This chapter discusses groups, teams, and organizational effectiveness. It covers how groups and teams can enhance performance and responsiveness to customers as well as drive innovation. It defines different types of groups like top management teams, command groups, task forces, and self-managed work teams. It discusses group dynamics and how task interdependence impacts groups. It provides tips for managing groups and teams for high performance such as motivating members, reducing social loafing, and managing conflict. Finally, it discusses rewards and challenges of working in teams.

1. GROUPS AND
TEAMS
CHAPTER 14
JONES, CONTEMPORANY MANAGEMENT , THIRD EDITION
LAURA ALEJANDRA SILVA MALAVER LAURA ALEJANDRA RUIZ PATARROYO

2. GROUPS, TEAMS, AND ORGANIZATIONAL
EFFECTIVENESS
2
▰A. Groups and Teams as
Performance Enhancers.
▰B. Groups, Teams, and
Responsiveness to Customers.
▰C. Teams and Innovation
▰D. Groups and Teams as
Motivators

3. TYPES OF GROUPS AND TEAMS
3
The top-
Management
Team
Research and
Development
Command
Groups
Task Forces
Self-Managed
Work teams
Virtual work
teams
Self-Managed
Works teams can
run into trouble

4. GROUP DYNAMICS
The ways in which groups function hinge on a
number of group characteristics and processes
known as group dynamics. 4
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5. ▰Task interdependence is the degree to which
work performed by one member of a group
influences the work performed by othersAnd
some text
▰Pooled task interdependence exists when
group members make separate and
independent contributions to group
performance
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6. ▰Sequential task interdependence exists when
group members must perform specific tasks
in a predetermined order.
▰Reciprocal task interdependence exists when
the work performed by each group member is
fully dependent on the work performed by
other group members.
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7. 1. Group Leadership: All groups
and teams need leadership.
2. Group Development Over
Time: What a group is capable
of achieving depends in part on
its stage of development
TYPES
3. Group Norms: Group norms
are shared guidelines or rules
for behavior that most group
members follow.
4. Formal groups: are groups
that managers establish to
achieve organizational goals.
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8. TYPES
5. Top management team: is a
group composed of the CEO,
the president, and the heads of
the most important
departments
6. Command Groups: s a group
composed of subordinates who
report to the same supervisor;
also called a department or
unit.
8. Self-Managed Word Teams :
are teams in which team
members are empowered and
have the responsibility and
autonomy to complete identifiable
pieces of work.
9. Virtual Work Teams: re member
who rarely or never meet face-to-
face and interact by using various
forms of information technology8

9. GROUPS, TEAMS, AND ORGANIZATIONAL
EFFECTIVENESS
▰Groups and Teams as Performance Enhancers
▰Groups, Teams, and Responsiveness to
Customers
▰Teams and Innovation
▰Groups and Teams as Motivators
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10. Managing groups and teams
for hign performance
The managers can take to make sure groups
and teams perform highly and contribute to
organizational effectiveness.
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11. Motivating Group
Members to Achieve
Organizational Goals
Reducing Social
Loafing in Groups
Helping Groups to
Manage Conflict
Effectively
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▰ When work is difficult,
tedious, or requires a high
level of commitment,
managers cannot assume
that group members will
always be motivated to work
toward the organizational
goals.
▰ A major challenge is to develop
a fair pay system that will lead
to high individual motivation
and high group performance
▰ Social loafing is the tendency
of individuals to put forth
less effort when they work in
groups than when they work
alone.
▰ An important down side to
group work is the potential
for social loafing
1. Practically all groups
experience conflict.
2. Managers can take
several steps to help
groups manage conflict
and disagreements.

12. TIPS FOR NEW MANAGERS: GROUP DYNAMICS
AND MANAGING GROUPS AND TEAMS FOR HIGH
PERFORMANCE
1. Make sure that groups and teams personally benefit
when they perform well.
2. Use only the number necessary for the group.
3. Reward members when the tasks are characterized
as pool interdependencies on an individual basis.
4. Reward members based on group performance
when tasks are sequentially interdependent.
5. When tasks are characterized by reciprocal task
interdependence based on team performance or a
combination of team and individual rewards.
6. Clearly communicate to the teams and groups your
expectations.
7. Encourage groups and teams to periodically assess
their norms.
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13. REWARDS AND CHALLENGES OF WORKING IN A
TEAM
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the potential
for a political
tug-of-war is
high.
team assignments
tend to be critical
and closely
watched.
But that also means
that if the team
flops, you flop,
whatever the
reason.
you are focusing
on your new team
duties, some
young gun in your
department is
showing how
easily you can be
replaced

14. Advice to others working in teams:
▰Be an expert, not an advocate.
▰want an obstructionist who continually says, “You just don’t understand how we
do things in finance.”
▰ Research the team as you would any job opportunity. Are there cliques? Is there
one person who dominates? What happens to team members after they leave the
team? How strong is management support?
▰ Make sure you keep up your performance in your department. “You cannot fail at
your core hierarchical work, succeed at your team work, and be successful overall.
▰Stay balanced. “Overload and burnout are more of a problem in teams,
▰ See yourself as an equal. Be diplomatic, but don’t hold back your opinions.
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15. 15
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