Chapter 15 - Effective Groups and Teams.ppt

Effective groups and teams - for BBA students

1. Chapter 15
Effective Groups
and Teams
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2. Learning Objectives
1.Explain why groups and teams are key contributors to
organizational effectiveness.
2.Identify the different types of groups and teams that help
managers and organizations achieve their goals.
3.Explain how different elements of group dynamics influence
the functioning and effectiveness of groups and teams.
4.Explain why it is important for groups and teams to have a
balance of conformity and deviance and a moderate level of
cohesiveness.
5.Describe how managers can motivate group members to
achieve organizational goals and reduce social loafing in
groups and teams.
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3. Groups, Teams and
Organizational Effectiveness
Group
Two or more people
who interact with
each other to
accomplish certain
goals or meet certain
needs.
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4. Groups, Teams and
Organizational Effectiveness
Team
A group whose members work intensely with
each other to achieve a specific, common goal or
objective.
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5. Groups, Teams and
Organizational Effectiveness
Two characteristics distinguish teams from
groups:
1.Intensitywith which team members work
together
2.Presence of a specific, overriding team goal
or objective
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6. Groups and Teams as
Performance Enhancers
Advantage of synergy
People working in a group are able to produce
more outputs than would have been produced if
each person had worked separately
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7. Groups and Teams as
Performance Enhancers
Factors that contribute to synergy
Ability of group members to bounce ideas off one
another
To correct one another’s mistakes
To bring a diverse knowledge base to bear on a
problem
To accomplish work that is too vast for any one
individual to achieve
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8. Groups’ and Teams’ Contributions to
Organizational Effectiveness
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9. Groups and Teams and
Responsiveness to Customers
Responsiveness to Customers
Difficult to achieve given the many constraints.
•Safety issues, regulations, costs.
Cross-functional teams can provide the wide
variety of skills needed to meet customer
demands.
•Teams consist of members of different departments.
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10. Teams and Innovation
Innovation
The creative development of new products, new
technologies, new services, or new organizational
structures
Individuals rarely possess the wide variety of
skills needed for successful innovation.
Team members can uncover each other’s flaws
and balance each other’s strengths and
weaknesses
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11. Groups and Teams as Motivators
Members of groups, and particularly teams, are
often better motivated and satisfied than
individuals.
Team members can see how their efforts and
expertise directly contribute to the achievement
of team and organizational goals, and they feel
personally responsible for the outcomes or
results of their work
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12. The Types of Groups and
Teams in Organizations
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13. Types of Groups and Teams
Formal Group
A group that managers establish to achieve
organizational goals.
Informal Group
A group that managers or nonmanagerial
employees form to help achieve their own goals
or to meet their own needs.
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14. Types of Groups and Teams
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15-14Type of Team
Top-management
team
A group composed of the CEO, the president,
and the heads of the most important
departments
Research and
development team
A team whose members have the expertise
and experience needed to develop new
products
Command groups A group composed of subordinates who
report to the same supervisor, also called a
department or unit
Task forces A committee of managers or nonmanagerial
employees from various departments or
divisions who meet to solve a specific,
mutual problem; also called an “ad hoc”
committee

15. The Types of Groups and Teams
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15-15Type of Team
Self-managed work
team
A group of employees who supervise their
own activities and monitor the quality of the
goods and services they provide.
Virtual team A team whose members rarely or never meet
face to face and interact by using various
forms of information technology such as
email, computer networks, telephone, fax and
video conferences.
Friendship group An informal group composed of employees
who enjoy each other’s company and
socialize with each other.
Interest group An informal group composed of employees
seeking to achieve a common goal related to
their membership in an organization.

