1. The document discusses different types of groups and teams in organizations, including formal vs informal groups, functional vs cross-functional groups, and command vs task groups. 2. It also covers factors that impact group performance like group size, composition, leadership, objectives, processes, roles, and norms. 3. Group processes include the stages of forming, storming, norming, performing, and adjourning. The document discusses appropriate management styles at each stage and the differences between managing groups vs leading teams.

1. CHAPTER 8:
MANAGING TEAMS
CH 8
© 2015 SAGE Publications

2. Groups and Teams
• Have two or more members
• Clear leader
• Perform independent jobs
• Management-directed
• Have a small number of
members
• Shared Leadership
• Perform interdependent jobs
• Self-directed
Groups Teams

3. The Group Performance Model
• Organizational context
• Group structure:
• Group Type
• Size
• Composition
• Leadership and Objectives
• Group process
• Group development stage

4. Group Type
• Created by an organization
as part of its formal structure
• All employees have formal
group membership
• Large companies have formal
top managers leaders
• Are created
spontaneously
• Members join
together voluntarily
Formal Informal

5. • Members perform jobs
within one limited area
• Marketing, finance,
operation, and HR
departments are functional
groups
• From different areas
• From different levels of an
organization
• The higher the management
level, the more cross
functional responsibility
Functional Cross-Functional
Group Type

6. • Specified by organizational
chart
• Have a supervisor who
directs efforts
• Specified by goal they are to
achieve
• May or may not be directed
Command Task
Group Type

7. Group Size
• There is no ideal group size
• Depends on purpose, situation and type of work performed
• Size affects management
• Appropriate leadership style may depend on group size
• Management implications
• If you have a large department, you can break a larger group into teams

8. Group Composition,
Leadership & Objectives
• Group Composition
• The mix of members’ skills and abilities
• Group Leadership
• Leaders determine group structure and can affect team performance
• Group Objectives
• Apply for individuals and groups and teams set their own objectives

9. Group Process
• The patterns of interactions that emerge as members perform
their jobs
• Roles
• Norms
• Cohesiveness
• Status
• Decision making
• Conflict resolution

10. Group Roles
• Group task roles are played by members who do and say things that
directly aid in the accomplishment of the group’s objectives
• Group maintenance roles are played by members who do and say things
to develop and sustain the group process
• Self-interest roles are played by members who do and say things that help
themselves

11. Rules vs. Norms
• Rules
• Established by management or by the group itself
• Norms
• Expectations about behavior that are shared by members of a group
• Are not developed by management or by group
• Develop as members interact

12. Enforcement of Norms
• Breaking norms results in conflicts
• Peer pressure
• Powerful influence over our behavior

13. Group Cohesiveness
• Objectives
• Size
• Homogeneity
• Participation
• Competition
• Success

14. Stages of Groups Development
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning/Termination

15. Management Styles
• Autocratic
• During the forming stage managers tells group what to do and how to do
it. Closely oversee their performance
• Consultative
• During the storming stage, managers are highly directive, oversee group
members performance, and need to be highly supportive

16. Management Styles
• Participative
• During the norming stage managers and group members share decision
making, and managers need to focus on maintenance behavior to get
the group through the issues it face
• Empowerment
• During the performing stage managers give group members the
authority to do the task in their own way, and the group has effective
shared leadership

17. Group Managers vs. Team Leaders
• Takes responsibility for
performing the four
management functions
(leading, planning, organizing
and staffing and controlling)
• Empowers members to take
responsibility for performing
management functions and
focus on developing effective
group structure and group
process, and on furthering
group development
Group Managers Team Leaders

18. The Management Functions
• Leading
• Teams do identify a specific person as the leader
• Planning
• Empower the members to set objectives and make decisions
• Organizing and Staffing
• Participate in selecting, evaluating and rewarding members is essential
• Controlling
• Help the team setting the standards and developing positive norms

19. Managing a Meeting
• Identify objectives
• Cover agenda items
• Summarize and review assignments