Group versus Team

1. Group versus Team vs.

2. Team Group Individuals Individuals to Group-to-Group Team Continuum Commonality of Goal Degree of Interdependence and Collaboration Adapted from Exhibit 11.1

3. Work Team Effectiveness Model

4. Other contextual influences • Organizational goals • Opportunities for interaction • Psychological factors

5. Work Team Effectiveness Model

6. Types of Groups Formal • Command • Project / Task • Committee Informal

7. Work Team Effectiveness Model

8. Structural Characteristics & Composition • Size • Composition • Differentiated roles • Differentiated status

9. Structural Characteristics Size • Social loafing: • Process costs: Composition • Homogeneous • Heterogeneous or diverse

10. Composition of Teams Diversity • Innovative solutions to problems • Source of creativity • Healthy level of conflict KSA

11. Team Member Roles • Dual Role • Focuses on task and people. • May be a team leader. • Important role, but not essential if members adopt task specialist and socioemotional roles. • Task Specialist Role • Focuses on task accomplishment • over human needs. • Important role, but if adopted by everyone, team’s social needs won’t be met. High Member Task Behavior • Nonparticipator Role • Contributes little to either task or • people needs of team. • Not an important role-if adopted by too many members, team will disband. • Socioemotional Role • Focuses on people needs of • team over task. • Important role, but if adopted by everyone, team’s tasks won’t be accomplished. Low Low Member Social Behavior High

12. Structural Characteristics Role ambiguity Role conflict Status

13. Work Team Effectiveness Model

14. Forming Storming Norming Performing Team Processes Indicates progression Adapted from Exhibit 11.4

15. Case What stage of development is this group in?

16. Norms Acceptable standards shared by a group’s members

17. Members agree on behavior Norm is established Group members meet Members observe the behavior of others to determine what is appropriate Members decide if any past experience can contribute effective behaviors Suggested behavior is tolerated even though disagree with Members disagree on behavior Dissenting member withdraws from group New behavior is suggested Development of Group Norms Adapted from Exhibit 11.6

18. Early behaviors Imported behaviors Critical events Effects? Development of Norms

19. Team Cohesiveness Degree to which team members are attracted to the team and motivated to remain in it High cohesiveness is attractive feature of team

20. Positive effects • Increased quality and quantity of group interactions • Strengthened adherence to group norms • Increased effectiveness in achieving group goals • Augmented individual satisfaction with group membership • Negative effects • Useful or creative ideas may be ignored if they deviate from established norms or values • Increased probability of developing groupthink • Potential decrease in intergroup cooperation • Counterproductive norms may be emphasized Effects of Group Cohesion Adapted from Exhibit 11.7

21. Conflict • Antagonistic interaction in which one party attempts to thwart the intentions or goals of another • Inevitable • Intergroup / Intragroup • Positive / Negative

22. Types of Conflict • Task • Process • Relationship

23. Case What type of conflict would you expect in this group? What would be the impact of the conflict?

24. Work Team Effectiveness Model

25. Characteristics of Highly Effective Groups • Desired Productive Output • Satisfaction • Cooperation • Feelings

26. Managers’ Responsibilities • Develop appropriate group structures • Develop appropriate support from the organization • Obtain appropriate coaching and consultation assistance Adapted from Exhibit 11.11

27. Case As team leader, what would you do know?

28. Self Assessment: How good are you at building and leading a team?