9.Groups & Teams.ppt teaming for working

ninth edition
STEPHEN P. ROBBINS
© 2007 Prentice Hall, Inc.
© 2007 Prentice Hall, Inc.
All rights reserved.
All rights reserved.
PowerPoint Presentation by Charlie Cook
PowerPoint Presentation by Charlie Cook
The University of West Alabama
The University of West Alabama
MARY COULTER
Understanding
Understanding
Groups and Teams
Groups and Teams
Chapter
Chapter
15
15

© 2007 Prentice Hall, Inc. All rights reserved. 15–2
L E A R N I N G O U T L I N E
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Understanding Groups
• Define the different types of groups.
Define the different types of groups.
• Describe the five stages of group development.
Describe the five stages of group development.
Explaining Work Group Behavior
Explaining Work Group Behavior
• Explain the major components that determine group
Explain the major components that determine group
performance and satisfaction.
performance and satisfaction.
• Discuss how roles, norms, conformity, status systems,
Discuss how roles, norms, conformity, status systems,
group size, and group cohesiveness influence group
group size, and group cohesiveness influence group
behavior.
behavior.
• Explain how group norms can both help and hurt an
Explain how group norms can both help and hurt an
organization.
organization.
• Define groupthink and social loafing.
Define groupthink and social loafing.

L E A R N I N G O U T L I N E (cont’d)
Explaining Work Group Behavior (cont’d)
Explaining Work Group Behavior (cont’d)
• Describe the relationships between group cohesiveness
Describe the relationships between group cohesiveness
and productivity.
and productivity.
• Discuss how conflict management influences group
Discuss how conflict management influences group
behavior.
behavior.
• Tell the advantages and disadvantages of group decision
Tell the advantages and disadvantages of group decision
making.
making.
Creating Effective Teams
Creating Effective Teams
• Compare groups and teams.
Compare groups and teams.
• Explain why teams have become so popular in
Explain why teams have become so popular in
organizations.
organizations.
• Describe the four most common types of teams.
Describe the four most common types of teams.

Creating Effective Teams (cont’d)
Creating Effective Teams (cont’d)
• List the characteristics of effective teams.
List the characteristics of effective teams.
Current Challenges in Managing Teams
• Discuss the challenges of managing global teams
Discuss the challenges of managing global teams
• Explain the role of informal (social) networks in managing
Explain the role of informal (social) networks in managing
teams.
teams.

• Group
Group
 Two or more interacting and interdependent individuals
Two or more interacting and interdependent individuals
who come together to achieve specific goals.
who come together to achieve specific goals.
 Formal groups
Formal groups
 Work groups defined by the organization’s structure
Work groups defined by the organization’s structure
that have designated work assignments and tasks.
that have designated work assignments and tasks.
– Appropriate behaviors are defined by and directed toward
Appropriate behaviors are defined by and directed toward
organizational goals.
organizational goals.
 Informal groups
Informal groups
 Groups that are independently formed to meet the
Groups that are independently formed to meet the
social needs of their members.
social needs of their members.

Exhibit 15–1
Exhibit 15–1 Examples of Formal Groups
Examples of Formal Groups
• Command Groups
Command Groups
 Groups that are determined by the organization chart
Groups that are determined by the organization chart
and composed of individuals who report directly to a
and composed of individuals who report directly to a
given manager.
given manager.
• Task Groups
Task Groups
 Groups composed of individuals brought together to
Groups composed of individuals brought together to
complete a specific job task; their existence is often
complete a specific job task; their existence is often
temporary because once the task is completed, the
temporary because once the task is completed, the
group disbands.
group disbands.

Exhibit 15–1
Exhibit 15–1 Examples of Formal Groups (cont’d)
Examples of Formal Groups (cont’d)
• Cross-Functional Teams
Cross-Functional Teams
 Groups that bring together the knowledge and skills of
Groups that bring together the knowledge and skills of
individuals from various work areas or groups whose
individuals from various work areas or groups whose
members have been trained to do each others’ jobs.
members have been trained to do each others’ jobs.
• Self-Managed Teams
Self-Managed Teams
 Groups that are essentially independent and in
Groups that are essentially independent and in
addition to their own tasks, take on traditional
addition to their own tasks, take on traditional
responsibilities such as hiring, planning and
responsibilities such as hiring, planning and
scheduling, and performance evaluations.
scheduling, and performance evaluations.

