group dynamics and teamwork fundamentals of organizational behavior 2e andrew j. dubrin powerpoint...

Group DynamicsGroup Dynamicsand Teamworkand Teamwork

Fundamentals of Fundamentals of Organizational Behavior 2eOrganizational Behavior 2e

Andrew J. DuBrinAndrew J. DuBrin

PowerPoint Presentation by Charlie Cook

PowerPoint Presentation by Charlie Cook

ChapterChapter99

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 9–2

Learning ObjectivesLearning Objectives

1.1. Describe the various types of groups in Describe the various types of groups in organizations.organizations.

2.2. Summarize the stage of group development and Summarize the stage of group development and key roles members occupy within a work group.key roles members occupy within a work group.

3.3. Identify the characteristics of an effective work Identify the characteristics of an effective work group.group.

4.4. Be able to implement two different methods of Be able to implement two different methods of group problem solving and decision making.group problem solving and decision making.

5.5. Pinpoint several potential problems with group Pinpoint several potential problems with group effort and know how to prevent them.effort and know how to prevent them.

6.6. Explain how to foster teamwork.Explain how to foster teamwork.


Types of Groups and TeamsTypes of Groups and Teams

GroupsGroups Interact with one another.Interact with one another. Are working toward some common Are working toward some common

purpose.purpose. Perceive themselves to be a group.Perceive themselves to be a group. Have a strong, focused leader.Have a strong, focused leader. Have individual accountability.Have individual accountability. Strive to run efficient meetings.Strive to run efficient meetings.

TeamsTeams Are a special type of group.Are a special type of group. Have complementary skills.Have complementary skills. Are committed to a common Are committed to a common

purpose.purpose. Have a set of performance goals.Have a set of performance goals. Have a defined approach to a task.Have a defined approach to a task. Have a team leader who shares Have a team leader who shares

leadership roles.leadership roles. Have individual and mutual Have individual and mutual

accountability.accountability. Encourage open-ended Encourage open-ended

discussion and participation.discussion and participation.


Types of Groups and TeamsTypes of Groups and Teams

Formal GroupsFormal Groups Are deliberately formed by the organization to accomplish Are deliberately formed by the organization to accomplish

specific tasks and achieve goals.specific tasks and achieve goals.

Informal GroupsInformal Groups Emerge over time through Emerge over time through

the interaction of workers the interaction of workers to satisfy a social or to satisfy a social or recreational purpose. recreational purpose. Are not sanctioned Are not sanctioned but may be tolerated but may be tolerated by the organization.by the organization.


Types of Work TeamsTypes of Work Teams

Cross-Functional TeamCross-Functional Team Is a group of workers with different specialties drawn from Is a group of workers with different specialties drawn from

the same level in the organization to blend their talents to the same level in the organization to blend their talents to accomplish a task such as product development.accomplish a task such as product development.

Have individual members who think in terms of what is good Have individual members who think in terms of what is good for the organization and not their specialty.for the organization and not their specialty.

Top-Management TeamTop-Management Team Is the group of managers at the top of organizations that Is the group of managers at the top of organizations that

collaborates in making most major decisions.collaborates in making most major decisions. Occasionally, can be a committee of two or more top Occasionally, can be a committee of two or more top

executives who claim to share power.executives who claim to share power.



Affinity GroupsAffinity Groups Are employee-involvement groups composed of professional-Are employee-involvement groups composed of professional-

level (or knowledge) workers.level (or knowledge) workers. Meet regularly, share information, capture opportunities, and Meet regularly, share information, capture opportunities, and

solve problems affecting their organizations.solve problems affecting their organizations. Are self-directing and haveAre self-directing and have

a formal charter from a formal charter from their organizations.their organizations.



Virtual TeamsVirtual Teams Are small groups of people who conduct almost all of their Are small groups of people who conduct almost all of their

collaborative work by electronic communication rather than collaborative work by electronic communication rather than face-to-face. Members can be located anywhere in the world.face-to-face. Members can be located anywhere in the world.

