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Chapter 8: Foundations of Chapter 8: Foundations of Group BehaviorGroup Behavior

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The Five Stage Model of Group The Five Stage Model of Group DevelopmentDevelopment

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Stages of Group Development Stages of Group Development (cont’d)(cont’d)

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The Punctuated-Equilibrium The Punctuated-Equilibrium ModelModel

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Group Behavior Model: External Group Behavior Model: External ConditionsConditions

Imposed Conditions:• Organization’s overall strategy• Authority structures• Formal regulations• Resource constraints• Selection process• Performance and evaluation system• Organization’s culture• Physical work setting

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Group Member ResourcesGroup Member Resources

Knowledge, Skills, and AbilitiesKnowledge, Skills, and Abilities– Interpersonal skillsInterpersonal skills

Conflict management and resolutionConflict management and resolutionCollaborative problem solvingCollaborative problem solvingCommunicationCommunication

– Personality CharacteristicsPersonality CharacteristicsSociabilitySociabilityInitiativeInitiativeOpennessOpennessFlexibilityFlexibility

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Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)

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Group Structure - NormsGroup Structure - Norms

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Examples of Cards Used in Examples of Cards Used in Asch’s StudyAsch’s Study

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Relationship Between Group Relationship Between Group Cohesiveness, Performance Cohesiveness, Performance

Norms, and ProductivityNorms, and Productivity

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Group ProcessesGroup Processes

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Group Tasks – When to use large Group Tasks – When to use large or small groups?or small groups?

Decision-makingDecision-making– LargeLarge groups facilitate the pooling of groups facilitate the pooling of

information about complex tasks.information about complex tasks.– SmallerSmaller groups are better suited to groups are better suited to

coordinating and facilitating the coordinating and facilitating the implementation of complex tasks.implementation of complex tasks.

*Consider: What is the task? Simple or *Consider: What is the task? Simple or complex?complex?

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Group vs. Individual Decision Group vs. Individual Decision MakingMaking

Strengths: GroupStrengths: Group– More More completecomplete

informationinformation– Increased diversityIncreased diversity

of viewsof views– Higher Higher qualityquality of of

decisionsdecisions– Increased Increased

acceptance of acceptance of solutionssolutions

Weaknesses: GroupWeaknesses: Group– More More timetime

consumingconsuming– Increased pressure Increased pressure

to to conformconform– Domination by one Domination by one

or a or a few membersfew members– Ambiguous Ambiguous

responsibilityresponsibility

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Group Decision Making (cont’d)Group Decision Making (cont’d)

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Summary & Implications for Summary & Implications for ManagersManagers

Performance:Performance:Structural factors show a relationship to performance.Structural factors show a relationship to performance.There is a positive relationship between role perception and an There is a positive relationship between role perception and an employee’s performance evaluation.employee’s performance evaluation.Norms control group member behavior by establishing standards of Norms control group member behavior by establishing standards of right and wrong.right and wrong.Status inequities create frustration and can adversely influence Status inequities create frustration and can adversely influence productivity.productivity.The impact of size on a group’s performance depends upon the type of The impact of size on a group’s performance depends upon the type of task in which the group is engaged.task in which the group is engaged.

Satisfaction:Satisfaction:Most people prefer to communicate with others at their own status level Most people prefer to communicate with others at their own status level oror a higher one. a higher one.Large groups are associated with lower satisfaction.Large groups are associated with lower satisfaction.

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Chapter 9: Why Have “Teams” Chapter 9: Why Have “Teams” Become So Popular?Become So Popular?

Teams typically outperform individuals when the Teams typically outperform individuals when the tasks being done require multiple skills, tasks being done require multiple skills, judgment and experience.judgment and experience.Teams use employee talents better.Teams use employee talents better.Teams are more flexible and responsive to Teams are more flexible and responsive to changes in the environment.changes in the environment.Teams facilitate employee involvement.Teams facilitate employee involvement.Teams are an effective way to democratize an Teams are an effective way to democratize an organization and increase motivation.organization and increase motivation.

