The Nature of Work Groups and Teams

1. The Nature of Work Groups and Teams

2. The Differences between group and Team Group is the basic building block of org Ex: Just as the effective university is depending on the performance of the various groups in the university (departments). “A group is more than its parts”  Sometimes accomplish thing that no one individual could accomplish working alone

3. What is a Team A set of two or more people who interact with each other to achieve certain goals or to meet certain needs.

4. One way to classify work group (WG) is by whether: Formal or Informal Formal WG:A group established by management to help the org achieve its goals. Informal WG:A group that emerges naturally when individual perceives that membership in a group will help them achieve their goals or needs.

5. O.R.G Formal Informal Commandgroup Team Friendshipgroup Task force Self-managedTeam Interestgroup Types of WGs

6. Formal WG • A command group is a formal work group consisting of subordinates who report to the same supervisor/leaders. (Reporting-basedrelationship: presented on org chart) • A task force is a formal work group consisting of people who come together to accomplish a specific goal. (then disband sometimes not) • A team is a formal group consisting of people who work intensely together to achieve a common group goal. (intense interaction and strong commitment to goals)

7. A self-managed team: A formal work group consisting of people who are jointly responsible for ensuring that the team accomplished its goals and who lead themselves. (members assigned to lead)

8. Informal WG Friendship group: IWG consisting of people who enjoy each other’s company and socialize with each other on and off the job. Interest Group: IWG consisting of people who come together because they have common goal or objective related to their membership.

9. Tuckman’s Five Stage:Model of Group Development 1.Forming 5.Adjourning 4.Performing 3.Norming 2.Storming

10. Tuckman’s Five Stage:Model of Group Development Group members try to get to know each other and establishacommon understanding. 1.Forming 2.Storming

11. Tuckman’s Five Stage:Model of Group Development Group is in conflict, members resist being controlled by the group, and disagreements arise concerning leadership in the group. 1.Forming 2.Storming 3.Norming

12. Tuckman’s Five Stage:Model of Group Development Group members develop close ties, feelings of friendship and camaraderie abound, and group members share a common purpose. 1.Forming 2.Storming 3.Norming 4.Performing

13. Tuckman’s Five Stage:Model of Group Development Group members work toward achieving their goals. 1.Forming 2.Storming 3.Norming 4.Performing 5.Adjourning

14. Tuckman’s Five Stage:Model of Group Development The group disbands once its goals have been achieved. 1.Forming 2.Storming 3.Norming 4.Performing 5.Adjourning

15. Work Group Characteristics • Group size • Group composition • Group status • Group function • Group efficacy • Social facilitation

16. Benefits of Small Groups Benefits of Large Groups 1.How large should a group be? • More resources • Division of labor • Regular interaction • Ease of sharing info • Recognition of individual contributions to group • Strong identification with group • Higher group satisfaction

17. Benefits of Homogeneous G Benefits of Heterogeneous G 2.Group Composition Homogeneous Group: A group in which member have many characteristics in common. ( Similarity ) Heterogeneous Group: A group in which member have few characteristics in common. (Diversity) • Diversity of views represented • High performance • Variety of resources • Collegiality amongst group members • Information sharing • Low levels of conflict • Few coordination problems

18. 3.Group Status The implicitly agreed upon, perceived importance for the organization as a whole of what a group does. The more important task the group performs, the higher status group receives 4.Group Function The work that a group performs as its contribution to the accomplishment of organizational goals.

19. How Groups Control Their Members: Roles and Rule, Norms (Mechanisms) • Role:A set of behaviors or tasks a person is expected to perform by virtue of holding a position in a group or organization. • Rule: Written “Standard Operating Procedure”specifyingbehavior required and forbidden. • Norm: Informal rules of conduct

20. How Can Groups Respond to Deviants? • Attempt to change deviant • Expel deviant • Change norm

21. How to Ensure the Group Norms are Functional for Organization Remember: Sometime group norms are well functioning for only group itself, but dysfunctional for the organization. How can manager ensure that group norms are functional and aligned with those of organization? • Make sure that members are rewarded when the organization achieve its goals. • The outcomes that members receive should be based on the group’s levels of performance. • Make sure that the group goals has to be consistent with organizational goals.

22. Problems in Group Motivation and Performance Social loafing? The tendency of individuals to exert less effort when they work in a group that when they work alone, Causes of Social Loafing? (1) Lack of connection between inputs and outcomes or rewards (2) Perception that individual efforts are unnecessary or unimportant,

23. Problems in Group Motivation and Performance Reducing Social Loafing? Make individual contributions identifiable Make individuals feel that they are making valuable contributions to a group Keep the group as small as possible work performed by one member of a group affects what other members do,

24. Group Cohesiveness?The attractiveness of a group to its members Signs of Cohesiveness? Low cohesiveness: Information flows slowly; group has little influence; group tends not to achieve its goals Moderate cohesiveness: Group members work well together; there is good communication and participation; group is able to influence its members’ behavior; group tends to achieve its goals Very high cohesiveness: Group members socialize excessively; high level of conformity; group achieves its goals at expense of other groups

25. Consequences Advantages Potential Disadvantages A high level of participation and communication within the group A high level of conformity to group norms Group goal accomplishment Group members likely to perform behaviors necessary for group and organization to achieve goals, information flows quickly in the group, and turnover may be relatively low The group is able to control its members’ behavior to achieve group goals The group achieves its goals and is effective Group members may waste time socializing on the job and chatting about non-work matters Excessive conformity within the group may result in resistance to change and failure to discard dysfunctional norms Group members may not cooperate with other groups as much as they should Consequences of High Cohesiveness When Group Goals Are Aligned with Organizational Goals

26. Consequences Disadvantages A high level of participation and communication within the group A high level of conformity to group norms Group goal accomplishment Group members may waste time socializing on the job and chatting about non-work matters Group members behave in ways that are dysfunctional for the organization The group achieves its goals at the expense of organizational goals Disadvantages of High Cohesiveness When Group Goals are Not Aligned with Organizational Goals

27. Four types of groups that are especially important in many organization include: • (1) Top Management Team • (2) Self-Managed Work Teams • (3) Research and Development Teams • (4) Virtual Teams

28. Important Organizational Groups Top Management Team The team of managers who report to the Chief Executive Officer (CEO) and determine what an organization is trying to accomplish and develop plans for goal attainment, Self-Managed Work Teams Team members have the autonomy to lead and manage themselves and determine how the team will perform its tasks? Self-managed teams can be found at all levels of an organization, Research and Development Teams A team that is formed to develop new products, may be cross-functional and is often used in high-tech industries, Virtual Teams A team in which a significant amount of communication and interaction occurs electronically rather than face-to-face,

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