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MGTO120s

Understanding Groups and Teams

Jian Liang

MGTO, HKUST

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Where We Are

Management

Basic Concepts

(Ch1)

Context

(ch3,4,& 5)

Retrospect

(ch2)

Plan(ch6,

7,8,& 9)

Organize(Ch 10

Lead ControlBasic

Concepts(Ch1)

Context

(ch3,4,& 5)

Retrospect

(ch2)

Plan(ch6,

7,8,& 9)

Organize(Ch 10,

11,12,13) Lead Control

Basic Concepts

(Ch1)

Context

(ch3,4,& 5)

Retrospect

(ch2)

Plan(ch6,

7,8,& 9)

Organize(Ch10,11 & 13)

Lead Control

Understanding Group and Team

(Ch15)

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Learning Objectives

Understanding Groups• Define the different types of groups.• Describe the five stage of group development.

Explaining Work Group Behavior• Discuss how roles, norms, conformity, group size,

and group cohesiveness influence group behavior.• Explain how group norms can both help and hurt an

organization.• Define group think and social loafing.

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Learning Objectives (cont’d)

Explaining Work Group Behavior (cont’d)• Discuss how conflict management influences

group behavior.• Describe the advantages and disadvantages of

group decision making.

Creating Effective Teams• Compare groups and teams.• Explain why teams have become so popular.• Describe the four most common types of teams.• Understand the characteristics of effective

teams.

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Understanding Groups

Two or more interacting and interdependent individuals who come together to achieve particular goals.

Formal groups defined by the organization’s structure that

have designated work assignments and tasks. Task groups, command groups

Informal groups formed to meet the social needs of their

members. Friendship groups, interest groups

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Why Do Humans Form Groups?

Security

Status

Self-esteem

Affiliation

Power

Goal achievement

People are the source of most of problems. But they also give us our solutions

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Stages in Group Development Forming

Members join and begin the process of defining the group’s purpose, structure, and leadership.

Storming Intragroup conflict occurs as

individuals resist control by the group and disagree over leadership.

Norming Close relationships develop

as the group becomes cohesive and establishes its norms for acceptable behavior.

Performing A fully functional

group structure allows the group to focus on performing the task at hand.

Adjourning The group prepares to

disband and is no longer concerned with high levels of performance.

For temporary groups

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Stages of Group Development

Which stage of your group???

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Group Behavior Model

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Conditions Affecting Group Behavior

External Overall strategy Authority structures Formal regulations Available organizational

resources Employee selection

criteria Performance management

(appraisal) system Organizational culture General physical layout

Internal Individual

competencies and traits of members

Group structure Size of the group Cohesiveness and the

level of intragroup conflict

Internal pressures on members to conform o the group’s norms

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Group Structure: Group Size

Social Loafing The tendency for

individuals to expend less effort when working collectively than when work individually.

Group Size

Performance

Expec

ted

Actual (due to

loafin

g)

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Social Loafing

What causes the social loafing effect? Question others’ contribution The dispersion of responsibility. ???

Do Chinese have the propensity to engage in social loafing?

The implications of social loafing for managers

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Group Structure

Role The set of expected behavior patterns

attributed to someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction.

Role conflict: experiencing differing role expectations

Role ambiguity: uncertainty about role expectations

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Group Structure (cont’d)

Norms Acceptable standards or expectations that are

shared by the group’s members. Common types of norms

Effort and performance Hawthorne studies: Output levels, absenteeism,

working pace, socializing Dress: You wears Nikes in class. Does UST

President? Social norm

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The Hawthorne Studies

A series of studies undertaken by Elton Mayo at Western Electric Company’s Hawthorne Works in Chicago between 1924 and 1932.

Research stages: The coil winding illumination test. The relay assembly test: human factor The interviewing program. The bank wiring observation.

