Effective Groups and Teams

Chapter 15: Effective Groups and Teams

Groups, Teams and Organizational Effectiveness

1. Definition of Group:
      - A group is defined as two or more people who interact with each other to accomplish certain goals or meet certain needs.

2. Definition of Team:
      - A team is described as a group whose members work intensely with each other to achieve a specific, common goal or objective.
      - Questions to consider: What strides has your group made to be a team?

3. Distinctions Between Groups and Teams:
      - Two characteristics that distinguish teams from groups:
        1. Intensity of Collaboration: Teams involve a higher intensity with which members work together.
        2. Specific Team Goal: Teams have a distinct overriding goal or objective.
      - Question to consider: How does this conversion happen?

Groups and Teams as Performance Enhancers

1. Advantage of Synergy:
      - Synergy refers to the phenomenon where people working in a group are able to produce more or higher-quality outputs than would have been produced if each person had worked separately.
      - The principle can be summarized as: “The whole is more than the sum of its parts.”
      - Question to consider: How does this have an impact on motivation?

2. Factors that Contribute to Synergy in Groups:
      - Group members can:
        * Bounce ideas off one another.
        * Correct one another’s mistakes.
        * Bring a diverse knowledge base to bear on a problem.
        * Accomplish work that is too vast for any one individual to achieve.
      - Question to consider: How does this impact responsiveness to customers?

Groups and Teams and Responsiveness to Customers

1. Responsiveness Challenges:
      - Achieving responsiveness to customers can be difficult due to various constraints, such as safety issues, regulations, and costs.
      

2. Role of Cross-Functional Teams:
      - Cross-functional teams can provide the wide variety of skills necessary to meet customer demands, consisting of members from different departments.

Teams and Innovation

1. Definition of Innovation:
      - Innovation is defined as the creative development of new products, new technologies, new services, or new organizational structures.
      

2. Importance of Teamwork in Innovation:
      - Individuals typically do not possess the full spectrum of skills required for successful innovation.
      - Team members can identify flaws in each other's work and balance strengths and weaknesses effectively.
      

3. Management Empowerment:
      - Managers should empower teams and hold them accountable during the innovation process.

Groups and Teams as Motivators

1. Motivational Aspects of Group Membership:
      - Members of groups, especially teams, tend to be:
        * More motivated and satisfied.
        * Able to see how their contributions affect team and organizational goals.
        * Engaged in social interactions that assist in coping with work-related stressors.
      - Question to consider: What drives this motivation?

Types of Groups and Teams

1. Formal vs. Informal Groups:
      - Formal Group: A group established by managers to achieve organizational goals.
      - Informal Group: A group formed by either managers or non-managerial employees to achieve personal goals or needs.

2. ** Types of Teams:**
      - Top-Management Team:
        - Comprises the CEO, the president, and heads of significant departments.
      - Research and Development Team:
        - Made up of experts and experienced members focused on new product development.
      - Command Groups:
        - Consists of employees who report to the same supervisor, also known as a department or unit.
      - Task Forces:
        - A committee of managers or non-managerial employees from various departments that meet to solve a specific problem; often called an “ad hoc” committee.
      - Self-Managed Work Team:
        - Employees who oversee their own activities and monitor the quality of goods and services provided.
      - Virtual Team:
        - Members rarely or never meet face-to-face and use technology such as email and video conferences for interaction.
      - Friendship Group:
        - An informal group where employees enjoy socializing together.
      - Interest Group:
        - Informal group aimed at achieving a common goal related to group membership within the organization.

Keys to Effective Self-Managed Teams

1. Responsibilities and Autonomy:
      - Provide enough responsibility and autonomy for teams to truly self-manage.

2. Task Complexity:
      - The team's tasks should be intricate enough to necessitate various steps.

3. Diverse Selection of Members:
      - Carefully select members for diversity, skills, and enthusiasm.

4. Management's Role:
      - Managers should guide and coach rather than supervise directly.

5. Training Needs Analysis:
      - Assess training needs and ensure appropriate training is provided.

Group Size

1. Advantages of Small Groups:
      - Small groups can:
        1. Interact more closely with each other and coordinate efforts more easily.
        2. Maintain higher motivation, satisfaction, and commitment levels.
        3. More effectively share information.
        4. Better recognize the significance of their individual contributions.

2. Disadvantages of Small Groups:
      - Fewer resources available to achieve their goals.

3. Advantages of Large Groups:
      - Large groups have:
        - More resources available for attaining goals and can leverage division of labor.

4. Disadvantages of Large Groups:
      - Issues pertaining to communication and coordination arise.
      - Reduced motivation among members, who might feel their efforts are unnecessary.
      - Question to consider: How do you determine group size?

Group Tasks

1. Task Interdependence:
      - Definition: The degree to which the work performed by one member of the group affects the work of others.
      - Frequent and continuous interaction leads to better familiarity, increased information sharing, and improved coordination and decision making.

2. Types of Task Interdependence:
      - Pooled Task Interdependence:
        - Exists when group members contribute separately and independently to the performance of the group.
        - Example: A group of salespeople working in a department store.
      - Sequential Task Interdependence:
        - Exists when group members must perform specific tasks in a predetermined order.
        - Example: Mass production processes.
      - Reciprocal Task Interdependence:
        - Exists when the work performed by each member heavily relies on the work done by other group members.
        - Example: Research and Development teams.

Group Roles

1. Definition of a Group Role:
      - A group role is the set of behaviors and tasks expected from a member of the group based on their position.
      - Role Making:
        - This involves modifying an assigned role by taking the initiative to assume additional responsibilities.
      - Question to consider: Have you determined group roles?

Group Leadership

1. Importance of Effective Leadership:
      - Effective leadership is crucial for high-performing groups, teams, and organizations.

2. Formal and Informal Leaders:
      - A manager may appoint a non-managerial member as a group leader (formal leader) or a leader may emerge naturally among the group members (informal leader).
      - Questions to consider: What makes a successful leader?

Stages of Group Development

1. Stages of Development:
      - Forming:
        - Members get acquainted and develop a common understanding.
      - Storming:
        - Conflict arises as some members resist demands from other members.
      - Norming:
        - Close ties and consensus begin to develop.
      - Performing:
        - The actual work of the group is accomplished.
      - Adjourning:
        - Applicable to temporary groups such as task forces, leading to group disbandment.
      - Questions to consider: Which of these areas have you seen?

Group Norms

1. Definition of Group Norms:
      - Group norms are shared guidelines or rules for behavior that most group members follow.
      - Managers should promote the development of norms that facilitate group performance and goal attainment.
      - Question to consider: How do we determine norms?

2. Member Conformity:
      - Members conform to norms for:
        - Obtaining rewards.
        - Imitating respected members.
        - Believing the behavior is right.
      - Deviation:
        - Occurs when a member fails to adhere to a group norm, indicating insufficient control over behaviors within the group.
      - Question to consider: As a group, how do we ensure conformity?

Consequences of Group Cohesiveness

1. Definition of Group Cohesiveness:
      - Cohesiveness refers to the degree to which members are attracted to their group.

2. Major Consequences:
      - Three significant impacts of cohesiveness include:
        - Level of participation in group activities.
        - Level of conformity to group norms.
        - Emphasis on achieving group goals.
      - Question to consider: How do we know when this happens?

Reducing Social Loafing in Groups

1. Definition of Social Loafing:
      - Social loafing is defined as the tendency of individuals to exert less effort in a group than when working alone.
      - It can lead to reduced group performance and hindered attainment of group goals.

Summary of Visual Aids

• Figure 15.1: Groups’ and Teams’ Contributions to Organizational Effectiveness

• Figure 15.2: Types of Groups and Teams in Organizations

• Figure 15.3: Types of Task Interdependence

• Figure 15.4: The Stages of Group Development

• Figure 15.5: Balancing Conformity and Deviance in Groups

• Figure 15.6: Sources and Consequences of Group Cohesiveness

• Figure 15.7: Three Ways to Reduce Social Loafing

End of Chapter 15 Notes