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

Exhibit 15–2
Exhibit 15–2 Stages of Group Development
Stages of Group Development

Exhibit 15–3
Exhibit 15–3 Group Behavior Model
Group Behavior Model

Work Group Behavior
Work Group Behavior
• Internal Variables Affecting Group Behavior
Internal Variables Affecting Group Behavior
 The individual abilities of the group’s members
The individual abilities of the group’s members
 The size of the group
The size of the group
 The level of conflict
The level of conflict
 The internal pressures on members to conform to the
The internal pressures on members to conform to the
group’s norms
group’s norms

Conditions Affecting Group Behavior
Conditions Affecting Group Behavior
• External (Organizational)
External (Organizational)
Conditions
Conditions
 Overall strategy
Overall strategy
 Authority structures
Authority structures
 Formal regulations
Formal regulations
 Available organizational
Available organizational
resources
resources
 Employee selection criteria
Employee selection criteria
 Performance management
Performance management
(appraisal) system
(appraisal) system
 Organizational culture
Organizational culture
 General physical layout
General physical layout
• Internal Group
Internal Group
Variables
Variables
 Individual competencies
Individual competencies
and traits of members
and traits of members
 Group structure
Group structure
 Size of the group
Size of the group
 Cohesiveness and the level
Cohesiveness and the level
of intragroup conflict
of intragroup conflict
 Internal pressures on
Internal pressures on
members to conform o the
members to conform o the
group’s norms
group’s norms

Group Structure
Group Structure
• Role
Role
 The set of expected behavior patterns attributed to
The set of expected behavior patterns attributed to
someone who occupies a given position in a social
someone who occupies a given position in a social
unit that assist the group in task accomplishment or
unit that assist the group in task accomplishment or
maintaining group member satisfaction.
maintaining group member satisfaction.
 Role conflict: experiencing differing role expectations
Role conflict: experiencing differing role expectations
 Role ambiguity: uncertainty about role expectations
Role ambiguity: uncertainty about role expectations

Group Structure (cont’d)
• Norms
Norms
 Acceptable standards or expectations that are shared
Acceptable standards or expectations that are shared
by the group’s members.
by the group’s members.
• Common types of norms
Common types of norms
 Effort and performance
Effort and performance
 Output levels, absenteeism, promptness,
Output levels, absenteeism, promptness,
socializing
socializing
 Dress
Dress
 Loyalty
Loyalty

• Conformity
Conformity
 Individuals conform in order to be accepted by
Individuals conform in order to be accepted by
groups.
groups.
 Group pressures can have an effect on an individual
Group pressures can have an effect on an individual
member’s judgment and attitudes.
member’s judgment and attitudes.
 The effect of conformity is not as strong as it once
The effect of conformity is not as strong as it once
was, although still a powerful force.
was, although still a powerful force.
 Groupthink
Groupthink
 The extensive pressure of others in a strongly
The extensive pressure of others in a strongly
cohesive or threatened group that causes
cohesive or threatened group that causes
individual members to change their opinions to
individual members to change their opinions to
conform to that of the group.
conform to that of the group.

Exhibit 15–4
Exhibit 15–4 Examples of Cards Used in the Asch Study
Examples of Cards Used in the Asch Study

• Status System
Status System
 The formal or informal prestige grading, position, or
The formal or informal prestige grading, position, or
ranking system for members of a group that serves as
ranking system for members of a group that serves as
recognition for individual contributions to the group
recognition for individual contributions to the group
and as a behavioral motivator.
and as a behavioral motivator.
 Formal status systems are effective when the
Formal status systems are effective when the
perceived ranking of an individual and the status
perceived ranking of an individual and the status
symbols accorded that individual are congruent.
symbols accorded that individual are congruent.

Group Structure: Group Size
Group Structure: Group Size
• Small groups
Small groups
 Complete tasks faster
Complete tasks faster
than larger groups.
than larger groups.
 Make more effective use
Make more effective use
of facts.
of facts.
• Large groups
Large groups
 Solve problems better
Solve problems better
than small groups.
than small groups.
 Are good for getting
Are good for getting
diverse input.
diverse input.
 Are more effective in fact-
Are more effective in fact-
finding.
finding.
• Social Loafing
Social Loafing
 The tendency for
The tendency for
individuals to expend less
individuals to expend less
effort when working
effort when working
collectively than when
collectively than when
work individually.
work individually.

