ORGANIZATIONAL BEHAVIOR CHAPTER 6 8 GROUPS AND TEAMS

ORGANIZATIONAL BEHAVIOR CHAPTER 6

8 GROUPS AND TEAMS How Can Working with Others Increase Everybody’s Performance? 8. 1 Group Characteristics 8. 2 The Group Development Process 8. 3 Teams and The Power of Common Purpose 8. 4 Trust Building and Repair – Essential Tools for Success 8. 5 Keys to Team Effectiveness Chapter 8 | Slide 2

Group Characteristics What is a Group? • Two or more freely interacting individuals who share norms and goals and have a common identity • Groups usually accomplish more than individuals Chapter 8 | Slide 3

Group Characteristics Formal and Informal Groups • Formal Group • Informal Group • Assigned by organizations to accomplish specific goals • Members’ overriding purpose for meeting is friendship or a common interest Can Overlap Chapter 8 | Slide 4

Group Characteristics Functions of Formal Groups • Formal groups fulfill two basic functions Organizationa l Functions Individual Functions Chapter 8 | Slide 5

Group Characteristics Roles • A set of expected behaviors for a particular position • Group roles are expected behaviors for members of the group as a whole • People often play multiple roles Chapter 8 | Slide 6

Group Characteristics Types of Roles Task Roles – Keep Group on Track Task • • • Initiator Information Seeker/Giver Opinion Seeker/Giver Elaborator Coordinator • • • Orienter Evaluator Energizer Procedural Technician Recorder Maintenance Roles – Keep Group Together Maintenance • • Encourager Harmonizer Compromiser Gatekeeper • Standard Setter • Commentator • Follower Chapter 8 | Slide 7

Group Characteristics Norms • An attitude, opinion, feeling, or action shared by two or more people that guides behavior Roles Norms • At the individual level • Pertain to a specific job or situation • Shared phenomena • Apply to group, team, or organizational level Chapter 8 | Slide 8

Group Characteristics Norms • Norms are reinforced for many purposes including: – – Group/organization survival Clarification of behavioral expectations Avoidance of embarrassment Clarification of central values/unique identity Chapter 8 | Slide 9

Group Characteristics Creation of Norms • Norms emerge on their own • Norms can be purposefully created Chapter 8 | Slide 10

Test Your OB Knowledge Jeannie belongs to a formal work group with established norms. All the following would be considered norms for her group EXCEPT: A. Meetings always start on time B. Meetings are limited to two hours C. Jeannie’s boss always mediates conflict through reconciliation or humor D. Members take turns bringing snacks E. No cell phones are allowed during the meeting Chapter 8 | Slide 11

The Group Development Process Stages of the Group Development Process Stage 1: Forming “Ice-breaking” stage Group members uncertain about their role Mutual trust is low Good deal of holding back to see who is in charge Conflict is beneficial and leads to increased creativity Chapter 8 | Slide 12

The Group Development Process Stages of the Group Development Process Stage 2: Storming Time of testing Testing leader’s policies and assumptions and how they fit into the power structure Subgroups take shape Subtle forms of rebellion occur Chapter 8 | Slide 13

The Group Development Process Stages of the Group Development Process Stage 3: Norming A respected member, other than the leader, challenges the group to resolve power struggles and questions about authority and power are resolved Group becomes cohesive Increasing team member interactions and interdependence of work tasks help overcome conflict Chapter 8 | Slide 14

The Group Development Process Stages of the Group Development Process Stage 4: Performing Activity is focused on problem solving Contributors get work done without hampering others Climate of open communication Strong cooperation Great deal of helping behavior Chapter 8 | Slide 15

The Group Development Process Stages of the Group Development Process Stage 5: Adjourning Work is done Group moves on to other things Return to independence eased by rituals celebrating “the end” and “new beginnings” Leaders should emphasize valuable lessons learned Chapter 8 | Slide 16

Test Your OB Knowledge Franco is part of a group which must resolve a quality control issue at his company. Franco is worried about what the group expects from him, and is not sure who is in charge. What stage of group development is the group likely in at this time? A. B. C. D. E. Forming Storming Norming Performing Adjourning Chapter 8 | Slide 17

Teams and the Power of Common Purpose What is a Team? • A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable Chapter 8 | Slide 18

Teams and the Power of Common Purpose How are Teams Different from Groups? A Group Becomes a Team When: • Leadership becomes a shared activity • Accountability shifts from strictly individual to both individual and collective • The group develops its own purpose or mission • Problem solving becomes a way of life, not a part-time activity • Effectiveness is measured by the group’s collective outcomes and products Chapter 8 | Slide 19

Teams and the Power of Common Purpose How are Teams Different from Groups? ü Teams are Task Groups that Have Matured to the Performing Stage ü Teams Have Common Commitment ü Teams Assemble to Accomplish a Common Task and Require Collaboration Chapter 8 | Slide 20

