Download - Copyright © Houghton Mifflin Company. All rights reserved. 14-1 Chapter 14 Group Dynamics and Teamwork

Copyright © Houghton Mifflin Company. All rights reserved.

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Chapter 14

Group Dynamics and Teamwork


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Chapter Outline

Fundamental Group Dynamics What Is a Group? Types of Groups Attraction to Groups Roles Norms


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Chapter Outline (continued)

Group Development Characteristics of a Mature Group Six Stages of Group Development


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Chapter Outline(continued)

Organizational Politics What Does Organizational Politics Involve? Research on Organizational Politics Political Tactics Antidotes to Political Behavior


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Conformity and Groupthink Research on Conformity Groupthink


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Teams, Teamwork, and Trust Cross-Functional Teams Virtual Teams What Makes Workplace Teams Effective? Trust: A Key to Team Effectiveness


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GROUP DYNAMICS

Group: two or more freely interacting individuals who share a common identity and purpose.

Types of Groups

Informal group: collection of people seeking friendship.

Formal group: collection of people created to do something productive.


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Figure 14.1 What Does It Take to Make a Group?


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GROUP DYNAMICS (continued)

For Discussion:

1. How many groups do you presently belong to? Which are informal? Which are formal?

2. How important is your group membership to your self-image and self-esteem?


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ATTRACTION TO GROUPS

Cohesiveness: tendency of group members to follow the group and resist outside influences (a “we” feeling).


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ATTRACTION TO GROUPSTable 14.1

(continued)

Factors that Enhance Group Attractiveness1. Prestige and status

2. Cooperative relationship

3. High degree of interaction

4. Relatively small size

5. Similarity of members

6. Superior public image of the group

7. A common threat in the environment


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ATTRACTION TO GROUPS (continued)

For Discussion: What can managers do to increase the cohesiveness of their work groups?


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ROLES AND NORMS

Role: socially determined way of behaving in a specific position.

The Concept of role involves:

1. Others’ expectations for a focal

person’s behavior in a specific position

2. The focal person’s actual behavior


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ROLES AND NORMS(continued)

Norms: general standards of conduct for various social settings.

“Norms have a broader influence than do roles, which focus on a specific position.”


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Norms Are Enforced for These Reasons:

To facilitate survival of the group To simplify or clarify role expectations To help group members avoid embarrassing

situations (protect self-images) To express key group values and enhance the

group’s unique identity


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Figure 14.2 Norms Are Enforced for Different Reasons


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Ostracism: rejection from a group (the capital punishment of group dynamics).


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For Discussion:

1. What are the general role expectations and norms for college students these days?

2. How are these role expectations and norms communicated and enforced?


14-19Source: Group Effectiveness in Organizations, by Linda N. Jewell and H. Joseph Reitz, p. 20. Used with permission of the authors.

Figure 14.3 Group Development from Formation to Maturity


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SIX STAGES OF GROUP DEVELOPMENT

(continued)

For Discussion: What is your experience with groups failing to reach maturity? Where and why did they get stuck?


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ORGANIZATIONAL POLITICS

Organizational politics: “the pursuit of self-interest at work in the face of real or imagined opposition.”


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ORGANIZATIONAL POLITICS(continued)

Political Tactics

Posturing (“One-upmanship;” taking credit for others’ work)

Empire building (building a resource base) Making the supervisor look good Collecting and using social IOUs (exchanging political

favors) Creating power and loyalty cliques Destructive competition


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ORGANIZATIONAL POLITICS(continued)

For Discussion:

1. Which of these tactics have worked well for you?

2. Which tactics are ethical ways of getting ahead in today’s workplace? Which are unethical?

3. Have you ever been victimized by any of these political tactics? Explain the circumstances and your response.


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GROUPTHINK

Groupthink: Janis’s term for blind conformity in cohesive in-groups.


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GROUPTHINK (continued)

Symptoms of Groupthink

Excessive optimism Assumption of inherent morality Suppression of dissent An almost desperate quest for unanimity


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Preventing Groupthink Avoiding “rubber-stamp” groups Everyone acts as a critical evaluator Fresh perspective from outside experts Assigning the devil’s advocate role Anticipating side effects and consequences of

actions


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For Discussion: Why is it possible to have “too much of a good thing” when it comes to group cohesiveness?


14-28Source: Reprinted from Journal of Product Innovation Management, 7, Hans J. Thamhain, “Managing Technologically Innovative Team Efforts Toward New Product Success,” pp. 5-18. Copyright 1990, with permission from Elsevier Science, Inc.

Figure 14.5 A Model of Team Effectiveness


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TRUST

Trust: a belief in the integrity, character, or ability of others.


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Source: Reprinted from “Trust and Managerial Problem Solving,” by Dale E. Zand and published in Administrative Science Quarterly, 17, no. 2 (June 1972) by permission of Administrative Science Quarterly. © 1972 by Cornell University.

Figure 14.6 Trust and Effective Group Interaction


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TRUST (continued)

For Discussion:

1. How trusting are you? How did you get that way?

2. Is it possible to earn trust without giving it in return? Explain.


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HOW MANAGERS CAN BUILD TRUST

1. Communicate openly

2. Support your people

3. Show respect through delegation and listening

4. Be fair

5. Behave predictably

6. Be competent


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HOW MANAGERS CAN BUILD TRUST (continued)

For Discussion:

1. Think of a person you trust to a high degree. Why do you trust them? What would it take for you to mistrust them?

2. What is the status of trust in today’s workplace? What changes need to be made?

Download - Copyright © Houghton Mifflin Company. All rights reserved. 14-1 Chapter 14 Group Dynamics and Teamwork

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