• Group Cohesiveness
Group Cohesiveness
 The degree to which members are attracted to a
The degree to which members are attracted to a
group and share the group’s goals.
group and share the group’s goals.
 Highly cohesive groups are more effective and
Highly cohesive groups are more effective and
productive than less cohesive groups when their
productive than less cohesive groups when their
goals aligned with organizational goals.
goals aligned with organizational goals.

Exhibit 15–5
Exhibit 15–5 The Relationship Between Cohesiveness and Productivity
The Relationship Between Cohesiveness and Productivity

Group Processes: Group Decision Making
Group Processes: Group Decision Making
• Advantages
Advantages
 Generates more complete
Generates more complete
information and
information and
knowledge.
knowledge.
 Generates more diverse
Generates more diverse
alternatives.
alternatives.
 Increases acceptance of a
Increases acceptance of a
solution.
solution.
 Increases legitimacy of
Increases legitimacy of
decision.
decision.
• Disadvantages
Disadvantages
 Time consuming
Time consuming
 Minority domination
Minority domination
 Pressures to conform
Pressures to conform
 Ambiguous responsibility
Ambiguous responsibility

Exhibit 15–6
Exhibit 15–6 Group versus Individual Decision Making
Group versus Individual Decision Making
Criteria of Effectiveness Groups Individuals
Accuracy 
Speed 
Creativity 
Degree of acceptance 
Efficiency 

Exhibit 15–7
Exhibit 15–7 Techniques for Making More Creative Group Decisions
Techniques for Making More Creative Group Decisions

Group Processes: Conflict Management
• Conflict
Conflict
 The perceived incompatible differences in a group
The perceived incompatible differences in a group
resulting in some form of interference with or
resulting in some form of interference with or
opposition to its assigned tasks.
opposition to its assigned tasks.
 Traditional view:
Traditional view: conflict must be avoided.
conflict must be avoided.
 Human relations view:
Human relations view: conflict is a natural and
conflict is a natural and
inevitable outcome in any group.
inevitable outcome in any group.
 Interactionist view:
Interactionist view: conflict can be a positive force
conflict can be a positive force
and is absolutely necessary for effective group
and is absolutely necessary for effective group
performance.
performance.

(cont’d)
(cont’d)
• Categories of Conflict
Categories of Conflict
 Functional conflicts are constructive.
Functional conflicts are constructive.
 Dysfunctional conflicts are destructive.
Dysfunctional conflicts are destructive.
• Types of Conflict
Types of Conflict
 Task conflict: content and goals of the work
Task conflict: content and goals of the work
 Relationship conflict: interpersonal relationships
Relationship conflict: interpersonal relationships
 Process conflict: how the work gets done
Process conflict: how the work gets done

Exhibit 15–8
Exhibit 15–8 Conflict and Group Performance
Conflict and Group Performance

(cont’d)
(cont’d)
• Techniques to Reduce Conflict:
Techniques to Reduce Conflict:
 Avoidance
Avoidance
 Accommodation
Accommodation
 Forcing
Forcing
 Compromise
Compromise
 Collaboration
Collaboration

Exhibit 15–9
Exhibit 15–9 Conflict-Management Techniques
Conflict-Management Techniques
Source: Adapted from K.W. Thomas,
“Conflict and Negotiation Processes in
Organizations,” in M.D. Dunnette and L.M.
Hough (eds.) Handbook of Industrial and
Organizational Psychology, vol. 3, 2d ed.
(Palo Alto, CA: Consulting Psychologists
Press, 1992), p. 668. With permission

Group Tasks and Group Effectiveness
Group Tasks and Group Effectiveness
• Highly complex and interdependent tasks
Highly complex and interdependent tasks
require:
require:
 Effective communications: discussion among group
Effective communications: discussion among group
members.
members.
 Controlled conflict: More interaction among group
Controlled conflict: More interaction among group
members.
members.

