Chapter 10 Understanding Groups and Teams Chapter 10

Chapter 10 Understanding Groups and Teams Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -1

LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter • Understanding Groups and Teams – Define the two types of groups – Define work team – Compare groups and teams – Describe the four most common types of teams – Describe the five stages of team development Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -2

LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter • Turning Individuals into Team Players – Describe the roles team members play – Discuss how organizations can create team players • Turning Groups into Effective Teams – List the characteristics of effective team – Describe the relationships between group cohesiveness and productivity – Discuss how conflict management influences group behaviour – Define social loafing Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -3

Understanding Groups and Teams • Group – Two or more interacting and interdependent individuals who come together to achieve particular goals • Formal groups – Work groups that have designated work assignments and tasks directed toward organizational goals • Informal groups – Groups that are independently formed to meet the social needs of their members Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -4

Exhibit 10. 1 a Examples of Formal Groups • • Command Task Cross-functional Self-managed Groups that are determined by the organization chart and composed of individuals who report directly to a given manager Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -5

Exhibit 10. 1 b Examples of Formal Groups • • Command Task Cross-functional Self-managed Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -6

Exhibit 10. 1 c Examples of Formal Groups • • Command Task Cross-functional Self-managed 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 Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -7

Exhibit 10. 1 d Examples of Formal Groups • • Command Task Cross-functional Self-managed Groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities, such as hiring, planning and scheduling, and performance evaluations Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -8

Types of Teams • Problem-solving teams – Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems • Self-managed work teams – A formal group of employees who operate without a manager and are responsible for a complete work process or segment Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -9

Types of Teams (cont’d) • Cross-functional teams – A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks • Virtual teams – Teams that use computer technology to link physically dispersed members in order to achieve a common goal Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -10

Ex. 10. 2 Stages of Team Development Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -11

Stages in Group Development • Forming – Members join and begin the process of defining the group’s purpose, structure, and leadership • Storming – Intragroup conflict occurs as individuals resist control by the group and disagree over leadership • Norming • Performing – A fully functional group structure allows the group to focus on performing the task at hand • Adjourning – The group prepares to disband is no longer concerned with high levels of performance – Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behaviour Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -12

Creating Team Players • Challenges for team players – Individual resistance • Success is not defined by individual performance but the team as a whole – Culture • Cultural background of individualism or collectivism will affect team development Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -13

Creating Team Players (cont’d) • Task-oriented roles – Roles performed by group members oriented towards task accomplishment • Maintenance roles – Roles performed by group members oriented towards maintaining good relations within the group Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -14

Shaping Team Behaviour • Selection – Individual should have technical and interpersonal skills • Training – Workshops can help individuals become team players • Rewards – Given to encourage team work rather than individual accomplishments Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -15

Ex. 10. 3 Characteristics of Effective Teams Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -16

Characteristics of Effective Teams • Have a clear understanding of their goals • Have competent members with relevant technical and interpersonal skills • Exhibit high mutual trust in the character and integrity of their members • Are unified in their commitment to team goals • Have good communication systems • Possess effective negotiating skills • Have appropriate leadership • Have both internally and externally supportive environments Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -17

Turning Groups into Effective Teams • Group Cohesiveness – The degree to which members are attracted to a group and share the group’s goals • Highly cohesive groups are more effective and productive than less cohesive groups when their goals align with organizational goals Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -18

Exhibit 10. 4 The Relationship Between Cohesiveness and Productivity Cohesiveness High Low Strong Increase in Productivity Moderate Increase in Productivity Decrease in Productivity No Significant Effect on Productivity Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -19

Tips for Managers: Increasing Group Cohesiveness • Increasing socio-emotional cohesiveness – Keep the group relatively small – Strive for a favourable public image to increase the status and prestige of belonging – Encourage interaction and cooperation – Emphasize members’ common characteristics and interests – Point out environmental threats (e. g. , competitors achievements) to rally the group Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6 th Ed. (New York: Mc. Graw Hill/Irwin, 2004), p. 460. Reprinted by permission of Mc. Graw Hill Education. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -20

Tips for Managers: Increasing Group Cohesiveness • Increasing instrumental cohesiveness – Regularly update and clarify the group’s goal(s) – Give each group member a vital “piece of the action” – Channel each group member’s special talents toward the common goal(s) – Recognize and equitably reinforce every member’s contributions – Frequently remind group members they need each other to get the job done Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6 th Ed. (New York: Mc. Graw Hill/Irwin, 2004), p. 460. Reprinted by permission of Mc. Graw Hill Education. Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -21

Managing Group Conflict • Conflict – The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks • Traditional view: conflict must it avoided • Human relations view: conflict is a natural and inevitable outcome in any group • Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -22

Low Level of Conflict High Level of Group Performance A B C Exhibit 10. 5 Conflict and Group Performance Low Situation Level of Conflict Low or none Optimal High Type of Conflict Dysfunctional Functional Dysfunctional Group's Internal Characteristics Apathetic Stagnant Unresponsive to Change Lack of New Ideas Viable Self-Critical Innovative Disruptive Chaotic Uncooperative Level of Group Performance Low High Low Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -23

Managing Group Conflict (cont’d) • Categories of Conflict – Functional conflicts – Dysfunctional conflicts • Types of Conflict – Task conflict: content and goals of the work – Relationship conflict: interpersonal relationships – Process conflict: how the work gets done Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -24

Managing Group Conflict (cont’d) • Techniques to Reduce Conflict: – – – Avoidance Accommodation Forcing Compromise Collaboration Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -25

Exhibit 10. 6 Conflict Resolution Techniques Forcing Collaborating Resolving conflicts by satisfying one’s own needs at the expense of another’s. Resolving conflicts by seeking an advantageous solution for all parties. Resolving conflicts by each party's giving up something of value. Compromising Resolving conflicts by withdrawing from or suppressing them. Source: Adapted from K. W. Thomas, “Conflict and Negotiation Processes in Organizations, ” in M. D. Dunnette and L. M. Hough (eds. ) Handbook of Industrial and Organizational Psychology, vol. 3, 2 nd ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission. Resolving conflicts by placing another’s needs and concerns above your own. Accommodating Avoiding Uncooperative Cooperativeness Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -26

Preventing Social Loafing • Social Loafing – The tendency for individuals to expend less effort when working collectively than when working individually Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -27

Teams Aren’t Always the Answer • Three questions to ask to determine the appropriateness of a team approach: – Can the work be done better by more than one person? – Does the work create a common purpose or set of goals that is more than the aggregate of individual goals? – Are the members of the group interdependent? Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada 10 -28