16. Keys to Effective
Self-Managed Teams
Give the team enough responsibility and autonomy
to be truly self-managing.
The team’s task should be complex enough to
include many different steps.
Select members carefully for their diversity, skills,
and enthusiasm.
Managers should guide and coach, not supervise.
Analyze training needs and be sure it is provided.
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17. Group Size
Advantages of small groups
1.Interact more with each other and easier to
coordinate their efforts
2.More motivated, satisfied, and committed
3.Easier to share information
4.Better able to see the importance of their
personal contributions
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18. Group Size
Disadvantage of small
groups is that
members of small
groups have fewer
resources available to
accomplish their
goals.
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19. Group Size
Advantages of large groups
More resources at their disposal to achieve group
goals
Enables managers to obtain division of labor
advantages
Disadvantages of large groups
Problem of communication and coordination
Lower level of motivation
Members might not think their efforts are really
needed
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20. Group Tasks
Task interdependence
degree to which the
work performed by
one member of the
group influences the
work performed by
other members
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21. Group Tasks
Pooled task interdependence
Members make separate, independent
contributions to group such that group
performance is the sum of each member’s
contributions
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22. Group Tasks
Sequential task interdependence
Exists when group members must perform
specific tasks in a predetermined order.
Reciprocal task interdependence
Exists when the work performed by each group
member is fully dependent on the work
performed by other group members.
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23. Types of Task Interdependence
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24. Group Roles
Group Role
The set of behaviors and tasks that a group
member is expected to perform because of his or
her position in the group.
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25. Group Roles
In cross-functional teams, members are
expected to perform roles in their specialty.
Managers should clearly describe expected roles
to group members when they are assigned to
the group.
Role-making occurs as workers take on more
responsibility in their roles as group members.
Self-managed teams may assign the roles to
members themselves.
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26. Group Leadership
Effective leadership is a key ingredient in high
performing groups, teams, and organizations.
A manager may appoint a member of a group
who is not a manager to be group leader or
chairperson.
Group or team members may choose their own
leaders, or a leader may emerge naturally as
group members work together to achieve group
goals
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27. The Stages of Group Development
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28. Stages of Group Development
Forming
Group members get to know each other and
reach common understanding
Storming
Group members experience conflict because
some members do not wish to submit to
demands of other group members
Norming
Close ties and consensus begin to develop
between group members.
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29. Stages of Group Development
Performing
The group begins to do its real work.
Adjourning
Only for task forces that are temporary
Group is dispersed
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30. Example –Furman University
Orientation
Like many universities, Furman engages
freshman in orientation activities
This includes many activities in the residential
halls
Many are formingand stormingactivities
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31. Group Norms
Group Norms
Shared guidelines or rules for behavior that most
group members follow
Managers should encourage members to
develop norms that contribute to group
performance and the attainment of group goals
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32. Group Norms
Conformity and Deviance
Members conform to norms to obtain rewards,
imitate respected members, and because they
feel the behavior is right.
When a member deviates, other members will
try to make them conform, expel the member, or
change the group norms to accommodate them.
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33. Balancing Conformity and
Deviance in Groups
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34. Group Cohesiveness
Group cohesiveness
The degree to which members are attracted to
their group
Three major consequences
Level of participation
Level of conformity to group norms
Emphasis on group goal accomplishment
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35. Sources and Consequences of
Group Cohesiveness
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36. Factors Leading to Group Cohesiveness
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15-36Factor
Group Size Smaller groups allow for high cohesiveness;
Low cohesiveness groups with many
members can benefit from splitting into two
groups.
Managed Diversity Diverse groups often come up with better
solutions.
Group Identity Encouraging a group to adopt a unique
identity and engage in competition with
others can increase cohesiveness.
Success Cohesiveness increases with success;
finding ways for a group to have some small
successes increases cohesiveness.

37. Motivating Group Members to Achieve
Organizational Goals
Members should benefit when the group
performs well—rewards can be monetaryor
in other forms such as special recognition.
Individual compensation is a combination of
both individual and group performance.
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38. Reducing Social Loafing in Groups
Social loafing
The tendency of individuals to put forth less
effort in a group than individually.
Results in possibly lower group performance and
failure to attain group goals
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39. Three Ways to Reduce
Social Loafing
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40. Video: Zappos
Explain the role of teams and teamwork at
Zappos.
How has the leadership style at Zappos
contributed to the success of the company?
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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