What Is a Team?
What Is a Team?
• Work Team
Work Team
 A group whose members work intensely on a specific
A group whose members work intensely on a specific
common goal using their positive synergy, individual
common goal using their positive synergy, individual
and mutual accountability, and complementary skills.
and mutual accountability, and complementary skills.
• Types of Teams
Types of Teams
 Problem-solving teams
Problem-solving teams
 Self-managed work teams
Self-managed work teams
 Cross-functional teams
Cross-functional teams
 Virtual teams
Virtual teams

Exhibit 15–10
Exhibit 15–10 Groups versus Teams
Groups versus Teams

Types of Teams
Types of Teams
• Problem-solving Teams
Problem-solving Teams
 Employees from the same department and functional
Employees from the same department and functional
area who are involved in efforts to improve work
area who are involved in efforts to improve work
activities or to solve specific problems.
activities or to solve specific problems.
• Self-managed Work Teams
Self-managed Work Teams
 A formal group of employees who operate without a
A formal group of employees who operate without a
manager and responsible for a complete work
manager and responsible for a complete work
process or segment.
process or segment.

Types of Teams (cont’d)
Types of Teams (cont’d)
• Cross-functional Teams
Cross-functional Teams
 A hybrid grouping of individuals who are experts in
A hybrid grouping of individuals who are experts in
various specialties and who work together on various
various specialties and who work together on various
tasks.
tasks.
• Virtual Teams
Virtual Teams
 Teams that use computer technology to link
Teams that use computer technology to link
physically dispersed members in order to achieve a
physically dispersed members in order to achieve a
common goal.
common goal.

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

Exhibit 15–11
Exhibit 15–11 Characteristics of Effective Teams
Characteristics of Effective Teams

• Have a clear
Have a clear
understanding of their
understanding of their
goals.
goals.
• Have competent
Have competent
members with relevant
members with relevant
technical and
technical and
interpersonal skills.
interpersonal skills.
• Exhibit high mutual trust
Exhibit high mutual trust
in the character and
in the character and
integrity of their
integrity of their
members.
members.
• Are unified in their
Are unified in their
commitment to team goals.
commitment to team goals.
• Have good communication
Have good communication
systems.
systems.
• Possess effective
Possess effective
negotiating skills
negotiating skills
• Have appropriate
Have appropriate
leadership
leadership
• Have both internally and
Have both internally and
externally supportive
externally supportive
environments
environments

• Getting employees to:
Getting employees to:
 Cooperate with others
Cooperate with others
 Share information
Share information
 Confront differences
Confront differences
 Sublimate personal
Sublimate personal
interest for the greater
interest for the greater
good of the team
good of the team

Managing Global Teams
Managing Global Teams
• Group Member Resources
Group Member Resources
 Unique cultural characteristics of team members
Unique cultural characteristics of team members
 Avoiding stereotyping
Avoiding stereotyping
• Group Structure
Group Structure
 Conformity
Conformity—less groupthink
—less groupthink
 Status
Status—varies in importance among cultures
—varies in importance among cultures
 Social loafing
Social loafing—predominately a Western bias
—predominately a Western bias
 Cohesiveness
Cohesiveness—more difficult to achieve
—more difficult to achieve
• Group processes—capitalize on diverse ideas
Group processes—capitalize on diverse ideas
• Manager’s role—a communicator sensitive to the type of
Manager’s role—a communicator sensitive to the type of
globe team to use.
globe team to use.

Exhibit 15–12
Exhibit 15–12 Drawbacks and Benefits of Global Teams
Drawbacks and Benefits of Global Teams

Understanding Social Networks
Understanding Social Networks
• Social Network
Social Network
 The patterns of informal connections among
The patterns of informal connections among
individuals within groups
individuals within groups
• The Importance of Social Networks
The Importance of Social Networks
 Relationships can help or hinder team effectiveness
Relationships can help or hinder team effectiveness
 Relationships improve team goal attainment and
Relationships improve team goal attainment and
increase member commitment to the team.
increase member commitment to the team.

Terms to Know
Terms to Know
• group
group
• forming
forming
• storming
storming
• norming
norming
• performing
performing
• adjourning
adjourning
• role
role
• norms
norms
• groupthink
groupthink
• status
status
• social loafing
social loafing
• group cohesiveness
group cohesiveness
• conflict
conflict
• traditional view of conflict
traditional view of conflict
• human relations view of
human relations view of
conflict
conflict
• interactionist view of
interactionist view of
conflict
conflict
• functional conflicts
functional conflicts
• dysfunctional conflicts
dysfunctional conflicts
• task conflict
task conflict
• relationship conflict
relationship conflict
• process conflict
process conflict
• work teams
work teams

Terms to Know
Terms to Know
• problem-solving team
problem-solving team
• self-managed work team
self-managed work team
• cross-functional team
cross-functional team
• virtual team
virtual team
• social network structure
social network structure

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