Advanced “cybercollaboration” techniques:Advanced “cybercollaboration” techniques:e-mail for sharing information e-mail for sharing information

and “cybermeetings.”and “cybermeetings.”groupware for simultaneous groupware for simultaneous

document editing.document editing.desktop video conferencing desktop video conferencing

to facilitate the virtual team.to facilitate the virtual team.


Stages of Group DevelopmentStages of Group Development

Stage 1:Stage 1: FormingForming A time of confusion, caution, communality for members.A time of confusion, caution, communality for members. Group members learn:Group members learn:

what tasks are expected to be performed.what tasks are expected to be performed.what the benefits are of group membership.what the benefits are of group membership.what rules must be followed and expected behaviors.what rules must be followed and expected behaviors.

Stage 2: StormingStage 2: Storming A time of hostility, infighting, tension, and confrontation.A time of hostility, infighting, tension, and confrontation. Members argue to clarify expectations.Members argue to clarify expectations. Coalitions, cliques, and subgroups form within the group.Coalitions, cliques, and subgroups form within the group.



Stage 3:Stage 3: NormingNorming A period of quiet; resistance is overcome and group A period of quiet; resistance is overcome and group

standards (norms) are established.standards (norms) are established. Cohesiveness and commitment begin to emerge.Cohesiveness and commitment begin to emerge. Sources of “Norms”:Sources of “Norms”:

The group itself sets behavioral The group itself sets behavioral and performance standards.and performance standards.

Organizational rules and policies Organizational rules and policies are adopted.are adopted.

Influential team members who Influential team members who inspire the group.inspire the group.



Stage 4:Stage 4: PerformingPerforming In this stage, the group is ready to focus on accomplishing its In this stage, the group is ready to focus on accomplishing its

key tasks.key tasks. Intrinsic motivation and creativity emerge as the group Intrinsic motivation and creativity emerge as the group

performs (“working for the cause”).performs (“working for the cause”).

Stage 5: AdjourningStage 5: Adjourning Groups are dissolved after their tasks are accomplished.Groups are dissolved after their tasks are accomplished.

Key Managerial ChallengeKey Managerial Challenge To help groups move past the first three stages of group To help groups move past the first three stages of group

development into performing.development into performing.


The Stages of Group DevelopmentThe Stages of Group Development

Adjourning Storming

NormingPerforming

Forming

EXHIBITEXHIBIT9-19-1


Roles within GroupsRoles within Groups

1.1. Knowledge ContributorKnowledge Contributor

2.2. Process ObserverProcess Observer

3.3. People SupporterPeople Supporter

4.4. ChallengerChallenger

5.5. ListenerListener

6.6. MediatorMediator

7.7. GatekeeperGatekeeper

8.8. Take-charge LeaderTake-charge Leader


Characteristics of Effective Work Characteristics of Effective Work GroupsGroups Job DesignJob Design Effective work groups follow the principles of job design (job Effective work groups follow the principles of job design (job

enrichment and the job characteristics model) to develop enrichment and the job characteristics model) to develop self-management capabilities and to ensure participation in self-management capabilities and to ensure participation in decision making.decision making.

A Feeling of EmpowermentA Feeling of Empowerment Effective work groups believe they have the authority to solve Effective work groups believe they have the authority to solve

a variety of problems without first obtaining approval from a variety of problems without first obtaining approval from management.management.

Group experiences: potency, meaningfulness, autonomy, and Group experiences: potency, meaningfulness, autonomy, and impact.impact.


Characteristics of Effective Work Characteristics of Effective Work GroupsGroups InterdependenceInterdependence Effective work groups are task interdependent:Effective work groups are task interdependent:

Interdependence increases motivation and enhances the Interdependence increases motivation and enhances the sense of responsibility for the work of the group as members sense of responsibility for the work of the group as members interact and depend on one another to accomplish the task.interact and depend on one another to accomplish the task.

Goal interdependence involves linking individual goals to Goal interdependence involves linking individual goals to the group’s goals.the group’s goals.

Right size and mixRight size and mix Groups need to be large enough to do the job yet small Groups need to be large enough to do the job yet small

enough to maintain internal communications, cohesiveness, enough to maintain internal communications, cohesiveness, and coordination.and coordination.

