Chapter 14 Groups and Teams Managing Teams NNA

Chapter 14 Groups and Teams: Managing Teams NNA

Groups and Group Development v. Group ØTwo or more interacting and interdependent individuals who come together to achieve specific goals. ØFormal groups § Work groups defined by the organization’s structure that have designated work assignments and tasks. Appropriate behaviors are defined by and directed toward organizational goals. ØInformal groups § Groups that are independently formed to meet the social needs of their members. 11– 2

Examples of Formal Groups • Command Groups Ø Groups that are determined by the organization chart and composed of individuals who report directly to a given manager. • Task Groups Ø 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. 11– 3

Examples of Formal Groups (cont’d) • Cross-Functional Teams Ø 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. • Self-Managed Teams Ø 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. 11– 4

Stages in Group Development v. Forming Ø Members join and begin the process of defining the group’s purpose, structure, and leadership. v. Storming Ø Intragroup conflict occurs as individuals resist control by the group and disagree over leadership. v. Norming Ø Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior. v. Performing Ø A fully functional group structure allows the group to focus on performing the task at hand. v. Adjourning Ø The group prepares to disband is no longer concerned with high levels of performance. 11– 5

Exhibit 11– 2 Stages of Group Development 11– 6

Group Performance Satisfaction Model 11– 7

External Conditions Imposed on Groups v. Organization Strategy v. Formal rules and regulations v. Availability of resources v. Employee selection criteria v. Culture of the organization v. General physical layout of the group’s workplace 11– 8

Group Member Resources v. Knowledge v. Skills Ø Interpersonal skills such as conflict management and resolution, collaborative problem solving, and communication determine how effectively members perform in a group v. Abilities Ø Determine what members can do v. Personality traits Ø Positive traits tend to be positively related to group productivity and morale 11– 9

Group Structure v. Role ØThe set of expected behavior patterns attributed to someone who occupies a given position in a social unit that assists the group in task accomplishment or maintaining group member satisfaction. ØRole conflict: experiencing differing role expectations: Intra and Inter ØRole ambiguity: uncertainty about role expectations 11– 10

Group Structure (cont’d) v. Norms ØAcceptable standards or expectations that are shared by the group’s members. ØCommon types of norms § Effort and performance Output levels, absenteeism, promptness, socializing § Dress § Loyalty 11– 11

Group Structure (cont’d) v. Conformity ØIndividuals conform in order to be accepted by groups. ØGroup pressures can have an effect on an individual member’s judgment and attitudes. ØThe effect of conformity is not as strong as it once was, although still a powerful force. ØGroupthink § The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that 11– 12 of the group.

Group Structure (cont’d) v. Status System ØThe formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioral motivator. 11– 13

Group Structure Group Size v. Small groups Ø Complete tasks faster than larger groups. v. Large groups Ø Solve problems better and good for getting diverse input. v. Social Loafing Ø The tendency for individuals to put less effort when working collectively than when working individually. 11– 14

Group Structure (cont’d) v. Group Cohesiveness ØThe 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 aligned with organizational goals. 11– 15

Group Processes: Group Decision v. Group process refers to how an organization's members work together to get things done v. Advantages of Group Decision v. Disadvantages of Group decision Ø Generates more complete information and knowledge. Ø Time consuming Ø Generates more diverse alternatives. Ø Pressures to conform Ø Increases acceptance of a solution. Ø Dominating minority Ø Ambiguous responsibility

Techniques for Making More Creative Group decisions

Group Processes: Conflict Management v. Conflict ØThe perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks. § Traditional view: conflict must be 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. 11– 18

Group Processes: Conflict Management (cont’d) v. Categories of Conflict ØFunctional conflicts: support a group’s goal and improve its performance ØDysfunctional conflicts: prevent a group from achieving its goals v. Types of Conflict ØTask conflict: over content and goals of the work ØRelationship conflict: over interpersonal relationships ØProcess conflict: over how the work gets done

Group Processes: Conflict Management (cont’d) v. Techniques to Manage Conflict: ØAvoidance ØAccommodation ØForcing ØCompromise ØCollaboration 11– 20

Exhibit 11– 8 Conflict-Management Techniques 11– 21

Group Vs Teams

Advantages of Using Teams v. Teams outperform individuals. v. Teams provide a way to better use employee talents. v. Teams are more flexible and responsive. v. Teams can be quickly assembled, deployed, refocused, and disbanded. 11– 23

What Is a Work Team? v. Work Team ØA group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills. v. Types of Teams ØProblem-solving teams ØSelf-managed work teams ØCross-functional teams ØVirtual teams 11– 24

Groups Versus Teams 11– 25

Types of Teams v. Problem-Solving Teams ØEmployees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems. v. Self-Managed Work Teams ØA formal group of employees who operate without a manager and responsible for a complete work process or segment. 11– 26

Types of Teams (cont’d) v. Cross-Functional Teams ØA hybrid grouping of individuals who are experts in various specialties and who work together on various tasks. v. Virtual Teams ØTeams that use computer technology to link physically dispersed members in order to achieve a common goal. 11– 27

Exhibit 11– 10 Characteristics of Effective Teams 11– 28

Current Challenges in Managing Teams v. Getting employees to: ØCooperate with others ØShare information ØConfront differences ØSublimate personal interest for the greater good of the team 11– 29

Managing Global Teams v. Group Member Resources Ø Unique cultural characteristics of team members Ø Avoiding stereotyping v. Group Structure Ø Conformity—less groupthink Ø Status—varies in importance among cultures Ø Social loafing—predominately a Western bias Ø Cohesiveness—more difficult to achieve v. Group processes—capitalize on diverse ideas. 11– 30

Drawbacks and Benefits of Global Teams