Teams and the Power of Common Purpose Teamwork Competencies • Contributes to the team’s work • Constructively interacts with team members • Keeps team on track • Expects quality work • Possesses relevant knowledge, skills, and abilities (KSAs) for team’s responsibilities Chapter 8 | Slide 21

Teams and the Power of Common Purpose Characteristics of Team Players Committed Collaborative Competent Chapter 8 | Slide 22

Teams and the Power of Common Purpose What is Social Loafing? • The tendency for individual effort to decline as group size increases – Free riders (loafers) produce low quality work, cause others to work harder, and distract or disrupt the work of other team members Chapter 8 | Slide 23

Teams and the Power of Common Purpose Guarding Against Loafing Limit Group Size Assure Equity of Effort Hold People Accountable Offer Hybrid Rewards Chapter 8 | Slide 24

Teams and the Power of Common Purpose Team Building • A host of techniques aimed at improving the internal functioning of work groups that strive for: – Greater cooperation – Better communication – Less dysfunctional conflict Chapter 8 | Slide 25

Teams and the Power of Common Purpose Team Building and Return on Investment (ROI) • In order to establish the ROI for team building, need to have: Clear Objectives Validation Performa nce Informati on Chapter 8 | Slide 26

Teams and the Power of Common Purpose Building Effective Teams Break the Ice Don’t Reinvent the Wheel Communicate a Purpose and a Plan Play to Strengths Clarify Decision Making Chapter 8 | Slide 27

Teams and the Power of Common Purpose Self Managed Teams • Groups of workers who are given administrative oversight for their task domains such as planning, scheduling, monitoring, and staffing • Involves a revolutionary change in management philosophy, structure, staffing and training practices as well as reward systems Chapter 8 | Slide 28

Teams and the Power of Common Purpose Cross-Functional Teams • Occurs when specialists from different areas are put on the same team Chapter 8 | Slide 29

Teams and the Power of Common Purpose Virtual Teams • Teams that work together over time and distance via electronic media to combine effort and achieve common goals Chapter 8 | Slide 30

Teams and the Power of Common Purpose Virtual Teams - Pros • Reduced real estate costs • Ability to leverage diverse KSAs over geography and time • Ability to share knowledge of diverse markets • Reduced commuting and travel expenses • Reduced work-life conflicts • Ability to attract and retain talent Chapter 8 | Slide 31

Teams and the Power of Common Purpose Virtual Teams - Cons • Difficult to establish cohesion, work satisfaction, trust, cooperative behavior, and commitment to team goals • Cultural differences • Differences in local laws and customs • Lack of nonverbal cues • Lack of collegiality Chapter 8 | Slide 32

Teams and the Power of Common Purpose Virtual Team Management • Best practices: – – – – – Adapt communications Share the love Develop productive relationships with key people on team Partner Availability Pace Updates Select the right people Communication skills are essential Chapter 8 | Slide 33

Test Your OB Knowledge Kierra is trying to quickly establish a team to find the root cause of a quality issue involving defective air bags in her company which also involves suppliers and dealers. She should do all of the following EXCEPT: A. Clearly explain the purpose of the team is to locate the root cause of the problem and suggest corrections B. Not choose a cross functional team as she assumes the problem can be solved by a single department C. Have each member share details about their experiences D. Establish how information will be shared E. Explain how conflicts in decision making will be resolved Chapter 8 | Slide 34

Teams and the Power of Common Purpose What is Trust? • A reciprocal belief that another person will consider how their intentions and behaviors will affect you • When we feel or observe others trust us, we are more likely to trust them Chapter 8 | Slide 35

Teams and the Power of Common Purpose Three Forms of Trust • Competence Trust • Communication Trust • Contractual Trust Chapter 8 | Slide 36

Teams and the Power of Common Purpose Rebuilding Trust Chapter 8 | Slide 37

Keys to Team Effectiveness Characteristics of High-Performing Teams • • Participative leadership Shared responsibility Aligned on purpose High communication Future focused Focused on task Creative talents Rapid response Chapter 8 | Slide 38

Keys to Team Effectiveness The Three Cs of Effective Teams Charters and Strategies • Team charters describe how the team will operate • Team performance strategies are deliberate plans that outline what exactly the team is to do Team Composition • Describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members Capacity • Team adaptive capacity is important to meet changing demands and to effectively transition members in and out Chapter 8 | Slide 39

Keys to Team Effectiveness Other Determinants of Effective Teams • Rewards – team based rather than individual to foster collaboration • Effective team size – depends on the purpose of the team but usually ten or fewer Chapter 8 | Slide 40

Test Your OB Knowledge Michael’s manager told him that if he finished his project before Friday he would not have to work on the weekend. Michael finished the project on time and was still required to work on the weekend. Which type of trust did Michael’s manager betray? A. B. C. D. E. Fairness trust Competence trust Respect trust Communication trust Contractual trust Chapter 8 | Slide 41

8 Integrative Framework for Understanding and Applying OB Chapter 8 | Slide 42