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Work Groups vs. Work TeamsWork Groups vs. Work Teams

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Four Types of TeamsFour Types of Teams

Problem-solving teams - usually 5-12 members from same department Problem-solving teams - usually 5-12 members from same department meeting to improve quality, efficiency and work environmentmeeting to improve quality, efficiency and work environment

Self-managed work teams - usually 10-15 members who take on Self-managed work teams - usually 10-15 members who take on responsibilities usually associated with managementresponsibilities usually associated with management

Cross-functional teams - members come together from different work Cross-functional teams - members come together from different work areas or departments to accomplish a taskareas or departments to accomplish a task

Virtual teams – use on-line technology to tie together members in Virtual teams – use on-line technology to tie together members in different geographic areas. They are made up of physically dispersed different geographic areas. They are made up of physically dispersed employees who use computer technology to achieve a common goal.employees who use computer technology to achieve a common goal.

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Beware: Teams Aren’t Always Beware: Teams Aren’t Always the Answer!!the Answer!!

Ask these questions to see if a team fits the situation:Ask these questions to see if a team fits the situation:– Can the work be done better using more than 1 person?Can the work be done better using more than 1 person?– Is the work complex and is there a need for different Is the work complex and is there a need for different

perspectives?perspectives?– Does the work create a common purpose or set of goals for the Does the work create a common purpose or set of goals for the

group that is larger than the aggregate of the goals for group that is larger than the aggregate of the goals for individuals?individuals?

– Are members of the group involved in Are members of the group involved in interdependentinterdependent tasks? tasks?

Ex) Team vs. Group: Sacramento State women’s basketball team Ex) Team vs. Group: Sacramento State women’s basketball team vs. the women’s track team…vs. the women’s track team…

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Creating Creating Effective Effective TeamsTeams

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Turning Individuals Into Team Turning Individuals Into Team PlayersPlayers

The ChallengesThe Challenges– Overcoming individual resistance to team membership.Overcoming individual resistance to team membership.– Countering the influence of individualistic cultures.Countering the influence of individualistic cultures.– Introducing teams in an organization that has historically valued Introducing teams in an organization that has historically valued

individual achievement.individual achievement.Shaping Team PlayersShaping Team Players– SelectingSelecting employees who can fulfill their team roles. employees who can fulfill their team roles.– TrainingTraining employees to become team players. employees to become team players.– ReworkingReworking the reward system to encourage cooperative efforts the reward system to encourage cooperative efforts

while continuing to recognize individual contributions.while continuing to recognize individual contributions.

So… would you rather work on your own or in a So… would you rather work on your own or in a team? Why? Why not?team? Why? Why not?

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So….why are teams “great”?So….why are teams “great”?

Why are teams “great”?Why are teams “great”?– Increased employee motivation.Increased employee motivation.– Higher levels of productivity.Higher levels of productivity.– Increased employee satisfaction.Increased employee satisfaction.– Common commitment to goals.Common commitment to goals.– Improved communication.Improved communication.– Expanded job skills.Expanded job skills.– Organizational flexibility.Organizational flexibility.

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Summary: So…why are teams Summary: So…why are teams “not so great”?“not so great”?

““Myth”: Mature teams are task oriented and have Myth”: Mature teams are task oriented and have successfully minimized the negative influences of other successfully minimized the negative influences of other group forces.group forces. (What about apathy? Infighting?)(What about apathy? Infighting?) Individual, group, and organizational goals can all be Individual, group, and organizational goals can all be integrated into common team goals.integrated into common team goals. ( (What about What about competition? Stress? Frustration? Individualistic competition? Stress? Frustration? Individualistic personality traits?)personality traits?) Participative or shared leadership is always effective.Participative or shared leadership is always effective. (Some people need leadership!)(Some people need leadership!) The team environment drives out the subversive forces The team environment drives out the subversive forces of politics, power, and conflict that divert groups from of politics, power, and conflict that divert groups from efficiently doing their work.efficiently doing their work. (What about special deals? (What about special deals? Favoritism? Enemies? Teams can't stop this!)Favoritism? Enemies? Teams can't stop this!)