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Copyright Atomic Dog Publishing, 200 Work Groups and Teams Chapter 14
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Copyright Atomic Dog Publishing, 2003
Work Groups and Teams
Chapter 14
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A Managerial Model of Group Factors
Two types of groups, formal and informal, exist in organizations
Groups, once evolved or formed, exhibit various typical characteristics that culminate in a unique group personality
Groups have tangible consequences called outcomes
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Categories of Groups
Two types of groups are formal and informal
Formal—departments, units, project teams; membership is based on organizational position Command group is specified by the organizational hierarchy,
usually outlined on the organization chart Task group is comprised of employees who work together to
complete a specific project or job
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Categories of Groups (cont.)
Informal—natural groupings of people in the workplace Interest group members have a common interest in
some particular job-related event or possible outcome
Friendship group members are drawn together by common characteristics such as age, ethnicity, politics, etc.
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The Formation of Work Groups
Influences on people to join formal groups or informal groups are: Location Economic background Attitude
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The Development of Work Groups Formal groups go through various stages of group and team
development—forming, storming, norming, and performing
Forming Individuals are brought together for a purpose Group hierarchy and roles begin to develop
Storming This is the most turbulent stage The group confronts conflicts and keeps the group focused Members learn to accept individual differences Members negotiate roles
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The Development of Work Groups (cont.) Norming
Group establishes its long-term vision (shared values) and how it will function over time
The group’s norms are the unwritten rules of correct behavior and decorum
Although group norms are rarely formalized, deviations may subject members to punishment, humiliation, or ostracism
Performing Group begins to fine-tune its work patterns Members redefine roles as needed Group develops skills of members, as needed
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Characteristics of Work Groups
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Characteristics of Work Groups
Work groups have characteristics similar to those of other organizations, including leaders, standards of conduct, reward and sanction mechanisms, and political maneuvering Role making in groups
The greater the group’s task complexity, the more roles will emerge
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Characteristics of Work Groups (cont.)
Problems in role making Role conflicts—interrole, intrarole, intersender, and
person-role Role ambiguity Role overload
Group leader Leader is either appointed (formal groups) or emerges
(informal groups) Leader performs two specific roles—task role and
supportive role
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Characteristics of Work Groups (cont.)
Group status Members are accorded status by their groups Leader is ranked highly in the group hierarchy Seniority and skill influence status
Group norms and compliance Three specific social processes bring about compliance
with group norms Group pressure Group review and enforcement Personalization of norms
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Characteristics of Work Groups (cont.)
Group cohesiveness Cohesiveness refers to the extent that group members
are attracted to each other and to the group’s values Conditions that enhance or reduce cohesiveness are:
Size Spacing Virtual teams Dependence of members Goal achievement Status Management demands and pressure
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Characteristics of Work Groups (cont.)
Group politics Political maneuvering to obtain limited resources is a
common group characteristic
Cultural diversity Members differ in age, gender, ethnicity, abilities
(physical and mental), religion, and lifestyle Diversity complicates interpersonal interactions Diverse groups must respect other cultures and create
new ways of integrating diverse viewpoints to become productive
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Intergroup Conflict
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Intergroup Conflict
Conflict occurs between groups, within groups, between individuals, and between organizations
Many reasons exist for conflict among groups Limited resources Communication problems Different interests and goals Different perceptions and attitudes Lack of clarity
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Managing Intergroup Conflict
There are two approaches that managers use to manage intergroup conflict Indirect—techniques managers use that don’t
require their direct intervention Direct—techniques managers use when they
become personally involved
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Managing Intergroup Conflict (cont.)
Indirect approach can involve: Avoidance Bargaining Persuasion Working together
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Managing Intergroup Conflict (cont.)
Direct approach can involve: Domination Remove key figures Establish task force Find superordinate goals
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Group Outcomes: Performance and Satisfaction
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Performance and Satisfaction
The purpose of group membership is to achieve group performance
Some contributors to group performance are: Perceived freedom to participate Perceived goal attainment Status consensus
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Developing Teams—10 Principles Organize around processes rather than task
Flatten the hierarchy by grouping subprocesses
Give leaders responsibility for processes and process performance
Link performance objectives and evaluation of all activities to customer satisfaction
Assign performance objectives to teams, not individuals
Assign managerial tasks to teams as much as possible
Emphasize the need for workers to develop several competencies
Train team members on a just-in-time, need-to-perform basis
Put team members in touch with customers
Reward skill development and team performance
Copyright Atomic Dog Publishing, 2003
End of Chapter 14
