Download - Chapter 13
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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?