Learning Objectives

2. Learning Objectives • Describe the basic nature of groups: the dynamics of group formation and the various types of groups. • Discuss the implications that research on groups has for the practice of management. • Explain the important dynamics of informal groups and organizations. • Analyze the impact of groupthink. • Present the team concept and its practice.

3. Introduction • Formal and informal groups – the team concept and practice • Teams – self-managed and cross-functional

4. Nature of Groups • Meaning of a group and group dynamics • Dynamics of group formation • Theories of group formation • Theory of George Homans: activities, interactions, and sentiments • Theodore Newcomb’s classic balance theory of group formation • Theoretical approach to group formation from social psychology: exchange theory

5. Nature of Groups Continued • Dynamics of group formation (continued) • Theodore Newcomb’s classic balance theory of group formation

6. Nature of Groups Continued • Dynamics of group formation (continued) • Identifiable stages of group development: • Forming • Storming • Norming • Performing • Adjourning • Practicalities of group formation • Punctuated equilibrium model

7. Nature of Groups Continued • Types of groups • Primary groups • Small groups and self-managed teams • Coalitions • Other types of groups • Memberships and reference groups • In-groups and out-groups

8. Nature of Groups Continued • Implications from research on group dynamics • Groups expert Richard Hackman - important role leadership plays in group performance • Conditions a leader can control include: • 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

9. Nature of Groups Continued • Group Cohesiveness

10. Nature of Groups Continued • Group/team effectiveness • Three factors that play the major role • Task interdependence • Outcome interdependence • Potency • Three behaviors keys to adapting to unusual circumstances or events: • Information collection and transfer • Task prioritization • Task distribution

11. Dynamics of Informal Groups • Norms and roles in informal groups • Boundary spanner • Buffer • Lobbyist • Negotiator • Spokesperson • Informal organization

12. Dysfunctions of Groups and Teams • Norm violation and role ambiguity/conflict • Groupthink, conformity problem • Symptoms of groupthink

13. Dysfunctions of Groups and Teams Continued • Risky shift phenomenon • Dysfunctions in perspective • Social loafing

14. Teams in the Workplace • Nature of teams • Cross-functional teams • Choose members carefully • Establishing team purpose • Ensuring understanding of functions • Conduct intensive team building • Achieve noticeable results

15. Teams in the WorkplaceContinued • Virtual teams • Synchronous technologies • 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

16. Teams in the WorkplaceContinued • Training guidelines: self-managed teams

17. Teams in the WorkplaceContinued • How to make teams more effective • Team building • Collaboration • Group leadership • Cultural/global issues

18. Questions ?