Defining and Classifying Groups Command Groups Formal Task

Defining and Classifying Groups Command Groups Formal Task Groups Interest Groups Informal Friendship Groups Prentice Hall, 2001 Chapter 8 1

1. FORMING Member Questions - What is expected of me? - What are our goals and why? - Who are these other people? - How do I fit in? - How much work will this involve? Interpersonal Issues Uncertainty, self-consciousness, Silence, Dependence Task Issues orient members, establish trust, establish clear purpose Leader Behaviors - Make introductions - Establish foundation of trust - Model expected behaviors - Clarify goals and expectations ©Prentice Hall, 2001 Chapter 8 2

2. STORMING Member Questions - How will disagreements be handled? - How will negative info. be communicated? - Can team members (leader) be changed? - How can we make decisions? - Do I want to stay on team? Interpersonal Issues Disagreements & competition among members, Cliques being formed, Task Issues Manage conflict, overcome group think, Examine key work processes Leader Behaviors - Be an effective mediator - Identify a common goal - Provide individual & team recognition - Foster win-win thinking ©Prentice Hall, 2001 Chapter 8 3

3. NORMING Member Questions - What are the expectations? - What role is best for me? - Will I be supported? - How much should I conform? - How much should I invest? Interpersonal Issues Cooperation, conformity to norms, Commitment to team vision Task Issues Maintain unity and cohesion, Clarify and differentiate roles Leader Behaviors - Facilitate role differentiation - Support team members - Provide feedback - Articulate vision - Generate commitment to vision ©Prentice Hall, 2001 Chapter 8 4

4. PERFORMING Member Questions - How can we continuously improve? - How can we be more creative? - How can we build on our competencies? - How can we maintain our energy & commitment to the team? Interpersonal Issues High mutual trust & commitment to team, Support of team members Task Issues Capitalize on competencies, improve speed Encourage creative problem-solving Leader Behaviors - Foster creativity & continuous improvement - Support team members in their roles - Provide ongonig feedback on team performance - Help team avoid reverting to earlier stages - Advance the quality culture of the team ©Prentice Hall, 2001 Chapter 8 5

Team Development 1. FORMING break the ice ; facilitate 2. STORMING conflict, disagreement ; resolve differences 3. NORMING order ; clarify roles and values 4. Performing cooperation, problem-solving ; task accomplishment 5. Adjourning group disbands when goals are met ©Prentice Hall, 2001 Chapter 8 6

Questions to be Asked? What are we trying to accomplish? Task vs. Growth & Development Who Should be on Team? Need for Functional Expertise - Engineering types - Operations / manufacturing - Marketing / sales - Finance / accounting When are people needed? ©Prentice Hall, 2001 Chapter 8 7

Punctuated-Equilibrium Model Performance (High) Phase 2 First Meeting Completion Transition Phase 1 (Low) Prentice Hall, 2001 Time A (A+B)/2 Chapter 8 B 8

Sociometry and Analyzing Group Interaction • Social networks • Cliques • Clusters • Stars • Isolates • Liaisons • Coalitions • Bridges • Emergent clusters • Prescribed clusters Prentice Hall, 2001 Chapter 8 9

Group Behavior Model Group Member Resources External Conditions Group Task Group Processes Performance and Satisfaction Group Structure Prentice Hall, 2001 Chapter 8 10

External Conditions Imposed on the Group • Overall strategy • Authority structures • Formal regulations Prentice Hall, 2001 • Employee selection • Evaluationrewards • Culture Chapter 8 11

The Resources of Group Members Knowledge, Skills, and Abilities Prentice Hall, 2001 Personality Characteristics Chapter 8 12

Identity Expectations Group Roles Conflict Prentice Hall, 2001 Perception Chapter 8 13

Performance Appearance Group Norms Resources Prentice Hall, 2001 Arrangement Chapter 8 14

Size of the Group • Small groups • Large groups • Social loafing • Individual effort Prentice Hall, 2001 Chapter 8 15

The Composition of the Group Diversity. Demography Cohorts Prentice Hall, 2001 Chapter 8 16

Cohesiveness-Productivity Relationship Cohesiveness Performance Norms High Low High Productivity Moderate Productivity Low Productivity Moderate to Low Productivity Prentice Hall, 2001 Chapter 8 17

Effects of Group Processes Process Gains Synergy Potential Group Effectiveness Process Losses Social Loafing Prentice Hall, 2001 Chapter 8 18

Group Decision Making Advantages Disadvantages v More Diversity of Views v Dominant Individuals v Increased information v Unclear Responsibility v Higher-quality decisions v Time and money costs v Improved Commitment v Conformity pressures Prentice Hall, 2001 Chapter 8 19

Accuracy Creativity Group Effectiveness and Efficiency Speed Prentice Hall, 2001 Acceptance Chapter 8 20