PowerPoint slides by

R. Dennis Middlemist

Colorado State University

Chapter 13Chapter 13

Groups and Groups and TeamsTeams

Hitt

Black

Porter

m a n a g e m e n t

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Learning ObjectivesLearning Objectives

Describe the similarities and differences between groups and teams.

Identify and compare different types of groups.

Name the factors that influence group formation and development.

After studying this chapter, you should be able to:

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Learning ObjectivesLearning Objectives

Analyze the various structural and behavioral characteristics of groups.

Identify the advantages and disadvantages of self-managing, cross-functional, global and virtual work groups and teams.

Explain the differences in the various types of team competencies

After studying this chapter, you should be able to:

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Learning ObjectivesLearning Objectives

Distinguish between the two major types of group conflict, and discuss their causes and consequences

Explain how managers can help their work groups develop into high performing teams.

After studying this chapter, you should be able to:

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Group versus TeamGroup versus Team

Group A set of people, usually from 3 to 20 Some degree of interaction and shared objectives

Team A type or form of group Higher degree of coordinated interaction Stronger sense of members’ personal responsibility

for achieving specified group outcomes High level of members’ identification with the group

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Team OutcomesTeam Outcomes

TEAMS demonstrate enhanced: Coordinated interaction Personal responsibility for

group outcomes Individual identification

with groupIndividuals

Group

Team

Degree of Interdependence and Collaboration

Co

mm

on

alit

y o

f G

oa

l

Adapted from Exhibit 13.1: Individuals-to-Group-to-Team Continuum

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Command

(Supervisory)

Basic Types of GroupsBasic Types of Groups

Adapted from Exhibit 13.2: Types of Groups

Type of Group Features Examples

One supervisor with a number of subordinates

Relatively enduringMembership changes

relatively slowly

Project/Task Force

Clerical unitsManufacturing assembly

unitsLocal sales managers

reporting to a regional sales manager

TemporarySpecific limited purposeGroup members are aware

of temporary nature of the group

Product design teamsManagement information

systems teams to develop upgraded computer systems

Team project groups in university classes

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Basic Types of GroupsBasic Types of Groups

Committee

Type of Group Features Examples

Either permanent or ad hocMeet only periodicallyMembers have different

permanent jobs and/or supervisors

Membership typically does not represent an employee’s highest commitment

Budget committeesSafety committeesPromotion review

committees

Formal Command (supervisory)Project/Task forceCommittee

Adapted from Exhibit 13.2: Types of Groups

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Basic Types of GroupsBasic Types of Groups

Informal

Type of Group Features Examples

Group not originated by the organization

Voluntary membershipObvious differences and

boundaries between members and nonmembers

Group of employees who lunch together on Fridays

Van pool groupThe “water cooler group”

Adapted from Exhibit 13.2: Types of Groups

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GovernanceExecutiveSteeringDisaster planning

Examples of CommitteesExamples of Committees

Adapted from Exhibit 13.2: Types of Groups

CompensationFinanceSafetyLong-range

planning

OvernightAuditEthicsPublic relations

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Characteristics of Groups Characteristics of Groups and Teamsand Teams

Size Social loafing: the phenomenon of reduced

effort per person in large groups Process costs: increasing costs of

coordination as group size increases

Composition Homogeneous Heterogeneous or diverse

Structural Characteristics

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Basic Types of GroupsBasic Types of Groups

Adapted from Exhibit 13.4: Examples of Diversity within Groups and Potential Consequences

Type of Diversity Potential Consequences

Observable Attributes Race Ethnicity Gender Age

Underlying Attributes Values Skills Knowledge and information Tenure

Affective Consequences Satisfaction Identification with the group Conflict within the group

Cognitive consequences Innovation Amount and quality of new ideas

Communication-Related Consequences Decreased frequency within group Increased frequency outside of group

Source: Adapted from Frances L. Milliken and Luis L. Martins, “Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups,” Academy of Management Review 21, no. 2 (1996), pp.402–423.

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Characteristics of Groups Characteristics of Groups and Teamsand Teams

Differentiated roles Role ambiguity: a situation

in which the expected behaviors for a group member are not clearly defined

Role conflict: a situation in which a member of a group faces two or more contrasting sets of expectations

Differentiated status

Structural Characteristics

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Characteristics of Groups Characteristics of Groups and Teamsand Teams

Norms: a group’s shared standards that guide the behavior of its individual members Characteristics of group norms

Usually established for the more important issues of concern to the group

Some apply only to certain members (like the leader), usually based on the status or particular role of those members

Vary in the degree of their acceptance by group members Vary in how much deviation members are permitted in

following them

Behavioral Characteristics

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Characteristics of Groups Characteristics of Groups and Teamsand Teams

Norms: a group’s shared standards that guide the behavior of its individual members

Behavioral Characteristics

Development of group normsEarly behaviors Imported behaviorsCritical events

Effects of group normsConformity: close adherence to the group’s

norms by the individual members

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Members observe the behavior of

others to determine what is appropriate

Norm is established

Suggested behavior is tolerated even

though disagree with

Dissenting member withdraws from

group

New behavior is suggested

Members decide if any past experience

can contribute effective behaviors

Group members

meet

Members agree on behavior

Members disagree on

behavior

Development of Group NormsDevelopment of Group Norms

Adapted from Exhibit 13.5: Example of the Development of Group Norms

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Characteristics of Groups Characteristics of Groups and Teamsand Teams

Cohesion; the degree to which members are motivated to remain in the group Development of group cohesion

Strengthening interpersonal attraction among group members

Generating a record of high performance and past success of the group

Fostering competition with other groups Effects of group cohesion

Behavioral Characteristics

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Effects of Group CohesionEffects of Group Cohesion

