How to make effective groups and teams, stages of formation, types

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

5. 11-5
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