Chapter 13 Groups and Teams PowerPoint slides by R Dennis Middlemist Colorado State University Learning Objectives After studying this chapter, you should be able to:    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 ©2005 Learning Objectives After studying this chapter, you should be able to:    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 ©2005 Learning Objectives After studying this chapter, you should be able to:   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 ©2005 Group versus Team  Group  A set of people, usually from 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 ©2005 Commonality of Goal Team Outcomes Team Group TEAMS demonstrate enhanced:  Coordinated interaction  Personal responsibility for group outcomes  Individual identification with group Individuals Degree of Interdependence and Collaboration ©2005 Adapted from Exhibit 13.1: Individuals-to-Group-to-Team Continuum Basic Types of Groups Type of Group Features Examples Command (Supervisory) One supervisor with a number of subordinates Relatively enduring Membership changes relatively slowly Clerical units Manufacturing assembly units Local sales managers reporting to a regional sales manager Project/Task Force Temporary Specific limited purpose Group members are aware of temporary nature of the group Product design teams Management information systems teams to develop upgraded computer systems Team project groups in university classes ©2005 Adapted from Exhibit 13.2: Types of Groups Basic Types of Groups Type of Group Features Examples Committee Either permanent or ad hoc Meet only periodically Members have different permanent jobs and/or supervisors Membership typically does not represent an employee’s highest commitment Budget committees Safety committees Promotion review committees Formal Command (supervisory) Project/Task force Committee ©2005 Adapted from Exhibit 13.2: Types of Groups Basic Types of Groups Type of Group Features Examples Informal Group not originated by the organization Voluntary membership Obvious differences and boundaries between members and nonmembers Group of employees who lunch together on Fridays Van pool group The “water cooler group” ©2005 Adapted from Exhibit 13.2: Types of Groups Examples of Committees Governance Compensation Overnight Executive Finance Audit Steering Safety Ethics Disaster planning Long-range Public relations planning 10 ©2005 Adapted from Exhibit 13.2: Types of Groups Effects 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 18 â2005 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 Adapted from Exhibit 13.6: Effects of High Levels of Group Cohesion Formation and Development of Groups and Teams Influences on Formation  Organizational goals  Opportunities for interaction and sharing mutual knowledge  Psychological factors  Security needs  Social support  Self-esteem needs  Status needs 19 ©2005 Formation and Development of Groups and Teams Stages of Development Formation Early development Becoming a group Performing as a team Indicates progression 20 ©2005 Adapted from Exhibit 13.7: Stages of Group Development Team Competencies Knowledge Skills Attitudes • Knowledge of team • Adaptability and • Team orientation • • • • • mission, objectives, norms Task sequencing Team role Interaction patterns Understanding team work skills Teammate characteristics • • • • flexibility Mutual performance monitoring and feedback, selfcorrection Coordination and task integration Communication Decision making and problem solving • 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 21 ©2005 Adapted from Exhibit 13.9: Examples of Specific Team Competencies in Three Areas Types of Team Competencies 22 ©2005 Specific Content driven Team contingent Generic Relation to Team Relation to Task Specific Generic Task contingent Transportable Adapted from Exhibit 13.10: Types of Team Competencies Dealing 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 23 ©2005 Dealing 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 24 ©2005 Dealing 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 25 ©2005 Dealing 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 26 ©2005 Characteristics of Highly Effective Groups • 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 Source: J R Hackman (ed.), Groups That Work (and Those That Don’t): Creating Conditions for Effective Teamwork (San Francisco: Jossey-Bass, 1990) 27 ©2005 Adapted from Exhibit 13.11: Characteristics of Highly Effective Groups Ingredients Necessary for Group 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 28 ©2005 Managers’ Responsibilities for Encouraging Group Effectiveness  Develop appropriate group structures  Develop appropriate support from the organization  Obtain appropriate coaching and consultation assistance 29 ©2005 Enhancing Group Effectiveness Necessary Processes Group Structure POINTS OF LEVERAGE Organizational Context Coaching and Consultation Apply ample effort Motivational structure Organizational of group task reward system Remedying coordination problems and building group commitment Acquire sufficient knowledge and skill Group composition Organizational Remedying inappropriate education/ “weighting” of member inputs training system and fostering cross-training Develop taskappropriate 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 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 30 ©2005 Adapted from Exhibit 13.12: Enhancing Group Effectiveness Checklist for Leadership of Groups How well 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? 31 ©2005 Adapted from Exhibit 13.13: A Checklist for Leaders of Groups Checklist for Leadership of Groups How well 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? Source: Adapted from G L Hallam, “Seven Common Beliefs about Teams: Are They True?” Leadership in Action 17 no (1997), pp 1–4 32 ©2005 Adapted from Exhibit 13.13: A Checklist for Leaders of Groups ... Specific limited purpose Group members are aware of temporary nature of the group Product design teams Management information systems teams to develop upgraded computer systems Team project groups in... Types of Groups Basic Types of Groups Type of Group Features Examples Informal Group not originated by the organization Voluntary membership Obvious differences and boundaries between members and... Threads: Understanding the Multiple Effects of Diversity in Organizational Groups,” Academy of Management Review 21, no (1996), pp.402–423 12 ©2005 Adapted from Exhibit 13.4: Examples of Diversity