Adapted from Exhibit 13.6: Effects of High Levels of Group Cohesion

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

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Formation and Development Formation and Development of Groups and Teamsof Groups and Teams

Organizational goals Opportunities for interaction and sharing

mutual knowledge Psychological factors

Security needs Social support Self-esteem needs Status needs

Influences on Formation

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Formation and Development Formation and Development of Groups and Teamsof Groups and Teams

Stages of Development

Adapted from Exhibit 13.7: Stages of Group Development

FormationEarly

developmentBecoming a

groupPerforming as a team

Indicates progression

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• Knowledge of team mission, objectives, norms

• Task sequencing• Team role• Interaction patterns• Understanding

team work skills• Teammate

characteristics

Team CompetenciesTeam Competencies

Adapted from Exhibit 13.9: Examples of Specific Team Competencies in Three Areas

Knowledge Skills Attitudes

• Adaptability and flexibility

• Mutual performance monitoring and feedback, self-correction

• Coordination and task integration

• Communication• Decision making

and problem solving

• Team orientation• Shared vision• Team cohesion• Mutual trust• Importance of

teamwork

Sources: Adapted from J. A. Cannon-Bowers and E. Salas, “A Framework for Developing Team Performance Measures in Training,” in M. T. Brannick, E. Salas, and C. Prince (eds.), Team Performance Assessment and Measurement: Theory, Methods, and Applications (Mahwah, NJ: Lawrence Erlbaum Associates, 1997), p. 47.

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Types of Team CompetenciesTypes of Team Competencies

Adapted from Exhibit 13.10: Types of Team Competencies

Contentdriven

Teamcontingent

Taskcontingent

Transportable

Specific GenericS

pec

ific

Ge

ner

icRelation to Task

Re

lati

on

to

Te

am

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Dealing with Team ConflictDealing with Team Conflict

Types of team conflict Task (substantive): conflict

conflict that focuses on differences in ideas and courses of action in addressing the issues facing a group

Relationship (affective) conflict: interpersonal differences among group members

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Dealing with Team ConflictDealing with Team Conflict

Possible causes of group conflict Task conflict

Ambiguities regarding the task Differences in goals, objectives, and perspectives among

group members Scarcity (actual or perceived) of resources

Relationship conflict Dissimilarities in the composition of the membership of the

group Differences in interpersonal styles of individual members Differences in values

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Dealing with Team ConflictDealing with Team Conflict

Managing intragroup conflict Increase the ratio of substantive to

relationship conflict. Clarify and reduce task ambiguities Get the group to focus on goals that

emphasize the common interests of all group members

Avoid relationship conflicts

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Dealing with Team ConflictDealing with Team Conflict

Managing intergroup conflict Reduce unnecessary

relational conflicts in intergroup interaction situations

Increase the focus on substantive differences

Emphasize organization-wide goals to increase cooperation and performance

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• Any product or service they develop is highly desired and valued by customers.

• Increased cooperation among members is encouraged and achieved.

• Group membership increases individual members’ feelings of satisfaction, personal growth, and overall well-being.

Characteristics of Highly Characteristics of Highly Effective GroupsEffective Groups

Adapted from Exhibit 13.11: Characteristics of Highly Effective Groups

Source: J. R. Hackman (ed.), Groups That Work (and Those That Don’t): Creating Conditions for Effective Teamwork (San Francisco: Jossey-Bass, 1990).

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Ingredients Necessary for Ingredients Necessary for Group EffectivenessGroup Effectiveness

Exert enough effort to accomplish its tasks at acceptable levels of quantity and quality

Obtain sufficient knowledge and skills to carry out its work

Use appropriate strategies to apply its effort, knowledge, and skills effectively

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Managers’ Responsibilities for Managers’ Responsibilities for Encouraging Group EffectivenessEncouraging Group Effectiveness

Develop appropriate group structures

Develop appropriate support from the organization

Obtain appropriate coaching and consultation assistance

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Necessary Organizational

Processes Group Structure Context Coaching and Consultation

Enhancing Group EffectivenessEnhancing Group Effectiveness

Source: Adapted from J. R. Hackman (ed.), Groups That Work (and Those That Don’t): Creating Conditions for Effective Teamwork (San Francisco: Jossey-Bass, 1990), p. 13.

POINTS OF LEVERAGE

Apply ample effort Motivational structure of group task

Organizational reward system

Remedying coordination problems and building group commitment

Acquire sufficient knowledge and skill

Group composition Organizational education/ training system

Remedying inappropriate “weighting” of member inputs and fostering cross-training

Develop task-appropriate performance strategies

Group norms that regulate member behavior and foster scanning and planning

Organizational information system

Remedying implementation problems and fostering creativity in strategy development

Adapted from Exhibit 13.12: Enhancing Group Effectiveness

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Checklist for Leadership of GroupsChecklist for Leadership of Groups

Adapted from Exhibit 13.13: A Checklist for Leaders of Groups

How well do you:

Encourage members to learn from each other?

Recognize and praise members for their contributions?

Keep key people outside the [group] informed about its accomplishments?

Promptly inform members about major developments that [may] affect them?

Give [group] members authority to make [at least some] important decisions?

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Checklist for Leadership of GroupsChecklist for Leadership of Groups

Source: Adapted from G. L. Hallam, “Seven Common Beliefs about Teams: Are They True?” Leadership in Action 17 no. 3 (1997), pp. 1–4.

Adapted from Exhibit 13.13: A Checklist for Leaders of Groups

How well do you:

Openly accept and respond to feedback from [group] members?

Review the [group’s] performance at the end of major tasks?

Offer specific and concrete suggestions for how members can improve?

Understand what motivates members to work hard?