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