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“The researchers were in confusion. Other conditions were run with similar inexplicable results. In desperation, they asked the workers themselves what was going on and learned that the workers were so pleased to singled out for special attention that they had tried to do the best they could for the researchers and for the company! The “Hawthorne effect” was discovered.

--- Scott 1987: 58.

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Norms in Hawthorne

You should not turn out too much work. If you do, you are a ‘rate-buster’.

You should not turn out too little work, if you do, you are a ‘chiseler’.

You should not tell a supervisor anything that will react to the detriment of an associate. If you do, you are a ‘squealer’.

You should not attempt to maintain social distance or act officious. If you are an inspector, for example, you should not act like one

--- Roethlisberger & Dickson, 1939: 522

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Group Structure (cont’d)

Conformity Individuals conform in order to be

accepted by groups. Group pressures can have an effect on an

individual member’s judgment and attitudes.

The effect of conformity is not as strong as it once was now, although still a powerful force.

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Asch’s Experiment

A group seven or eight people, including one unsuspecting subject

Each member was to announce aloud which of the three lines (in a card) matched the single line (in the other card).

The unsuspecting subject conformed the incorrect answers over a third of the time

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Examples of Cards Used in the Asch Study

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Stanford Prison Experiment Philip Zimbardo, August 1971 Using realistic methods, Zimbardo and

others simulated a prison to transform its participants. The young men who played prisoners and guards revealed how much circumstances can distort individual personalities -- and how anyone, when given complete control over others, can act like a monster.

“In a few days, the role dominated the person. They became guards and prisoners."

“It shows how easy it is for good people to become perpetrators of evil."

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What about Iraq? US prison in Cuba?

Guards “They [the

prisoners] didn’t see it as experiment. It was real and they were fighting to keep their identity. But we were always there to show them just who was boss.”

“Acting authoritatively can be fun. Power can be a great pleasure.”

Prisoners “…The way we were made to degrade ourselves really brought us down and that’s why we all sat docile towards the end of the experiment.”“…I began to feel I was losing my identity, that the person I call……, the person who volunteered to get me into this prison was distant from me, was remote until finally I wasn’t that person, I was 416. I was really my number and 416 was really going to have to decide what to do.”“I learned that people can easily forget that others are human.”

Please refer to detail information at http://www.prisonexp.org

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So conformity to norms can cause many problems

Cause faulty perception: Asch study Cause guards to mistreat prisoners Lead to other group problems such as

escalation of commitment, risky-shift lead to Groupthink. What is

GROUPTHINK? We will see soon…

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Group Structure (cont’d)

Group Cohesiveness The degree to which members are attracted to

a group and share the group’s goals. Highly cohesive groups are more effective and

productive than less cohesive groups when their goals aligned with organizational goals.

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Group Decision Making

Large groups facilitate the pooling of information about complex tasks.

Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks.

Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.

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Group Decision Making (Cont’d)

Strengths, advantages More Diversity of Views Increased information Higher-quality decisions (more

accuracy) Improved Commitment, increased

acceptance of solutions

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Group Decision Making (Cont’d)

Limitations: Domination by one or a few

members Ambiguous responsibility Unclear Responsibility Slower Conformity pressures Potential for group polarization Potential for group conflict

S. Adams, Build a Better Life by Stealing Office Supplies (Kansas City MO: Andrews & McMeal, 1991), p. 31. Dilbert

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Group Thinking

The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group.

Faulty decision making that occurs in cohesive groups whose members strive for agreement at the expense of accurately assessing relevant information

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The Challenger Space Shuttle Disaster

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Ronald Reagan: The Space Shuttle "Challenger" Tragedy Address

"We'll continue our quest in space. There will be more shuttle flights...more volunteers, more civilians, more teachers…”

delivered 28 January 1986

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Group Processes: Conflict Management

The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks. Traditional view: conflict must it avoided. Human relations view: conflict is a

natural and inevitable outcome in any group.

Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance.

