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Chapter 11

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Chapter 11

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  1. Sorry for the inconvenience. I am aware that the recordings are not the greatest – hopefully you can understand what I was trying to emphasize for each of the first 12 slides. If you would like to listen to the sound files on a media player: • Click “Save As” • On the dropdown “Save As Type:” box, select Web Page. • It will save a folder to the location you specify. In this folder are sound files (.wav) that you can input into your media player. Please let me know if you have any questions or need help!!

  2. Chapter 11 Groups and Teams

  3. Nature of Groups • A comprehensive definition would say that if a group exists in an organization, its members: • Are motivated to join. • Perceive the group as a unified unit of interacting people. • Contribute in various amounts to the group processes . • Reach agreements and have disagreements through various forms of interaction.

  4. Nature of Groups (Continued) • Group dynamics are viewed from the perspective of: • The internal nature of groups • How they form • Their structure and processes • How they function and affect individual members, other groups, and the organization

  5. Theories of Group Formation • The classic theory of George Homans is based on activities, interactions, and sentiments. • The exchange theory of groups is based on reward-cost outcomes of interaction.

  6. Figure 11.1 - A Balance Theory of Group Formation

  7. Stages of Group Development

  8. Types of Groups • Primary groups • Must have a feeling of comradeship, loyalty, and a common sense of values among its members. • Examples include family and peer group. • Coalitions • Are separate, usually very powerful, and often effective entities in organizations.

  9. Types of Groups (Continued) • Other types of groups • Memberships and reference groups • In-groups and out-groups • Committees

  10. Conditions that Promote Group Effectiveness • Setting a compelling direction for the group’s work. • Designing and enabling group structure. • Ensuring that the group operates within a supportive context. • Providing expert coaching.

  11. Table 11.1 - Factors That Increase and Decrease Group Cohesiveness Factors That Increase Group Cohesiveness Factors That Decrease Group Cohesiveness • Agreement on group goals • Frequency of interaction • Personal attractiveness • Intergroup competition • Favorable evaluation • Disagreement on goals • Large group size • Unpleasant experiences • Intragroup competition • Domination by one or more members

  12. Group/Team Effectiveness • Factors that play the major role in determining group effectiveness: • Task interdependence • Outcome interdependence • Potency • Group effectiveness may also be influenced by the conditions of adaptation to nonroutine events.

  13. Group/Team Effectiveness (Continued) • Three behaviors are keys to adapting to unusual circumstances or events:

  14. Dynamics of Informal Groups • Norms and roles in informal groups • Norms are the “oughts” of behavior. • Role can best be defined as a position that has expectations evolving from established norms. • Some informal roles found in work groups include the following: • Boundary spanner; Buffer; Lobbyist; Negotiator; Spokesperson.

  15. Dynamics of Informal Groups (Continued) • Informal organization • Has both functions and dysfunctions. • Frequently mentioned dysfunctions include conflicting objectives, restriction of output, conformity, blocking of ambition, inertia, and resistance to change.

  16. Dysfunctions of Groups and Teams • Norm violation and role ambiguity/conflict • Role conflict occurs when the employee or team member is: • Asked to perform conflicting tasks. • Required to perform a task that conflicts with his or her own personal values. • Groupthink, conformity problem • Groupthink is defined as a deterioration of mental efficiency, reality testing, and moral judgment that results from in group pressures.

  17. Table 11.2 - Symptoms ofGroupthink Source: Adapted from Irving L. Janis, Groupthink, 2nd ed., Houghton Mifflin, Boston, 1982, pp. 174–175.

  18. Dysfunctions of Groups and Teams (Continued) • Risky shift phenomenon • Dysfunctions in perspective • Social loafing • Occurs when members reduce their effort and performance levels when acting as part of a group. • Primary causes include lack of performance feedback within the group and tasks that are not intrinsically motivating among others.

  19. Work Teams • Nature of teams • Teams do go beyond traditional formal work groups by having a collective, synergistic effect. • Cross-functional teams • Choose members carefully • Establish the team’s purpose • Ensure understanding of group functions • Conduct intensive team building • Achieve noticeable results

  20. Teams in the Workplace • Virtual teams • Groups of people who work interdependently with shared purpose across space, time, and organization boundaries using technology to communicate and collaborate. • A key to effective virtual teams is to choose the appropriate communication media to fit the requirements of the task and the message. • Are flexible and are driven by information and skills rather than time and location.

  21. Teams in the Workplace (Continued) • Self-managed teams • A group of employees who are responsible for managing and performing technical tasks that result in a product or service being delivered to an internal or external customer

  22. Teams in the Workplace (Continued) • How to make teams more effective • Team building • Establishes a sense of ownership and partnership. • Allows members to see the team as a unit and as an attractive work arrangement. • Involves rapid learning.

  23. Table 11.3 - Training Guidelines for Developing Effective Self- Managed Teams Source: Adapted from Paul E. Brauchle and David W. Wright, “Training Work Teams,” Training and Development, March 1993, pp. 65–68.

  24. Teams in the Workplace (Continued) • Collaboration • Learning how to improve interpersonal interactions in group settings while committing to a common agenda. • Leadership • Leaders should be clear and decisive as they work with different people, teams, and environments. • Cultural issues in global situations • Creating a “hybrid” team culture can be linked to improved performance.

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