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Groups andteams (4)
1. Groups
Group – two or
more individuals,
interacting and
interdependent, who
have come together
to achieve particular
objectives.
2. Groups - Types
Formal Groups
– Command
– Task
Informal Groups
– Interest
– Friendship
3. Groups - Formation
Stages of Group
Development
– Forming
– Storming
– Norming
– Performing
– Adjourning
4. Groups – Why Join?
Why People Join Groups
– Security
– Status
– Self-esteem
– Affiliation
– Power
– Goal Achievement
5. Influence of Groups
The presence of others strongly
influences individual behavior.
Conversely, the behavior of individuals
is affected by being part of a group.
Business requires groups, therefore
how groups work influences how
individuals behave and work.
6. Influence of Groups
Patterns of
Behavior in Groups
– Social Striving
– Social Loafing
– Social Facilitation
– De-individuation
7. Influence of Groups
Social Striving
– People work harder
when they are in
groups, then when
they are alone.
8. Influence of Groups
Social Loafing
– People tend to expend
less effort on group tasks
then when performing the
same task alone.
9. Influence of Groups
Social Facilitation
– The presence of
others can enhance
an individual’s
performance for
simple or well
rehearsed tasks.
10. Influence of Groups
De-individuation
– This pattern happens when
you have the increased
desire to please
management with the
diffusion of responsibility
from social loafing.
11. Groups vs. Teams
Group – interacts to share information
and make decisions to help each group
member perform his or her area of
responsibility.
Team – a group whose individual
efforts result in a performance that is
greater than the sum of the individual
inputs
12. Groups vs. Teams
Groups
– Strong leader
– Individual accountability
– Organizational purpose
– Individual work products
– Efficient meetings
– Delegates work
– Random and varied
skills
Teams
– Shared leadership
– Individual and mutual
accountability
– Specific team purpose
– Collective work products
– Open-ended meetings
– Does real work together
– Complementary skills
14. Team Players
Turning individuals into team players
Example:
– Sacramento City
College Baseball
– Derek Sullivan,
Assistant Coach
15. Team Players
Recruiting
– Involves selling players on what
the program can do for them
(scholarships, professional
contracts, etc).
– Is an individual focus on personal
development (telling players to
be selfish).
– Tends to de-emphasize “TEAM”
and their obligations to the
program (sacrifice, patience, and
winning)
16. Team Players
The “Challenge”
– Convincing players that
their individual sacrifices
are good for the program
and WILL pay off
individually at the end
(for everyone).
17. Virtual Teams
Virtual Teams:
What are their
Characteristics and
Impact on Team Performance?
Sze-Sze Wang and Richard Burton
Computational and Mathematical Organization Theory 6;
339-360, 2000.
18. Virtual Teams
Virtual team characterized by members:
– Physically dispersed
– Culturally differentiated
– Organizationally differentiated
Communication must transcend:
– Space
– Time
– Culture
19. Virtual Teams
Characteristics of virtual teams
– Context = little history, novel tasks,
physically distributed
– Composition = heterogeneous culture
and organizational backgrounds
– Structure = relationships are lateral but
weak
20. Virtual Teams - Findings
For teams physically distributed and
engaged in novel tasks, ease of
communication and “routine-ness” of
tasks leas to higher performance.
For teams culturally and organization-
ally diverse, clarification of roles and a
common team culture lead to higher
performance.
21. Virtual Teams - Findings
For teams physically distributed and
performing novel tasks, lateral
communication between weakly tied
team members improves performance.
For teams culturally and
organizationally diverse, lateral
communication between weakly tied
members improves performance.