The document discusses groups and teams, including defining groups, classifying groups, reasons people join groups, stages of group development, group properties like roles, norms, status and size, and factors that influence group cohesiveness and performance. It also covers topics like group decision making techniques, comparing work groups to teams, and characteristics of effective teams.

1. 14-1
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Groups and
Teams

2. 14-2
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Defining Groups

3. 14-3
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Classifying Groups

4. 14-4
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Why People Join Groups
• Security
• Status
• Self­esteem
• Affiliation
• Power
• Goal Achievement

5. 14-5
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Stages of Group Development
1) Forming: members get to know each other
and reach common goals.
2) Storming: members disagree on direction
and leadership.
3) Norming: close ties and consensus begin to
develop between members.
4) Performing: group does its real work.
5) Adjourning: only for task forces that are
temporary.

6. 14-6
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Stages of Group Development

7. 14-7
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
An Alternative Model: For Temporary
Groups with Deadlines
Sequence of actions:
1. Setting group direction
2. First phase of inertia
3. Half­way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity

8. 14-8
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
The Punctuated-Equilibrium
Model

9. 14-9
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Group Properties
1.Roles
2.Norms
3.Status
4.Size
5.Cohesiveness

10. 14-10
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
1.Roles

11. 14-11
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
8–
Roles (cont’d)

12. 14-12
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
2.Norms
Classes of Norms:
Performance norms
Appearance norms
Social arrangement norms
Allocation of resources norms

13. 14-13
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
8–
Norms (cont’d)

14. 14-14
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
8–
3.Status
Status Determinants:
✔ Power of person
✔ Person’s ability to contribute
to the group
✔ Individual’s characteristics.

15. 14-15
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
8–
4.Size
Group Size
PerformanceExpected
Actual (due to loafing)
Other conclusions:
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger
or smaller groups.

16. 14-16
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Reducing Social Loafing
Make individual
contributions
identifiable
Emphasize
valuable
individual
contributions
Keep group size
at an
appropriate
level
REDUCE
Social
Loafing

17. 14-17
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
5.Group Cohesiveness
■ Group cohesiveness: measures the loyalty to
the group by its members.
Increasing group
cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group
goals.
3. Increase time members spend
together.
4. Increase group status and admission
difficultly.
5. Stimulate competition with other
groups.
6. Give rewards to the group, not
individuals.

18. 14-18
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Influential Factors to Cohesiveness
Factors that
increase
Cohesiveness
☞ Intergroup
competition
☞ Personal attraction
☞ Favorable evaluation
☞ Agreement on goals
☞ Interaction
Factors that Reduce
Cohesiveness
☞ Intragroup competition
☞ Unpleasant experience
☞ Domination
☞ Disagreement on goals
☞ Large group size

19. 14-19
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Relationship Between Group Cohesiveness,
Performance Norms, and Productivity

20. 14-20
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Group Processes

21. 14-21
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Group Decision Making
Strengths
More complete
information
Increased diversity of
views
Higher quality of
decisions
Increased acceptance
of solutions
Weaknesses
More time consuming
Increased pressure to
conform
Domination by one or
a few members
Ambiguous
responsibility

22. 14-22
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Advantages and Disadvantages of Group Decision
Making

23. 14-23
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Group Versus Individual Decision
Making
Criteria of Effectiveness Groups
Individuals
Accuracy x
Speed x
Creativity x
Degree of acceptance x
Efficiency x
© Prentice Hall,

24. 14-24
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Group Decision-Making Techniques

25. 14-25
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000

26. 14-26
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Evaluating Group Effectiveness

27. 14-27
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Team Versus Groups: What’s the
Difference
Team
Formal group made up
of interdependent
individuals who are
responsible for the
attainment of a goal

28. 14-28
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Comparing Work Groups and Work
Teams

29. 14-29
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Group vs Team

30. 14-30
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Types of Teams

31. 14-31
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
9–
Types of Teams (cont’d)
• Task forces
• Committees
Quality Circle:
comprising workers
and supervisors to
discuss workplace
problems.

32. 14-32
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
9–
Types of Teams (cont’d)
Team Characteristics
1. The absence of paraverbal
and nonverbal cues
2. A limited social context
3. The ability to overcome time
and space constraints
Management
Team: Consists of
managers of
various functions.

33. 14-33
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
A Team-
Effectivenes
s Model

34. 14-34
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Key Roles
of Teams

35. 14-35
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Turning Individuals into Team
Players
1. Selection: hiring team player
2. Training: creating team players
3. Rewarding: providing incentives to be a
good team player

36. 14-36
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Characteristics of Effective
Teams
© Prentice Hall,

37. 14-37
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc.,
2000
Types of Interpersonal Skills Used in Managing
Teams