Chapter 13 Managing Teams

Groups and Group Development

Group-2 or more interacting and interdependent individuals who come together to achieve specific
goals

Formal groups-work groups that are defined by the organizations structure and have designated work
assignments and specific tasks directed at accomplishing organizational goals

Examples of Formal Work Groups:

1. Command Groups-groups that are determined by the organization chart and composed of
individuals who report directly to a given manager
2. Task Groups-groups composed of individuals brought together to complete a specific job task
their existence is often temporary because when the task is completed, the group disbands
3. Cross-functional teams-groups that bring together the knowledge and skills of individuals from
various work areas or groups whose members have been trained to do each others jobs
4. Self-managed teams-groups that are essentially independent and that, in addition to their own
tasks, take on traditional managerial responsibilities, such as hiring, planning and scheduling and
evaluating performance

Informal groups-social groups; groups occur naturally in the workplace and tend to form around
friendship and common interests

Stages of Group Development

1. Forming stage-people join the group and then define the groups purpose, structure and
leadership
-involves a great deal of uncertainty as members test the waters to determine what types of
behaviors are acceptable
-complete when members begin to think of themselves as part of a group
2. Storming stage-characterized by intragroup conflict
-a relatively clear hierarchy of leadership and agreement on the groups direction emerge
3. Norming stage-characterized by close relationships and cohesiveness
-strong sense of group identity and camaraderie
-complete when the group structure solidifies, and the group has assimilated a common set of
actions (norms) regarding member behavior
4. Performing stage-when the group is fully functional and works on group task
5. Adjourning stage-final stage of group development for temporary groups during which group
members are concerned with wrapping up activities rather than task performance
-group prepares to disband

*in some situations, groups in the storming stage outperform those in the norming or performing stages

*Groups dont always proceed sequentially from one stage to the next

*sometimes, groups are storming and performing at the same time

*groups even occasionally regress to previous stage

Work Group Performance and Satisfaction

External Conditions Imposed on the Group

*Work groups are affected by the external conditions imposed on it

1. organizations strategy

2. authority relationships

3. formal rules and regulations

4. availability of resources

5. employee selection criteria

6. the performance management system and culture

7. the general physical layout of the groups work space.

Group Member Resources

*Traits that are viewed as positive in our culture (sociability, self-reliance and independence)
tend to be positively related to group productivity and morale

*negative personality characteristics (authoritarianism, dominance, unconventionality) tend to

be negatively related to group productivity and morale

Group Structure

1. Role-behavior patterns expected of someone occupying a given position in a social unit

2. Norms-standards or expectations that are accepted and shared by a groups members
3. Conformity---*Asch demonstrated the impact that conformity has on an individuals
judgment and attitudes

Groupthink-when a group exerts extensive pressure on an individual to align his or her

opinion with others opinions

-seems to occur when group members hold a positive group image that they want to
protect and when the group perceives a collective threat to this positive image

4. Status-a prestige grading, position or rank within a group

5. group size (5-7 members)

Social loafing-the tendency for individuals to expend less effort when working
collectively than when working individually

6.group cohesiveness-the degree to which group members are attracted to one another and
share the groups goals
*highly cohesive groups are more effective than are less cohesive ones
*the more cohesive the group, the more its members will follow its goals
 Group cohesiveness VS Alignment of Group and organizational Goals
1. H-H: Strong increase in productivity
2. H-L: Decrease in productivity
3. L-H: Moderate increase in productivity
4. L-L: no significant effect on productivity
7. group process
8. group decision making
Advantages
1. More complete information and knowledge
2. Diversity of experience and perspectives to the decision process
3. Increase acceptance of a solution
4. Increase legitimacy
Disadvantages
1. Take more time to reach a solution
2. A dominant and vocal minority can heavily influence the final decision
3. Members share responsibility, but the responsibility of any single member is
ambiguous

Creative Group Decision Making

1. Electronic Meetings-decision-making groups that interact by using linked computers

2. Nominal Group Technique (NGT)-a group decision-making technique in which group
members are presented with a problem; each member independently writes down
his or her ideas on the problem, and then each member presents one idea to the
group until all ideas have been presented. No discussion takes place until all ideas
have been presented
3. Brainstorming-an idea-generating process that encourages alternatives while
withholding criticism

9. Conflict Management

Conflict-perceived incompatible differences that result in interference or opposition

1. Traditional view of conflict-the view that all conflict is bad and must be avoided
2. Human relations view of conflict-the view that conflict is a natural and inevitable
outcome in any group
3. Interactionaist view of conflict-the view that some conflict is necessary for a group
to perform effectively
a. Functional conflict-conflicts that support a groups goals and improve its
performance
b. Dysfunctional conflict-conflicts that prevent a group from achieving its goals
1. Task conflict-conflicts over content and goals of the work
2. Process conflict-conflict based on interpersonal relationships
3. Relationship conflict-conflict over how work gets done

*relationship conflicts are almost always dysfunctional

 *low levels of process conflict and low-to-moderate levels of task conflict are functional

p. 355 Group performance and conflict

Conflict-Management Techniques

(Assertiveness; Cooperativeness)

1. Forcing (A-U)-resolving conflicts by satisfying ones own needs at the expense of

anothers
2. Collaborating (A-C)-resolving conflicts by seeking an advantageous solution for all
parties
3. Compromising (middle)-resolving conflicts by each party giving up something of
value
4. Avoiding (U-U)-resolving conflicts by withdrawing from or suppressing them
5. Accommodating (U-C) resolving conflicts by placing anothers needs and concerns
above your own

Group Tasks

Turning Groups into Effective Teams

Work Groups-interact primarily to share information and to make decisions to help each member do his
or her job more efficiently and effectively

-theres no need or opportunity for work groups to engage in collective work that requires join effort

One leader clearly in charge

Accountable only to self
Purpose is same as broader organizational purpose
Work is done individually
Meetings characterized by efficiency; no collaboration or open-ended discussion
Performance is measured indirectly according to its influence on others
Work is decided upon by group leader and delegated to individual group members

Work Teams-groups whose members work intensely on a specific, common goal using their positive
synergy, individual and mutual accountability, and complementary skills

Leadership role is shared

Accountable to self and team
Team creates specific purpose
Work is done collectively
Meetings characterized by open-ended discussion and collaborative problem-solving
Performance is measured directly by evaluating collective work output
Work is decided upon and done together
Can be quickly assembled, deployed, refocused, and disbanded

Types of Work Teams

 1. Problem-solving teams-a team from the same department or functional area thats involved in
efforts to improve work activities or to solve specific problems
2. Self-managed work team-a type of work team that operates without a manager and is
responsible for a complete work process or segment
3. Cross functional team-a work team composed of individuals form various functional specialties
4. Virtual team-a type of work team that uses technology to link physically dispersed members in
order to achieve a common goal

Creating Effective Work Teams

1. Clear goals
2. Relevant skills
3. Mutual trust
4. Unified commitment
5. Good communication
6. Negotiating skills
7. Appropriate leadership
8. Internal and external support

Current Challenges in Managing Teams

Managing Global Teams

Building Team Skills

*its important to recognize that not everyone is a team player or can learn to be a team
player

Understanding Social Networks

Social network structure-the patterns of informal connections among individuals within

a group