Increasing group diversity improves problem solving.Increasing group diversity improves problem solving.


Characteristics of Effective Work Characteristics of Effective Work GroupsGroups Support for the Work GroupSupport for the Work Group The availability of sufficient resources (e.g., training and The availability of sufficient resources (e.g., training and

managerial support) is essential to group success.managerial support) is essential to group success.

Effective Processes within the GroupEffective Processes within the Group Simply believing that the group Simply believing that the group

can do anything enhances group can do anything enhances group effectiveness.effectiveness.

Social support of others, workload Social support of others, workload sharing, communication, and sharing, communication, and cooperation all contribute to group cooperation all contribute to group cohesiveness.cohesiveness.


Characteristics of Effective Work Characteristics of Effective Work GroupsGroupsFollows Processes and ProceduresFollows Processes and Procedures Teams that can be trusted to follow work processes and Teams that can be trusted to follow work processes and

procedures tend to perform better (higher quality output).procedures tend to perform better (higher quality output).

Familiarity with Jobs, Coworkers, and the Familiarity with Jobs, Coworkers, and the EnvironmentEnvironment Group effectiveness is Group effectiveness is

increased when group increased when group members have a high members have a high degree of specific degree of specific knowledge of their jobs, knowledge of their jobs, coworkers, and the environment.coworkers, and the environment.


InterdependenceInterdependenceInterdependenceInterdependence

ProductivityProductivity

Job SatisfactionJob Satisfaction

ProductivityProductivity

Job SatisfactionJob Satisfaction

CharacteristicsCharacteristics

Enriched Job DesignEnriched Job DesignEnriched Job DesignEnriched Job Design

EmpowermentEmpowermentEmpowermentEmpowerment

Right Mix and SizeRight Mix and SizeRight Mix and SizeRight Mix and Size

Support for Work GroupSupport for Work GroupSupport for Work GroupSupport for Work Group

Effective ProcessesEffective ProcessesEffective ProcessesEffective Processes

Follows ProcessesFollows ProcessesFollows ProcessesFollows Processes

Familiarity with JobFamiliarity with JobFamiliarity with JobFamiliarity with Job

EffectivenessEffectivenessCriteriaCriteria

Sources: Michael A. Campion, Ellen M. Papper, and Gina Medsker, “Relations between Work Team Characteristics and Effectiveness: A Replication and Extension,” Personnel Psychology, Summer 1996, p. 431; David E. Hyatt and Thomas M. Ruddy, “An Examination of the Relationship between Work Group Characteristics and Performance: Once More into the Breech,” Personnel Psychology, Autumn, 1997, p. 579; Brian D. Janz, Jason A. Colquitt, and Raymond A. Noe, “Knowledge Worker Team Effectiveness: The Role of Autonomy, Interdependence, Team Development, and Contextual Support Variables,” Personnel Psychology, Winter 1997, pp. 877–904; Bradley L. Kirkman and Benson Rosen, “Powering Up Teams,” Organizational Dynamics, Winter, 2000, pp. 48–52.


Work Group CharacteristicsWork Group CharacteristicsRelated to EffectivenessRelated to Effectiveness


Group Problem Solving and Decision Group Problem Solving and Decision MakingMaking Group Decision-Making StylesGroup Decision-Making Styles ConsultativeConsultative

Group leader consults with Group leader consults with the group before deciding.the group before deciding.

ConsensusConsensusManager shares problem Manager shares problem

with group members with group members who seekwho seek a solution.a solution.

DemocraticDemocraticThe group is empowered The group is empowered

to make decision themselves.to make decision themselves.


Group Problem Solving and Decision Group Problem Solving and Decision MakingMakingSteps in the Nominal Group Technique (NGT)Steps in the Nominal Group Technique (NGT)1.1. Members of the group are chosen and brought together.Members of the group are chosen and brought together.

2.2. If the group is too large, it is divided into subgroups.If the group is too large, it is divided into subgroups.

3.3. The group leader presents the question.The group leader presents the question.

4.4. Individual members independently record their work. Individual members independently record their work.

5.5. Each group member presents one idea without discussion.Each group member presents one idea without discussion.

6.6. Once members have presented their viewpoints, evaluate all Once members have presented their viewpoints, evaluate all of the ideas.of the ideas.

