BUS 51 - Mosley7e ch09

Part 3

Leading

Chapter 9

Group Development
and Team Building

Mosley • Pietri
PowerPoint Presentation by Charlie Cook
The University of West Alabama

© 2008 Thomson/South-Western
All rights reserved.

Learning Objectives
Learning Objectives
After reading and studying this chapter, you should
be able to:
1. Identify the stages of group development.
2. Compare the advantages and limitations of groups.
3. Describe the variables that determine a group’s
effectiveness.
4. Determine what is involved in team building.
5. Describe what made team building successful at
Resort Quest.
6. Describe the GE approach.
© 2008 Thomson/SouthWestern. All rights reserved.

9–2

Learning Objectives (cont’d)
Learning Objectives (cont’d)
After reading and studying this chapter, you should
be able to:
7. Describe what made teambuilding successful in the
nonprofit area.
8. Describe how to work with self-managing work groups.


9–3

EXHIBIT 9.1

The Ritz-Carlton Credo


9–4

Forces Causing Change
• External Change Forces
 Forces outside the organization that have a great

impact on organizational change.
 Management has little control over these numerous
external forces.

• Internal Change Forces
 Pressures for change within the organization such as

cultures and objectives.

• Results of Ignoring Change
 Resistance leads to an inability to cope with new

forces, stagnation, decline, and failure.
9–5

EXHIBIT 9.2

External and Internal Change Forces


9–6

Planned Change
• Organizational Effectiveness
 The result of activities that improve the organization’s

structure, technology, and people.
 Choosing the correct change technique is key to

producing the desired change outcome.

• Change Affects the Entire Organization
 Changing the organization’s structure involves

modifying and rearranging the internal relationships.
 Changing the organization’s technology alters its

physical assets, operating systems, work processes,
inputs, and outputs.
9–7

EXHIBIT 9.3

Organizational Effectiveness Results from Changing Structure,
Technology, and/or People


9–8

EXHIBIT 9.4

Different Responses to Change


Source: William Walker, management consultant, presentation to the North Mississippi Health
Services Board of Directors and staff, May 1, 1999. The Wynfrey Hotel, Birmingham, Alabama.

9–9

Importance of Work Groups
• Synergy
 The concept that two or more people working

together in a cooperative, coordinated way can
accomplish more than the sum of their independent
efforts.

• What Are Groups?
 Group Defined
 Two

or more people who communicate and work
together regularly in pursuit of one or more
common objectives.


9–10

EXHIBIT 9.5

A Manager’s Membership in Different Groups


Source: Adapted from W. Alan Randolph, Understanding and Managing
Organizational Behavior (Homewood, Ill.: Richard D. Irwin, 1985), p. 385.

9–11

Types of Groups
• Formal Group
 Is a group prescribed and/or established by the

organization.

• Informal Group
 Is a group formed out of employees’ need for social

interaction, friendship, communication, and status.
 Is a group that evolves out of the formal organization
but is not formed by management or shown in the
organization’s structure.
 Types of informal groups
Informal interest groups
 Friendship groups
2008 Thomson/South

©
Western. All rights reserved.

9–12

How Groups Develop
Stage 1: Forming
Stage 1: Forming

The stage in which members first come
The stage in which members first come
together and form initial impressions
together and form initial impressions

Stage 2: Storming
Stage 2: Storming

A period of conflict and—ideally—
A period of conflict and—ideally—
organization
organization

Stage 3: Norming
Stage 3: Norming

Stage of developing teamwork and group
Stage of developing teamwork and group
cohesion and creating openness of
cohesion and creating openness of
communications with information sharing
communications with information sharing

Stage 4: Performing
Stage 4: Performing


Stage in which the group shows how
Stage in which the group shows how
efficiently and effectively ititcan operate to
efficiently and effectively can operate to
achieve its goals.
achieve its goals.

9–13

Evaluating Groups
Advantages:

Disadvantages:

1. Provide opportunities for
need satisfaction
2. May function more
effectively than individuals

1. Encourage social loafing
2. Diffuse responsibility
3. May be less effective than
individuals


9–14

EXHIBIT 9.6

Model of Group Effectiveness

Norms
Rules of behavior
developed by group
members to provide
guidance for group
activities.


Group
Cohesiveness
The mutual liking
and team feeling in
a group.

