Management and Organisational Behaviour 7 th Edition PART

Management and Organisational Behaviour 7 th Edition PART 5 Groups and Teamwork Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

Management and Organisational Behaviour 7 th Edition CHAPTER 13 The Nature of Work Groups and Teams Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 2 Popular group definitions A popular definition defines groups in psychological terms Any number of people who – • Interact with one another • Are psychologically aware of one another • Perceive themselves to be a group Schein Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 3 Group characteristics • • • A definable membership Group consciousness A sense of shared purpose Interdependence Interaction Ability to act in a unitary manner Mitchell Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 4 Importance of groups on organisations • Groups are an essential feature of the work patterns of organisations • People in groups influence each other, they may develop their own hierarchies & leaders • Group pressures can have a major influence over the behaviour of individual members & their work performance Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 5 Importance of groups on organisations • The activities of the group are associated with the process of leadership • The style of leadership of the manager has an important influence on the behaviour of group members Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 6 Differences between groups & teams • Attachment / affiliation – concerning the need for engagement & sharing, a feeling of community & a sense of belonging • Exploration / assertion – concerning the ability to play & work, a sense of fun & enjoyment, the need for self-assertion & the ability to choose Kets de Vries Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 7 Differences between groups & teams Teams Groups • Limited in size • Selection – crucial • Shared or rotating leadership • Mutual knowledge & understanding • Style – role spread co-ordination • Spirit of dynamic interaction • Medium or large in size • Selection – immaterial • Perception - solo leadership • Focus on leader • Style – convergence conformism • Spirit of togetherness Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 8 Teamwork & competitiveness Teamwork can increase competitiveness by – • Improving productivity • Improving quality & encouraging innovation • Taking advantage of the opportunities provided by technological advances • Improving employee motivation & commitment Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 9 Factors & importance of effective team working The general movement towards flatter organisational structures, wider spans of control, reducing layers of middle management, & increasing empowerment of employees places greater emphasis on the importance of effective team work Team working is seen as being crucial to an organisation’s efforts to perform better, faster & more profitably than competitors Lucas Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 10 Skills & qualities for effective team working • Technical competence of individual team members • Ability of members to gel • Collaborative skills • Support between team members • Ability to handle conflict Guirdham Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 11 Formal groups • Are created to achieve specific organisational objectives & are concerned with the co-ordination of work activities • Group members have defined roles & the nature of work tasks to be undertaken is a predominant feature of the group • Tend to be relatively permanent, although there may be a change in the membership of the team Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 12 Informal groups • Serve to satisfy the psychological & social needs of group members not related necessarily to the tasks to be undertaken • They are based on personal relationships & membership can cut across the formal structure of the organisation Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 13 Major functions of informal groups • The perpetuation of the informal group culture • The maintenance of a communication system • The implementation of social control • The provision of interest & fun in work life Lysons Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 14 Reasons forming groups or teams • So that certain tasks can be performed through the combined efforts of a number of individuals working together • Collusion between members aiding creativity & initiative • Provide companionship & a source of mutual understanding & support • Provide guidelines on generally acceptable behaviour • Protection for its membership Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 15 Factors contributing to group cohesiveness & performance • Membership • Work environment • Organisational • Group development & maturity Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 16 Factors contributing to group cohesiveness & performance – membership • Size of the group • Compatibility of members • Performance Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 17 Factors contributing to group cohesiveness & performance – work environment • Nature of the task • Physical setting • Communications • Technology Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 18 Factors contributing to group cohesiveness & performance – organisational • Management & leadership • Personnel policies & procedures • Success • External threat Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 19 Factors contributing to group cohesiveness & performance – group development & maturity • Forming • Storming • Norming • Performing Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 20 How many people should be in team? • Response from organisations indicate team sizes should be between 4 and 15 • Less than 4 restricts creativity & variety • 15 is about the maximum number of people anyone can communicate without having to raise their voice significantly Cane Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 21 Group development & maturity There are four distinct stages in group development – • • Mutual acceptance & membership Communication & decision-making Motivation & productivity Control & organisation Bass & Ryterband Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 22 Group development & maturity an alternative perspective 1. Forming 2. Storming 3. Norming 4. Performing Tuckman Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 23 Characteristics of effective work groups • • • A belief in shared aims & objectives A sense of belonging to the group Acceptance of group values & norms A feeling of mutual trust & dependency Full participation by all members & decisionmaking by consensus Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 24 Characteristics of effective work groups • • A free flow of information & communication Open expression of feelings & disagreements Conflict resolution Low levels of staff turnover Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 25 Virtual teams • Teams where the primary interaction among members is by some electronic information & communication process • A potential future compromise between fullyfledged teams & well-managed teams Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 26 Role relationships The roles that an individual plays with a group is influenced by a combination of – • • Situational factors – requirements of the task, style of leadership Personal factors – such as values, attitudes, motivation, ability, etc. Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 27 Factors affecting roles • Role sets – the range of associations or contacts an individual has meaningful interactions with • Role incongruence arises when a member of staff is perceived as having a high & responsible position in one respect but a low standing in another respect Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 28 Factors affecting roles • Role expectations – what a person is expected to do & their duties & obligations • Role incompatibility arises when compliance with one set of expectations makes it difficult or impossible to comply with the other expectations Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 29 Factors affecting roles • Role overload – when an individual faces too many separate roles or too great a variety of expectations and is unable to satisfactorily meet all expectations • Role underload arises when the prescribed role expectations fall short of the individual’s own perception of their role Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 13. 30 Figure 13. 7 Role relationships & conflicts Source: Adapted from Miner, J. B. , Management Theory, Macmillan (1971) p. 47. Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005