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Chapter 7Chapter 7

Groups and TeamworkGroups and Teamwork

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LearningLearning OutcomesOutcomes

After reading the material in this chapter, you should be able to:

1. Describe the five stages of group development.

2. Contrast roles and norms, and specify four reasons norms are enforced in organizations.

3. Explain how a work group becomes a team.

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LearningLearning OutcomesOutcomes

4. Describe self-managed teams and virtual teams.

5. Define social loafing and explain how managers can prevent it.

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FUNDAMENTALS OF GROUP FUNDAMENTALS OF GROUP BEHAVIOURBEHAVIOUR

What is a Group?What is a Group?

Two or more freely interacting people Two or more freely interacting people with shared norms and goals and a with shared norms and goals and a common identity.common identity.

Why don’t mere aggregates of people fit Why don’t mere aggregates of people fit this definition?this definition?

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The Group Development ProcessThe Group Development Process

Five stages of group development:Five stages of group development:

(1)(1) FormingForming – “ice-breaking” stage; uncertainty high; mutual trust low; if no formal leader asserts authority, emergent leader will step in

(2)(2) StormingStorming – time of testing leader’s policies & assumptions; subgroups form; subtle forms of rebellion occur; many groups stall in this stage

(3)(3) NormingNorming – group cohesiveness (a “we” feeling) develops

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The Group Development Process The Group Development Process (cont’d)(cont’d)

Five stages of group development Five stages of group development (cont’d):(cont’d):

(4)(4) Performing Performing – focus is on solving task problems; climate of open communication, strong cooperation, and helping behaviour; group achieves more than any one individual

(5)(5) AdjourningAdjourning – the work is done; rituals such as parties, award ceremonies, graduations can provide closure

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Group Member RolesGroup Member Roles

RolesRoles – – sets of behaviours that persons expect of sets of behaviours that persons expect of occupants of a positionoccupants of a position

Role overloadRole overload – – when the total of what is expected when the total of what is expected from someone exceeds what he or she is from someone exceeds what he or she is able to doable to do

Role conflictRole conflict – – when different people expect when different people expect different things from one persondifferent things from one person

Role ambiguityRole ambiguity – – when an individual does not when an individual does not know what is expected of themknow what is expected of them

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Task vs. Maintenance RolesTask vs. Maintenance Roles

• Task and maintenance roles need to be performed if a group is to accomplish anything.

• Task roles enable the work group to define, clarify and pursue a common purpose.

• Maintenance roles foster supportive and constructive interpersonal relationships.

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SummarySummary

• Task roles keep the group on track while maintenance roles keep the group together.

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NormsNorms

NormsNorms –– shared attitudes, opinions, feelings, or shared attitudes, opinions, feelings, or actions that guides social behaviour; more actions that guides social behaviour; more encompassing than roles.encompassing than roles.

How Norms are Developed:How Norms are Developed: explicit statements by supervisors or co-

workers

critical events in the group’s history

primacy first behaviour sets a pattern

carry-over behaviours from past situations

Think About It.........Think About It.........

• What norms are currently in effect in all of your classes?

• Do these norms help or hinder your ability to learn?

• Norms can affect performance either positively or negatively.

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OstracismOstracism

• Rejection by other group members.

• Also known as “the silent treatment”

• Group members positively reinforce those who adhere to current norms with friendship and acceptance.

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Norms Norms (cont’d)(cont’d)

Why Norms Are Enforced:Why Norms Are Enforced: Help the group or organization survive

Clarify or simplify behavioural expectations

Help individuals avoid embarrassing situations

Clarify the group’s or organization’s central values and/or unique identity

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TEAMS, TRUST, & TEAMWORKTEAMS, TRUST, & TEAMWORK

TeamTeam

a small number of people with complementary skills

committed to a common purpose, performance goals, & approach

hold themselves mutually accountable

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A Team is More Than Just a GroupA Team is More Than Just a Group

A work group becomes a team when:A work group becomes a team when: LeadershipLeadership becomes a shared activity. AccountabilityAccountability shifts from strictly individual to both

individual and collective. The group develops its own purposepurpose or mission. Problem solvingProblem solving becomes a way of life, not a part-time

activity. EffectivenessEffectiveness is measured by the group’s collective

outcomes and products.

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Trust: A Key Ingredient of TeamworkTrust: A Key Ingredient of Teamwork

TrustTrust – reciprocal faith in others’ intentions and behaviour; must be earned; cannot be demanded

Three Dimensions of Trust:Three Dimensions of Trust:1.1. Overall trustOverall trust – expecting fair play, the truth, &

empathy

2.2. Emotional trustEmotional trust – faith that someone will not misrepresent you to others or betray confidence

3.3. ReliablenessReliableness – belief that promises & appointments will be kept and commitments met

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How to Build TrustHow to Build Trust

Six guidelines for building trust:Six guidelines for building trust:1.1. CommunicationCommunication - keep everyone informed; give

feedback; tell the truth.

2.2. SupportSupport - be available and approachable.

3.3. Respect -Respect - delegate; be an active listener.

4.4. Fairness -Fairness - give credit where due; objectively evaluate performance.

5.5. Predictability -Predictability - be consistent; keep your promises.

6.6. Competence -Competence - demonstrate good business sense and professionalism.

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Self-Managed TeamsSelf-Managed Teams

Self-managed TeamsSelf-managed Teams – groups of employees granted administrative responsibility for their work

Research concludes that self-managed teams Research concludes that self-managed teams have:have: A positive effect on productivityA positive effect on productivity

A positive effect on attitudes such as responsibility A positive effect on attitudes such as responsibility & control& control

No significant effect on attitudes such as job No significant effect on attitudes such as job satisfaction & organizational commitmentsatisfaction & organizational commitment

No significant effect on absenteeism or turnoverNo significant effect on absenteeism or turnover

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Virtual TeamsVirtual Teams

A virtual teamvirtual team is a physically dispersed task group that conducts its business through modern information technology.

Meaningful face-to-face contactface-to-face contact, especially during early phases of the group development process, is absolutely essential.

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Social loafingSocial loafing –– decrease in individual effort as group size increases. It occurs when:

the task is perceived to be unimportant, simple, or not interesting

group members think their individual input is not identifiable

group members expect co-workers to loaf

Social LoafingSocial Loafing

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1. Participative leadership

2. Shared responsibility

3. Aligned on purpose

4. Strong communication

5. Future-focused

6. Focused on task

7. Creative talents applied

8. Rapid response to opportunities

Attributes of High-Performance TeamsAttributes of High-Performance Teams