7.7. The meeting terminates with individuals voting to create a The meeting terminates with individuals voting to create a group ranking of the ideas.group ranking of the ideas.


Group Problem SolvingGroup Problem Solvingand Decision Making:and Decision Making:

Steps in theSteps in theDelphi ProcessDelphi Process

Source: R. J. Tersine and W.E. Riggs, “The Delphi Technique: A Long-Range Planning Tool,“ Business Horizon (April, 1976): p. 53. Copyright © 1976 by the School of Business at Indiana University.


StartStartStartStart

Prepare questionnairePrepare questionnairePrepare questionnairePrepare questionnaire

Determine expertise requiredDetermine expertise requiredDetermine expertise requiredDetermine expertise required

Sample experts (sample size)Sample experts (sample size)Sample experts (sample size)Sample experts (sample size)

Distribute questionnaireDistribute questionnaireDistribute questionnaireDistribute questionnaire

Analyze question responsesAnalyze question responsesAnalyze question responsesAnalyze question responses

Has consensus been reached?Has consensus been reached?Has consensus been reached?Has consensus been reached?

Provide requested information Provide requested information and tabulate responsesand tabulate responses

Provide requested information Provide requested information and tabulate responsesand tabulate responses

Prepare the next questionnairePrepare the next questionnairePrepare the next questionnairePrepare the next questionnaire

Problem definitionProblem definitionProblem definitionProblem definition

Compile final responses and Compile final responses and disseminate the results (final disseminate the results (final report)report)

Compile final responses and Compile final responses and disseminate the results (final disseminate the results (final report)report)

YesYes


Potential Problem Within GroupsPotential Problem Within Groups

Group PolarizationGroup Polarization Shifts in member attitudes to more or less risky positions, Shifts in member attitudes to more or less risky positions,

which, in turn, reduces intragroup cohesion.which, in turn, reduces intragroup cohesion.

Social LoafingSocial Loafing Occurs when an undermotivated person shirks individual Occurs when an undermotivated person shirks individual

responsibility and tries responsibility and tries to squeeze by without to squeeze by without contributing a fair share contributing a fair share of the work.of the work.


Potential Problem Within GroupsPotential Problem Within Groups

GroupthinkGroupthink Occurs when strong group cohesiveness creates an extreme Occurs when strong group cohesiveness creates an extreme

form of consensus and interferes with effective decision form of consensus and interferes with effective decision making.making.

Contributors to groupthink:Contributors to groupthink:strong member identification strong member identification

with the groupwith the groupdirective leadershipdirective leadershiphigh stresshigh stressinsulation of the groupinsulation of the groupno built-in mechanism for no built-in mechanism for

evaluating decisionsevaluating decisions


Building TeamworkBuilding Teamwork

1.1. Instill in teams an urgent constructive purpose.Instill in teams an urgent constructive purpose.

2.2. Empower the group to determine how to meet Empower the group to determine how to meet its objectives.its objectives.

3.3. Promote the idea that we are all Promote the idea that we are all in this together.in this together.

4.4. Make frequent use of Make frequent use of words and phrases that words and phrases that support teamwork.support teamwork.

5.5. Use language the fosters Use language the fosters cohesion and commitment.cohesion and commitment.


Building Teamwork (cont’d)Building Teamwork (cont’d)

5.5. Use a consensus decision-making style to foster Use a consensus decision-making style to foster participation.participation.

6.6. Feed members valid facts and information that Feed members valid facts and information that motivate them to work together.motivate them to work together.

7.7. Avoid micromanagement in supervising the Avoid micromanagement in supervising the team too closely.team too closely.

8.8. Create physical structures suited for teams.Create physical structures suited for teams.

9.9. Reward the team as well as individuals.Reward the team as well as individuals.

10.10. Send members to outdoor (or off-site) training.Send members to outdoor (or off-site) training.

group dynamics and teamwork fundamentals of organizational behavior 2e andrew j. dubrin powerpoint...

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