This document discusses groups and teams in organizations. It covers the nature and types of groups, stages of group development, factors that influence group cohesiveness and effectiveness, dynamics of informal groups, and the use of work teams. Specifically, it describes the key factors that determine group effectiveness as being task interdependence, outcome interdependence, and potency. It also discusses conditions that promote effective groups, such as setting a compelling direction, enabling structure, and providing expert coaching.

1. 11-1
Groups& Teams

2. 11-2
Learning Objectives
 Describe the basic nature of groups: the dynamics of
group formation and the various types of groups.
 Discuss the implications that research on groups has
for the practice of management.
 Explain the important dynamics of informal groups
and organizations.
 Analyze the impact of groupthink.
 Present the team concept and its practice.

3. 11-3
Nature of Groups
 A comprehensive definition would say that if a
group exists in an organization, its members:
 Are motivated to join.
 Perceive the group as a unified unit of interacting
people.
 Contribute in various amounts to the group
processes .
 Reach agreements and have disagreements through
various forms of interaction.

4. 11-4
Figure 11.1 - A Balance Theory of Group
Formation

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Stages of Group Development
 Forming
 Storming
 Norming
 Performing
 Adjourning

6. 11-6
Types of Groups
 Primary groups
 Must have a feeling of comradeship, loyalty, and a
common sense of values among its members.
 Examples include family and peer group.
 Coalitions
 Are separate, usually very powerful, and often
effective entities in organizations.

7. 11-7
Types of Groups (Continued)
 Other types of groups
 Memberships and reference groups
 In-groups and out-groups
 Committees

8. 11-8
Conditions that Promote Group Effectiveness
 Setting a compelling direction for the group’s
work.
 Designing and enabling group structure.
 Ensuring that the group operates within a
supportive context.
 Providing expert coaching.

9. 11-9
Table 11.1 - Factors That Increase and Decrease
Group Cohesiveness
Source: Adapted from Andrew D. Szilagyi, Jr., and Marc J. Wallace, Jr., Organizational Behavior and Performance, 5th ed., Scott, Foresman/Little, Brown,
Glenview, Ill., 1990, pp. 282–283.

10. 11-10
Group/Team Effectiveness
 Factors that play the major role in determining
group effectiveness:
 Task interdependence
 Outcome interdependence
 Potency (Power to influence)
 Group effectiveness may also be influenced by
the conditions of adaptation to nonroutine events.

11. 11-11
Group/Team Effectiveness (Continued)
 Three behaviors are keys to adapting to unusual
circumstances or events:
 Information collection and transfer
 Task prioritization
 Task distribution

12. 11-12
Dynamics of Informal Groups
 Norms and roles in informal groups
 Norms are the “oughts” of behavior.
 Role can best be defined as a position that has
expectations evolving from established norms.
 Some informal roles found in work groups include the
following:
 Boundary spanner; Buffer; Lobbyist; Negotiator;
Spokesperson.

13. 11-13
Dynamics of Informal Groups (Continued)
 Informal organization
 Has both functions and dysfunctions.
 Frequently mentioned dysfunctions include conflicting
objectives, restriction of output, conformity, blocking
of ambition, inertia, and resistance to change.

14. 11-14
Work Teams
 Nature of teams
 Teams do go beyond traditional formal work groups
by having a collective, synergistic effect.
 Cross-functional teams
 Choose members carefully
 Establish the team’s purpose
 Ensure understanding of group functions
 Conduct intensive team building
 Achieve noticeable results

15. 11-15
Teams in the Workplace
 Virtual teams
 Groups of people who work interdependently with
shared purpose across space, time, and organization
boundaries using technology to communicate and
collaborate.
 A key to effective virtual teams is to choose the
appropriate communication media to fit the
requirements of the task and the message.
 Are flexible and are driven by information and skills
rather than time and location.

16. 11-16
Teams in the Workplace (Continued)
 Self-managed teams
 A group of employees who are responsible for
managing and performing technical tasks that result in
a product or service being delivered to an internal or
external customer

17. 11-17
Teams in the Workplace (Continued)
 How to make teams more effective
 Team building
 Establishes a sense of ownership and partnership.
 Allows members to see the team as a unit and as an
attractive work arrangement.
 Involves rapid learning.

18. 11-18
Teams in the Workplace (Continued)
 Collaboration
 Learning how to improve interpersonal interactions in group
settings while committing to a common agenda.
 Leadership
 Leaders should be clear and decisive as they work with
different people, teams, and environments.
 Cultural issues in global situations
 Creating a “hybrid” team culture can be linked to improved
performance.

19. 11-19
Questions