chapter 09_effective groups and teamwork

8/7/2019 Chapter 09_effective groups and teamwork

http://slidepdf.com/reader/full/chapter-09effective-groups-and-teamwork 1/38



Effective Groups and

Teamwork

Chapter Nine

Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill/Irwin

Organizational Behavior: Key Concepts, Skills & Best Practices, 3/e



9-3

After reading the material in this chapter,

you should be able to:

� Describe the five stages of Tuckman¶s theory of group development.

� Contrast roles and norms, and specify four

reasons norms are enforced in organizations.� Explain how a work group becomes a team, and

identify five teamwork competencies.� List at least four things managers can do to build

trust.� Describe self -managed teams and virtual teams.� Describe groupthink, and identify at least four of

its symptoms.



9-4

Fundamentals of Group Behavior

� Group - two or more freely interacting

people with shared norms and goals and a

common identity



9-5

Formal and Informal Groups

� Formal group - formed by the

organization.

� Informal group - formed by friends



9-6

Functions of Formal Groups

Organizational Functions

1. Accomplish complex, interdependent tasks

that are beyond the capabilities of individuals.

2. Generate new or creative ideas and solutions.

3. Coordinate interdepartmental efforts.

4. Provide a problem-solving mechanism for

complex problems requiring varied information

and assessments.

5. Implement complex decisions.

6. Socialize and train newcomers.



9-7

Functions of Formal Groups

Individual Functions

� 1. Satisfy the individual¶s need for affiliation.

� 2. Develop, enhance, and confirm the individual¶sself -esteem and sense of identity.

� 3. Give individuals an opportunity to test and

share their perceptions of social reality.

� 4. Reduce the individual¶s anxieties and feelingsof insecurity and powerlessness.

� 5. Provide a problem-solving mechanism for

personal and interpersonal problems.



9-8

Tuckman¶s Five-Stage Theory of Group

Development

Figure 9-1



9-9

Group Development Process

Stage 1: Forming

� Group members tend to be uncertain and

anxious about their roles, whose in charge

and the group¶s goals

� Mutual trust is low



9-10


Stage 2: Storming

� Time of testing

� Individuals try to determine how they fit into

the power structure

� Procrastination may occur



9-11


Stage 3: Norming

� Questions about authority and power are

resolved through unemotional, matter -of -

fact group discussion

� Group cohesiveness ± ³we feeling´

binding group members together



9-12


Stage 4: Performing

� Activity focused on solving task problems

� Climate of open communication, strong

cooperation, and lots of helping behavior



9-13


Stage 5: Adjourning

� Work is done

� Time to move on to other things



9-14

Group Member Roles

� Roles ± expected behaviors for a given

position

� Task roles ± task-oriented group behavior

- Keep the group on track

� Maintenance roles ± relationship-building

group behavior - Keep the group together



9-15

Task and Maintenance Roles



9-16

Norms

� Norms - shared attitudes, opinions,

feelings, or actions that guide social

behavior

� Ostracism ± rejection by other group

members



9-17

How Norms are Developed

1. Explicit statements by supervisors or co-

workers

2. Critical events in the group¶s history3. Primacy

4. Carryover behaviors from past situations



9-18

Why Norms are Enforced

� Help the group or organization survive

� Clarify or simplify behavioral expectations

� Help individuals avoid embarrassing situations

� Clarify the group¶s or organization¶s central

values and/or unique identity



9-19

Question?

What is a small group with complementary

skills who hold themselves mutually

accountable for common purpose?

A. Group

B. Huddle

C. Team

D. Platoon



9-20

Teams

� Team - small group with complementary

skills who hold themselves mutually

accountable for common purpose, goals,and approach.

- Task groups that have matured to the

performing stage



9-21

Teams

A group becomes a team when:� Leadership becomes a shared activity

� Accountability shifts from strictly individual toboth individual and collective

� The group develops its own purpose or mission

� Problem solving becomes a way of life, not apart-time activity

� Effectiveness is measured by the group¶scollective outcomes and products



9-22

Team Building

� Team building ± experiential learning

aimed at better internal functioning of groups



9-23

Trust

� Trust - reciprocal

faith in other¶

intentions andbehavior.



9-24

Three Dimensions of Trust

� Overall trust ± expecting fair play, the

truth, and empathy

� Emotional trust ± having faith that

someone will not misrepresent you to

others or betray you

� Reliableness ± believing that promisesand appointments will be kept and

commitments met



9-25

How to Build Trust

1. Communication

2. Support

3. Respect

4. Fairness

5. Predictability

6. Competence



9-26

Self-Managed Teams

� Self-managed teams ± groups of

employees granted administrative

oversight for their work



9-27

Indirect Influence Tactics of

Self Managed Teams

� Relating

� Scouting

� Persuading

� Empowering



9-28

Teams

� Cross-functionalism ± team made up of

technical specialists from different areas



9-29

Are Self Managed Teams Effective?

� Have a positive effect on productivity

� Have a positive effect on specific attitudes

relating to self -management

� No significant effect on general attitudes

� No significant effect on absenteeism or

turnover



9-30

Question?

What type of team uses information

technology to allow group members in

different locations to conduct business?

A. Psychic team

B. Virtual team

C. Fundamental team

D. Internet team



9-31

Virtual Teams

� Virtual team - information technology

allows group members in different locations

to conduct business.



9-32

Research Insights

� Virtual groups formed over the Internet

follow a group development process similar

to that of face-to-face groups- Meaningful face-to-face contact during early phases of

group development process is essential

� Internet chat rooms create more work and

yield poorer decisions than face-to-face

meetings



9-33

Research Insights

� Successful use of groupware requires

training and hands-on experience

� Inspirational leadership has a positive

impact on creativity in electronic

brainstorming groups



9-34

Threats to Group and Team Effectiveness

� Groupthink - Janis¶s term for cohesive in-

group¶s unwillingness to realistically view

alternatives.

Read an article on

groupthink



9-35

Threats to Group and Team Effectiveness

� Symptoms of groupthink

- Invulnerability

- Inherent morality

- Rationalization

- Stereotyped views of opposition

- Self -censorship- Illusion of unanimity

- Peer pressure

- Mindguards



9-36

Social Loafing

� Social Loafing -

decrease in

individual effort asgroup size

increases



9-37

Reasons for Social Loafing

� Equity of effort

� Loss of personal accountability

� Motivational loss due to sharing of

rewards

� Coordination loss as more people

perform the task



9-38

Video: Delta Force

Ret. Colonel Lee

Arsdale, Army

Special Forces,compares Delta

Force training to

training of newcorporate

employees. (11:11)

chapter 09_effective groups and teamwork

Documents