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Conflict Management (cont’d)

Types of Conflict Task conflict: content and goals of the

work, low-to-moderate levels are functional

Relationship conflict: interpersonal relationships, almost always dysfunctional

Process conflict: how the work gets done, low levels are functional

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Conflict and Group Performance

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Conflict Management (cont’d)

Techniques to Reduce Conflict: Avoidance Accommodation Forcing Compromise Collaboration

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Conflict-Resolution Techniques

Source: Adapted from K.W. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.) Handbook of Industrial and Organizational Psychology, vol. 3, 2d ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission

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Turning Groups into Effective Team!

Work Team A group whose members work intensely

on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills

The difference between group and team

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Comparing Groups and Teams

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Problem-Solving Teams

Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Not exactly 120…

Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors. MGTO120s??

Types of Teams

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•Task forces

You might look at yourselves as a task force

•Committees

Cross-Functional Teams

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. Your 120 team is cross-functional

Types of Teams (Cont’d)

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Team Characteristics, plus and minus:

1. The absence of paraverbal and nonverbal cues ( - )

2. A limited social context ( - )

3. The ability to overcome time and space constraints (+)

Team Characteristics, plus and minus:

1. The absence of paraverbal and nonverbal cues ( - )

2. A limited social context ( - )

3. The ability to overcome time and space constraints (+)

Virtual Teams

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

Types of Team (Cont’d)

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Why We Need Teams

Why UseTeams?

Createsesprit de corps (team spirit)

Takes advantageof workforce

diversity

Increasesflexibility

Increasesperformance

Allows managersto do more strategic

Management

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Research shows: Teams CAN WORK!

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Characteristics of Effective Teams

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Characteristics of Effective Teams Have a clear

understanding of their goals.

Have competent members with relevant technical and interpersonal skills.

Exhibit high mutual trust in the character and integrity of their members.

Are unified in their commitment to team goals.

Have good communication systems.

Possess effective negotiating skills

Have appropriate leadership

Have both internally and externally supportive environments

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Case Study on Chrysler

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How Chrysler Did

Size: small team to ease communication Right people: professionals from different

functional areas Empowerment: take control of the production Leadership: encourages and allows employees to

make own decisions Clear goals: responsible for one particular range of

car (large car, mini-van…)

Achievements: (after the introduction of TEAMS) Car sales increased Meet cost target Shorter production time (a year less to make a new

car)

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Can your MGTO120 group be a TEAM?

With groups or teams, you may get

2+2=5 or

2+2=3 This is one reason we have teams in

MGTO120 this semester. Pay attention to your group processes. You may learn

things that can help you ALL YOUR LIFE

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Towards More + Than -

+

–

=

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Process Gains Increases in potential performance that result

from new ways of motivating and coordinating members.

Social Loafing Tendency of individuals to exert less effort when

they work in a group than when they work alone. How to make process gains larger than

process losses? Keep group as small as possible Make individual contributions identifiable, make

individuals feel they make valuable contribution

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Excellent Team Work Presentation

The KFC Team

The M_task Team

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Why Your Team not So Well?

“These people are crazy. I don’t even want to come to meetings.”

Team meetings are like swimming with sharks. I just keep my head down.”

“Our meeting are a waste of time.” “The same people talk in circles. I

just keep quiet and hope the meeting will end soon.”

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Remember what we call “fundamental attribution error” and “self-serving bias”?

Effective Team Member Checklist

Note: The survey is adapted from Wheelan, S. A.: Creating effective teams. Sage 1999.

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Work for others’ interests as well as own Don’t blame others for group problems Encourage the process of goal, role, and task clarification Practice and encourage openness Speak your feelings Encourage the establishment of norms that support productivity, innovation, free of expressions Maintain confidence and demonstrate competence

Golden Rules for Team Working

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Summary

Understand the five stages of group development

How roles and norms influence group behavior

Understand the advantage and disadvantage of group decision making

Learn how to manage group conflict Explain increased popularity of teams