Generic Specific Generic

Dealing with Team Conflict Types of team conflict Task (substantive): conflict conflict that focuses on differences in ideas and courses of action in addressing the issues facing a group Relationship (affective) conflict: interpersonal differences among group members

Types of team conflict

Task (substantive): conflict conflict that focuses on differences in ideas and courses of action in addressing the issues facing a group

Relationship (affective) conflict: interpersonal differences among group members

Dealing with Team Conflict Possible causes of group conflict Task conflict Ambiguities regarding the task Differences in goals, objectives, and perspectives among group members Scarcity (actual or perceived) of resources Relationship conflict Dissimilarities in the composition of the membership of the group Differences in interpersonal styles of individual members Differences in values

Possible causes of group conflict

Task conflict

Ambiguities regarding the task

Differences in goals, objectives, and perspectives among group members

Scarcity (actual or perceived) of resources

Relationship conflict

Dissimilarities in the composition of the membership of the group

Differences in interpersonal styles of individual members

Differences in values

Dealing with Team Conflict Managing intragroup conflict Increase the ratio of substantive to relationship conflict. Clarify and reduce task ambiguities Get the group to focus on goals that emphasize the common interests of all group members Avoid relationship conflicts

Managing intragroup conflict

Increase the ratio of substantive to relationship conflict.

Clarify and reduce task ambiguities

Get the group to focus on goals that emphasize the common interests of all group members

Avoid relationship conflicts

Dealing with Team Conflict Managing intergroup conflict Reduce unnecessary relational conflicts in intergroup interaction situations Increase the focus on substantive differences Emphasize organization-wide goals to increase cooperation and performance

Managing intergroup conflict

Reduce unnecessary relational conflicts in intergroup interaction situations

Increase the focus on substantive differences

Emphasize organization-wide goals to increase cooperation and performance

Any product or service they develop is highly desired and valued by customers. Increased cooperation among members is encouraged and achieved. Group membership increases individual members’ feelings of satisfaction, personal growth, and overall well-being. Characteristics of Highly Effective Groups Adapted from Exhibit 13.11: Characteristics of Highly Effective Groups Source: J. R. Hackman (ed.), Groups That Work (and Those That Don’t): Creating Conditions for Effective Teamwork (San Francisco: Jossey-Bass, 1990).

Any product or service they develop is highly desired and valued by customers.

Increased cooperation among members is encouraged and achieved.

Group membership increases individual members’ feelings of satisfaction, personal growth, and overall well-being.

Ingredients Necessary for Group Effectiveness Exert enough effort to accomplish its tasks at acceptable levels of quantity and quality Obtain sufficient knowledge and skills to carry out its work Use appropriate strategies to apply its effort, knowledge, and skills effectively

Exert enough effort to accomplish its tasks at acceptable levels of quantity and quality

Obtain sufficient knowledge and skills to carry out its work

Use appropriate strategies to apply its effort, knowledge, and skills effectively

Managers’ Responsibilities for Encouraging Group Effectiveness Develop appropriate group structures Develop appropriate support from the organization Obtain appropriate coaching and consultation assistance

Develop appropriate group structures

Develop appropriate support from the organization

Obtain appropriate coaching and consultation assistance

Necessary Organizational Processes Group Structure Context Coaching and Consultation Enhancing Group Effectiveness Source: Adapted from J. R. Hackman (ed.), Groups That Work (and Those That Don’t): Creating Conditions for Effective Teamwork (San Francisco: Jossey-Bass, 1990), p. 13. POINTS OF LEVERAGE Apply ample effort Motivational structure of group task Organizational reward system Remedying coordination problems and building group commitment Acquire sufficient knowledge and skill Group composition Organizational education/ training system Remedying inappropriate “weighting” of member inputs and fostering cross-training Develop task-appropriate performance strategies Group norms that regulate member behavior and foster scanning and planning Organizational information system Remedying implementation problems and fostering creativity in strategy development Adapted from Exhibit 13.12: Enhancing Group Effectiveness

Necessary Organizational

Processes Group Structure Context Coaching and Consultation

Checklist for Leadership of Groups How well do you: Encourage members to learn from each other? Recognize and praise members for their contributions? Keep key people outside the [group] informed about its accomplishments? Promptly inform members about major developments that [may] affect them? Give [group] members authority to make [at least some] important decisions? Adapted from Exhibit 13.13: A Checklist for Leaders of Groups

How well do you:

Encourage members to learn from each other?

Recognize and praise members for their contributions?

Keep key people outside the [group] informed about its accomplishments?

Promptly inform members about major developments that [may] affect them?

Give [group] members authority to make [at least some] important decisions?

Checklist for Leadership of Groups How well do you: Source: Adapted from G. L. Hallam, “Seven Common Beliefs about Teams: Are They True?” Leadership in Action 17 no. 3 (1997), pp. 1–4. Adapted from Exhibit 13.13: A Checklist for Leaders of Groups Openly accept and respond to feedback from [group] members? Review the [group’s] performance at the end of major tasks? Offer specific and concrete suggestions for how members can improve? Understand what motivates members to work hard?

How well do you: