Group and Team Management

Management Chapter 8: Group and Team

8.1 Definition of a Group

• Group: Two or more interacting and interdependent individuals who come together to achieve specific goals.

  • Formal Groups: Work groups defined by the organization's structure with designated tasks aimed at accomplishing organizational goals.

  • Informal Groups: Social interactions (e.g., futsal, lunch breaks).

8.2 Stages of Group Development

• Groups develop through five stages:

  1. Forming:

  • Individuals join and define the group's purpose, structure, and leadership.

  1. Storming:

  • Characterized by conflict over control and group direction.

  1. Norming:

  • Establishment of close relationships and cohesiveness.

  1. Performing:

  • Group is functional and working on tasks effectively.

  1. Adjourning:

  • Concern with wrapping up activities and disbanding in temporary groups.

8.3 Factors Determining Group Performance and Satisfaction

• External Conditions:

  • Affected by organizational strategy, authority relationships, rules, regulations, resource availability, selection criteria, evaluation systems, and workspace layout.

  • Example: Boeing’s corporate criteria affecting quality improvement groups.

• Group Member Resources:

  • Individual resources (knowledge, abilities, skills) significantly influence group performance.

  • Importance of interpersonal skills like conflict management, collaborative problem-solving, and communication.

• Group Structure:

  • Defined internal structure influences behavior and performance: roles, norms, status, group size, cohesiveness, and leadership.

• Roles: Behavioral expectations associated with specific positions.

• Norms: Accepted standards dictating behavior regarding output, attendance, and socialization.

• Status System: Hierarchical structure influencing motivation and behavior based on perceived prestige.

• Conformity: Pressure to align opinions leads to conformity and sometimes groupthink, which can have disastrous results (e.g., Challenger disaster).

• Group Size:

  • Small groups complete tasks faster; large groups yield better results in problem-solving.

  • Social Loafing: Reduction in effort when working in groups.

• Group Cohesiveness: Attraction among members to the group and shared goals relates to productivity.

8.4 The Difference Between Groups and Teams

• Work Teams: Intense collaboration towards a common goal, relying on synergy, accountability, and complementary skills.

• Work Groups: Lack the need for collective work requiring joint effort; actions are individual rather than collaborative.

Characteristics of Work Teams vs. Work Groups:

8.5 Types of Work Teams

1. Problem-solving Team:

   • Composed of members from the same area, focused on improving work activities or solving specific problems.

2. Self-managed Work Team:

   • Operates without a manager; responsible for a complete process segment including tasks and scheduling.

3. Cross-functional Team:

   • Draws members from various specialties to collaborate on common projects (e.g., car design teams at General Motors).

4. Virtual Team:

   • Members work remotely using technology to achieve goals through online collaboration.

8.6 Creating Effective Work Teams

• Clear Goals:

  • Commitment to team objectives and clarity in roles and responsibilities.

• Relevant Skills:

  • Team members should possess both technical and interpersonal skills for effective collaboration.

• Mutual Trust:

  • Belief in each other's abilities and integrity.

• Unified Commitment:

  • Strong dedication to achieving team goals.

• Good Communication:

  • Clear exchange of information between team members.

• Negotiating Skills:

  • Ability to handle conflicts and differences effectively.

• Appropriate Leadership:

  • Guidance and support without controlling the team.

• Supporting Structures:

  • Training, performance measurement, incentives, and external resources to aid team effectiveness.

8.1 Definition of a Group

• Formal Groups: A project team at a company assigned specific tasks to meet a deadline.

• Informal Groups: Friends from work who meet for lunch to socialize.

8.2 Stages of Group Development

1. Forming: A newly assembled task force gathers to discuss their objectives for a product launch.

2. Storming: Team members argue about how to approach a project, leading to conflicts over ideas.

3. Norming: After resolving differences, the team establishes shared agreements and works effectively together.

4. Performing: The team collaborates to deliver the project on time and meets all objectives.

5. Adjourning: The group evaluates their project, shares feedback, and disbands after accomplishing their goals.

8.3 Factors Determining Group Performance and Satisfaction

• External Conditions: A team’s performance may improve if the company increases resources or provides better tools.

• Group Member Resources: A knowledgeable expert in the group enhances problem-solving abilities for complex tasks.

• Group Structure: Clear roles lead to a more organized workflow, such as a leader who coordinates activities while members focus on their tasks.

• Group Size: A small group of five may finish a report faster than a larger group of ten, but the larger group might provide more diverse ideas.

• Cohesiveness: A sports team that feels closely bonded often performs better during games.

8.4 The Difference Between Groups and Teams

• Work Team: A team of engineers working together to design a new product shares responsibilities and ideas.

• Work Group: A group of employees submitting individual reports without collaborating on the content.

8.5 Types of Work Teams

1. Problem-solving Team: A team of factory workers meets to find ways to improve efficiency on the production line.

2. Self-managed Work Team: A sales team operates independently, deciding on their strategies and schedules without a manager.

3. Cross-functional Team: Members from sales, marketing, and manufacturing collaborate to create a new advertising campaign for a product.

4. Virtual Team: Remote team members use video conferencing to plan an international conference across different time zones.

8.6 Creating Effective Work Teams

• Clear Goals: A team defining their mission statement to align their collective efforts.

• Relevant Skills: A graphic designer in a marketing team brings creative skills that complement the team's needs.

• Mutual Trust: Team members rely on each other's skills, increasing overall productivity.

• Unified Commitment: Team members volunteer for extra hours to ensure the project’s success before the deadline.

• Good Communication: Regular team meetings to discuss progress and provide updates help maintain transparency.

• Negotiating Skills: A team member mediates a disagreement over project direction, facilitating a resolution.

• Appropriate Leadership: A team leader guides the group while allowing input on decisions from all members, fostering ownership of project outcomes.