This document discusses groups and work teams. It defines groups and work teams, explaining that work teams are committed to common goals and hold themselves accountable. It describes the stages of group development from forming to storming to norming to performing. Key aspects of groups discussed include norms, cohesion, social loafing, and loss of individuality. The document also addresses task and maintenance functions in groups, diversity, creativity, team styles, and characteristics of effective teams.

1. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
9
©2013 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in
part.
Work Teams and
Groups

2. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
1 Define group and work team.
2 Explain four important aspects of group
behavior.
3 Describe group formation, the stages of
group development, and the characteristics
of a mature group.
4 Explain the task and maintenance functions
in groups.
2

3. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives continued
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5 Identify the social benefits of group and
team membership.
6 Discuss diversity and creativity in teams.
7 Discuss teamwork and self-managed teams.
8 Explain the importance of upper echelons
and top management teams.
3

4. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Groups and Work Teams
Group: two or more people with common
interests, objectives, and continuing
interaction
Work team: a group of people with
complementary skills who are committed to a
common mission, performance goals, and
approach for which they hold themselves
mutually accountable
4

5. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
5

6. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Group Behavior
Norms of behavior: the standards that a work
group uses to evaluate the behavior of its
members
Group cohesion: the “interpersonal glue” that
makes members of a group stick together
6

7. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Group Behavior
Social loafing: the failure of a group member
to contribute personal time, effort, thoughts,
or other resources to the group
Loss of Individuality: a social process in which
individual group members lose self-awareness
and its accompanying sense of accountability,
inhibition, and responsibility for individual
behavior
7

8. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Stages of Group Development
Mutual
acceptance
Decision
making
Motivation
and
commitment
Control and
sanctions
8

9. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Group Development Issues
• Trust, personal comfort, and security
Interpersonal issues
• Mission of group, methods, and outcomes expected
Task issues
• Decisions about who is in charge, power, and who
can tell whom to do what
Authority issues
9

10. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Types of Groups
• Formal groups are official or assigned and
gather to perform various tasks
• Informal groups are unofficial and evolve to
gratify member needs not met by formal
groups
• Diversity is a key issue in formal group
formation
• Ethnic
• Gender
• Cultural
• Interpersonal
10

11. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
11

12. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Punctuated Equilibrium Model
• Groups do not progress linearly from one
step to another in a predetermined
sequence
• They alternate between periods of inertia
punctuated by bursts of energy as the work
group develops
12

13. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Characteristics of a Mature Group
• A clear purpose and mission
• Well-understood norms and standards of
conduct
• A high level of group cohesion
• A flexible status structure
13

14. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Behavioral Norms
• Behavioral norms: well-understood
standards of behavior within a group that
evolve over a period of time
• Benchmarks against which team members
are evaluated and judged by other team
members
• Some behavioral norms become written
rules while other norms remain informal
14

15. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Group Cohesion
• Group cohesion enables a group to exercise
effective control over its members in relation
to its behavioral norms and standards
• Influenced by
• Time
• Size
• The prestige of the team
• External pressure
• Internal competition
15

16. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
16

17. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Status Structure
Status structure: the set of authority and task
relations among a group’s members
• An effective status structure results in role
interrelatedness among group members
• May be hierarchical or egalitarian
• While groups tend to have one leader, teams
tend to share leadership
17

18. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Group Member Styles
18
Integrator
Contributor
Collaborator
Communicator
Challenger

19. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Task and Maintenance Functions
• Task functions: those activities directly
related to the effective completion of the
team’s work
• Maintenance functions: those activities
essential to the effective, satisfying
interpersonal relationships within a group or
team
19

20. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
20

21. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Work Teams
• Work team: a task-oriented group
• Valuable in performing work that is
• Complicated
• Complex
• Interrelated
• Voluminous
21

22. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
22

23. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Work Team Structure and Process
Work
team
structure
Work
team
process
Work team
effectiveness
23

24. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Work Team Structure
• Goals and objectives
• Operating guidelines
• Performance measures
• Specification of roles
24

25. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Work Team Process
Managing
cooperative
behaviors
• Open communication
• Trust
• Personal integrity
• Positive
interdependence
• Mutual support
Managing
competitive
behaviors
• Enjoy competition
• Play fair
• Be a good winner or
loser
• Monitor competition
25

26. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Quality Teams and Circles
• Quality team: a team that is part of an
organization’s structure and is empowered
to act on its decisions regarding product and
service quality
• Quality circle: small groups of employees
who work voluntarily on company time to
address work-related problems
26

27. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Social Benefits
27
Psychological
intimacy
Psychological intimacy:
emotional and psychological
closeness to other team or
group members
Integrated involvement:
closeness achieved through
tasks and activities
Integrated
involvement

28. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Diversity and Dissimilarity in Teams
• Dissimilarity influences
• Absenteeism
• Commitment
• Turnover intentions
• Work group relationships
• Self-esteem
• Organizational citizenship behavior
• Team performance
• Dissimilarity may have positive or negative
effects in teams and on team members
28

29. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Creativity in Teams
Team creativity and divergent thinking can
be enhanced by
• Increasing diversity in teams
• Brainwriting
• Training of facilitators
• Changing membership in teams
• Electronic brainstorming
• Building a playground
29

30. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Teamwork
Successful
teamwork
Working
together
Team diversity
Empowerment
skills
30

31. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Self-Managed Teams
• Broad-based work teams that deal with
issues beyond quality
• Make decisions once reserved for managers
• Also known as self-directed teams or
autonomous work groups
31

32. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Teams at the Top
• Upper echelons: self-managed teams at the
top of the organization or top-level executive
teams
• Play a key role in defining the organization
over time
• The values, competence, ethics, and unique
characteristics of the top management team
are eventually reflected throughout the
organization
32

33. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
33

34. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
34

35. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
Diversity at the Top
• Diversity and heterogeneity in the top
management team sustains high levels of
organizational performance at the peak and
can help to maintain the CEO’s vitality
• A successful senior team collectively
captures a diversity of attributes related to
vision, task mastery, stewardship, and
facilitation
35

36. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
36

37. ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
^
Chapter 9: Reflect & Discuss
Friends with Money Video Clip
• This chapter defined a group as “two or more people having
common interests, objectives, and continuing interaction.” Does
this film sequence have examples of each part of the definition?
Identify specific moments that fit the definition.
• Review the section “Stages of Team Development.” Apply that
discussion to both film sequences. You should see examples of
each stage.
• Does the small group in these film sequences appear cohesive?
Cite some specific moments from the film sequences to support
your conclusion.
37