9–15

EXHIBIT 9.7

Possible Effects of Size on Groups
Group Size
2–7

8–12

13–16

Members

Members

Members

1. Demands on leader

Low

Moderate

High

2. Differences between leaders and members

Low

Low to moderate

Moderate to high

3. Direction by leader

Low

Low to moderate

Moderate to high

4. Tolerance of direction from leader

Low to high

Moderate to high

High

5. Domination of group interaction by a few members

Low

Moderate to high

High

6. Inhibition in participation by ordinary members

Low

Moderate

High

7. Formalization of rules and procedures (norms)

Low

Low to moderate

Moderate to high

8. Time required for reaching judgment decisions

Low to moderate

Moderate

Moderate to high

9. Tendency for subgroups to form within group

Low

Moderate to high

High

Category/Dimensions
Leadership

Members

Group Process


Source: Adapted from Organizational Behavior, 10th ed., by Don Hellriegel and John W. Slocum, Jr., p. 208. ©
2004. Reprinted with permission of South-Western, a division of Thomson Learning: www.thomsonrights.com.

9–16

EXHIBIT 9.8

Task and Maintenance Roles in Groups

Effective Roles

Ineffective Roles

Work or Task* Functions

Group Maintenance* Functions

Initiating

Consensus testing

Displays of aggression

Information giving

Harmonizing

Blocking

Information seeking

Gatekeeping

Dominating

Clarifying

Encouraging

Playboy behavior

Summarizing

Compromising

Avoidance behavior

Reality Testing

Sharing feelings

Sniping


*The distinction between “task” and “maintenance” roles is somewhat arbitrary. Some
of these terms could be classified in either column.

9–17

Team Building
• Team
 A collection of people who must rely on group

cooperation if the team is to experience the most
success possible and thereby achieve its goals.

• Successful Teams Are “Empowered”
 They establish some or all of a team’s goals.
 They make decisions about how to achieve those

goals.
 They undertake the tasks required to meet them.
 They are mutually accountable for their results.

9–18

EXHIBIT 9.10

Characteristics of an Effective Team

Clear Purpose
Informality
Participation
Listening
Civilized Disagreement
Consensus Decisions
Open Communication
Clear Roles and Work
Assignments
Shared Leadership
External Relations
Style Diversity
Self-Assessment


Source: Glenn M. Parker, Team Players and Teamwork (San Francisco: JosseyBass/John Wiley & Sons, 1991), p. 33. Used with permission of the publisher.

9–19

Team Building
• Unsuccessful Teams Fail Because:
 They lack effective leadership at the top of the team

and/or organization.
 They do not effectively recruitment of good and

talented people.
 They do not create an environment so good and

talented people grow and develop.


9–20

EXHIBIT 9.11

Context-Based Leadership


9–21

EXHIBIT 9.12

Survey Results: Why Individual Executives Should Be Considered Great


9–22

EXHIBIT 9.13

Welch on Hiring, Firing, and Rewarding Employees

• Successful leaders must make very difficult decisions
about the people who work for them.
• Despite possible confrontations and charges of
favoritism, giving all employees similar raises is bad
for an organization.
• “Making the numbers” by itself is not enough to secure
pay raises and promotions.
• Leaders must deftly use the carrots and sticks of pay,
promotion, and dismissal to boost productivity and
inspire stellar performance.

Source: James W. Robinson, Jack Welch and Leadership (Roseville, Calif.: Prima Publishing Co., 2001), p. 147.
Reprinted by permission of author James W. Robinson, a senior official with the U.S. Chamber of Commerce.

9–23

EXHIBIT 9.14

Jack Welch’s Vitality Curve for Differentiation


9–24

EXHIBIT 9.15

Patient Care at M.D. Anderson Cancer Center


9–25

Lessons Learned by Mike Odom
• People are your greatest asset.
• Understand the principles of managing a project.
• Picking a good team is the first step to success.
• A good coach works with people to help them be successful.
• You are not alone. We are a lot smarter as a team.
• Attitude can make all the difference in the world, not only for the
team leader, but for all team contributors.
• A team leader management style can make the difference between
a high-performing team and a team that just gets the job done.
• Good coaching skills are more important than good technical skills
in project management.


9–26

Successful Team Work in the U.S.
• Top management support and dedication is a must.
• Organize the plant for success and get people involved;
focus structure and expectations on quality and
production.
• Initiate job rotation so that everyone on the team knows
all the jobs.
• The improvement process has to be real and sustainable
—develop and use a team facilitator.
• Give each team 30 minutes a week to talk and discuss
issues or opportunities as a team.

9–27

Important Terms
Important Terms
•
•
•
•
•
•
•
•
•
•
•
•
•

adaptive challenges
external change forces
formal group
group
group cohesiveness
informal group
internal change forces
norms
organizational effectiveness
proactive (planned) process of change
self-managing work teams
synergy
team


9–28

BUS 51 - Mosley7e ch09

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