chapter ten effective groups and teamwork. 10-1a fundamentals of group behavior formal and informal...
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Chapter Ten
Effective Groups and Effective Groups and TeamworkTeamwork
10-1a
Fundamentals of Group BehaviorFundamentals of Group Behavior
•Formal and Informal Groups
•Functions of Formal Groups
•The Group Development Process
•Group Member Roles
•Norms
Teams, Trust, and TeamworkTeams, Trust, and Teamwork
•A Team is More Than Just a Group
•Trust: A Key Ingredient in Teamwork
•Self-Managed Teams
•Virtual Teams
Chapter Ten OutlineChapter Ten Outline
10-1b
Threats to Group and Team EffectivenessThreats to Group and Team Effectiveness•Groupthink•Social Loafing
Chapter Ten Outline Chapter Ten Outline (continued)(continued)
10-2
Table 10-1
Organizational FunctionsOrganizational Functions Individual FunctionsIndividual Functions
1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals.2. Generate new or creative ideas and solutions.3. Coordinate interdepartmental efforts.4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments.5. Implement complex decisions.6. Socialize and train newcomers.
1. Satisfy the individual’s need for affiliation.2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity.3. Give individuals an opportunity to test and share their perceptions of social reality.4. Reduce the individual’s anxieties and feelings of insecurity and powerless- ness.5. Provide a problem-solving mechanism for personal and interpersonal problems.
Functions of Formal GroupsFunctions of Formal Groups
10-3a
Figure 10-1
PerformingAdjourning
Norming
Storming
Forming
Return toIndependence
Dependence/interdependence
Independence
Tuckman’s Five-Stage TheoryTuckman’s Five-Stage Theoryof Group Developmentof Group Development
10-3b
Figure 10-1
IndividualIssues
Forming Storming Norming Performing
“How do I fit in?”
“What’s myrole here?”
“What do theothers expectme to do?”
“How can I bestperform my role?”
GroupIssues
“Why are we here?”
“Why are wefighting overwho’s incharge and whodoes what?”
“Can we agreeon roles andwork as a team?”
“Can we do thejob properly?”
Tuckman’s Five-Stage TheoryTuckman’s Five-Stage Theoryof Group Development (continued)of Group Development (continued)
10-4a
Table 10-2
Task RolesTask Roles DescriptionDescription
InitiatorInitiator Suggests new goals or ideasInformation seeker/giverInformation seeker/giver Clarifies key issuesOpinion seeker/giverOpinion seeker/giver Clarifies pertinent issuesElaborator Elaborator Promote greater understandingCoordinatorCoordinator Pulls together key ideas and suggestions
OrienterOrienter Keeps group headed toward its stated goal(s)
EvaluatorEvaluator Tests group’s accomplishments
EnergizerEnergizer Prods group to move along or to accomplish more
Procedural TechnicianProcedural Technician Performs routine duties
RecorderRecorder Performs a “group memory” function
Task and Maintenance RolesTask and Maintenance Roles
10-4b
Table 10-2
Maintenance RolesMaintenance Roles DescriptionDescription
EncouragerEncourager Fosters group solidarityHarmonizerHarmonizer Mediates conflict through reconciliation or humorCompromiserCompromiser Helps resolve conflict by meeting others”half way”Gate KeeperGate Keeper Encourages all group members to participate
Standard setterStandard setter Evaluates the quality of group
processesCommentatorCommentator Records comments on group
processes/dynamics
FollowerFollower Serves as a passive audience
Task and Maintenance Roles (cont)Task and Maintenance Roles (cont)
10-5
Norm:Norm: “An attitude, opinion, feeling, or action -- shared by two or more people -- that guides their behavior.”
Why Norms Are Enforced Why Norms Are Enforced • Help the group or organization survive• Clarify or simplify behavioral expectations• Help individuals avoid embarrassing situations• Clarify the group’s or organization’s central values and/or
unique identity
Social NormsSocial Norms
The Evolution of a TeamThe Evolution of a Team• A work group becomes a team when:• LeadershipLeadership becomes a shared activity.• AccountabilityAccountability shifts from strictly individual to both
individual and collective.
• The group develops its own purposepurpose or mission.
• Problem solvingProblem solving becomes a way of life, not a part-time activity.
• EffectivenessEffectiveness is measured by the group’s collective outcomes and products.
Team:Team: “A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.”
10-6
TeamsTeams
How to Build TrustHow to Build Trust• CommunicationCommunication (keep everyone informed;
give feedback; tell the truth).• SupportSupport (be available and approachable).• RespectRespect (delegate; be an active listener).• FairnessFairness (give credit where due; objectively
evaluate performance).• PredictabilityPredictability (be consistent; keep your
promises).• CompetenceCompetence (demonstrate good business
sense and professionalism).
Trust:Trust: “Reciprocal faith in others’ intentions and behavior.”
10-7
TrustTrust
Self-managed Teams
Groups of workers given administrative oversight for their task domains (see survey)
Roles taken on by “team advisors” Relating, e.g. team relative power structure Scouting, e.g. facilitating group problems solving Persuading, e.g. gathering outside support,
facilitating team to be more effective Empowering , e.g. coaching
Different Types of Teams
Cross-functional teams Grew out of TQM movement – improve process Different specialization that have an ownership of
a process or issue being tackled Virtual teams
Physically dispersed task group . . . Occur by default due to technology and
organization response, e.g. outsourcing
Self-managed team – other issues Managerial resistance Evidence of effectiveness – productivity,
positive effect on attitudes, etc.
10-8
Percentage of Companies Saying Their Self-ManagingPercentage of Companies Saying Their Self-ManagingTeams Perform These Traditional Management Functions Teams Perform These Traditional Management Functions
by Themselves.by Themselves.
Schedule work assignments 67%Work with outside customers 67Conduct training 59Set production goals/quotas 56Work with suppliers/vendors 44Purchase equipment/services 43Develop budgets 39Do performance appraisals 36Hire co-workers 33Fire co-workers 14
Source: Adapted from “1996 industry Report: What Self-Managing Teams Manage,” Training, October 1996, p. 69
Survey Evidence: What Self-Survey Evidence: What Self-Managing Teams ManageManaging Teams Manage
• InvulnerabilityInvulnerability• Inherent moralityInherent morality• RationalizationRationalization• Stereotyped views of oppositionStereotyped views of opposition• Self-censorshipSelf-censorship• Illusion of Illusion of
unanimityunanimity• Peer pressurePeer pressure• MindguardsMindguards
10-10
Symptoms of GroupthinkSymptoms of Groupthink
Every group member a critical evaluator Avoid rubber-stamp decisions Different groups explore same problems Rely on subgroup debates and outside experts Assign role of devil’s advocate Rethink a consensus
10-11
Skills and Best Practices: How Skills and Best Practices: How to Prevent Group Thinkto Prevent Group Think
Social Loafing
Tendency for individual effort to decline as a group size increases
Reasons: Equity effort – perception that every one else is
goofing off Loss of personal accountability Motivational loss due to sharing of rewards –
expectancy theory Loss of coordination
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