group process and work team.ppt

Group ProcessesGroup Processesand Work Teamsand Work Teams

Chapter 8Chapter 8

2 © Copyright 2003, Prentice Hall

Learning ObjectivesLearning Objectives1. Define what is meant by a group and identify different types

of groups operating within organizations.2. Describe the importance of norms, roles, status, and

cohesiveness within organizations.3. Explain how individual performance in groups is affected by

the presence of others (social facilitation), the cultural diversity of group membership, and the number of others with whom one is working (social loafing).

4. Define what teams are and describe the various types of teams that exist in organizations.

5. Understand the evidence regarding the effectiveness of teams in organizations.

6. Explain the factors responsible for the failure of some teams to operate as effectively as possible and identify steps that can be taken to build successful teams.

© Copyright 2003, Prentice Hall 3

Group DynamicsGroup DynamicsThe social science field focusing on the nature of groups – the factors governing their formation and development, the elements of their structure, and their interrelationships with individuals, other groups, and organizations.


GroupGroupA collection of two or more interacting individuals who maintain stable patterns of relationships, share common goals, and perceive themselves as being a group.


Types of GroupsTypes of GroupsFormal GroupsFormal Groups: Groups that are created by the organization, intentionally designed to direct its members toward some organizational goal.Informal GroupsInformal Groups: Groups that develop naturally among people, without any direction from the organization within which they operate.


Types of GroupsTypes of Groups


Formal GroupsFormal GroupsCommand GroupCommand Group: A group determined by the connections between individuals who are a formal part of the organization (i.e., those who legitimately can give orders to others).Task GroupTask Group: A formal organizational group formed around some specific task.Standing CommitteesStanding Committees: Committees that are permanent, existing over time.Ad Hoc CommitteeAd Hoc Committee: A temporary committee formed for a special purpose.


Informal GroupsInformal Groups Interest GroupInterest Group: A

group of employees who come together to satisfy a common interest.

Friendship GroupsFriendship Groups: Informal groups that develop because their members are friends, often seeing each other outside of the organization.


Why People Join GroupsWhy People Join Groups


How Groups are FormedHow Groups are Formed Five-Stage ModelFive-Stage Model: The conceptualization

claiming that groups develop in five stages – forming, storming, norming, performing, and adjourning.

Punctuated Equilibrium ModelPunctuated Equilibrium Model: The conceptualization of group development claiming that groups generally plan their activities during the first half of their time together, and then revise and implement their plans in the second half.


Five-Stage ModelFive-Stage Model


Punctuated-Equilibrium Punctuated-Equilibrium ModelModel


Structural DynamicsStructural DynamicsThe pattern of interrelationships between the individuals constituting a group; the guidelines of group behavior that make group functioning orderly and predictable.RolesRoles: The hats we wearNormsNorms: A group’s unspoken rulesStatusStatus: The prestige of group membershipCohesivenessCohesiveness: Getting the team spirit


Role ConceptsRole Concepts RoleRole: The typical behavior that

characterizes a person in a specific social context.

Role IncumbentRole Incumbent: A person holding a particular role.

Role ExpectationsRole Expectations: The behaviors expected of someone in a particular role.

Role AmbiguityRole Ambiguity: Confusion arising from not knowing what one is expected to do as the holder of a role.


Role ConceptsRole Concepts Role DifferentiationRole Differentiation: The tendency for various

specialized roles to emerge as groups develop. Task-Oriented RoleTask-Oriented Role: The activities of an

individual in a group who, more than anyone else, helps the group reach its goal.

Socioemotional RoleSocioemotional Role: The activities of an individual in a group who is supportive and nurturant of other group members, and who helps them feel good.

Self-Oriented RoleSelf-Oriented Role: The activities of an individual in a group who focuses on his or her own good, often at the expense of others.


Common Group RolesCommon Group Roles


NormsNormsGenerally agreed on informal rules that guide group members’ behavior.Prescriptive NormsPrescriptive Norms: Expectations within groups regarding what is supposed to be done.Proscriptive NormsProscriptive Norms: Expectations within groups regarding behaviors in which members are not supposed to engage.


Norm DevelopmentNorm Development


StatusStatus The relative prestige, social position, or rank

given to groups or individuals by others. Formal StatusFormal Status: The prestige one has by

virtue of his or her official position in an organization.– Status SymbolsStatus Symbols: Objects reflecting the position of

any individual within an organization’s hierarchy of power.

Informal StatusInformal Status: The prestige accorded individuals with certain characteristics that are not formally recognized by the organization.


Group CohesivenessGroup CohesivenessThe strength of group members’ desires to remain a part of the group.Influencing factors:– Severity of initiation– Conditions of high external

threat or competition– Time spent together– Group size– History of success


Group CohesivenessGroup CohesivenessPositive consequences:– Increased group member satisfaction– Increased participation in group activities– Increased acceptance of group goals– Potentially high productivity– Decreased absenteeism and turnover

Negative consequences:– May be counterproductive if group’s goals are

contrary to organization’s goals


Social FacilitationSocial FacilitationThe tendency for the presence of others sometimes to enhance an individual’s performance and at other times to impair it.Drive Theory of Social FacilitationDrive Theory of Social Facilitation: The theory according to which the presence of others increases arousal, which increases people’s tendencies to perform the dominant response.– If that response is well learned, performance will improve.– But, if it is novel, performance will be impaired.

Evaluation ApprehensionEvaluation Apprehension: The fear of being evaluated or judged by another person.Computerized Performance MonitoringComputerized Performance Monitoring: The process of using computers to monitor job performance.


Social FacilitationSocial Facilitation


Computer MonitoringComputer Monitoring


Social LoafingSocial LoafingThe tendency for group members to exert less individual effort on an additive task as the size of the group increases.– Additive taskAdditive task: A type of group task in which the

coordinated efforts of several people are added together to form the group’s product.

Social Impact TheorySocial Impact Theory: The theory that explains social loafing in terms of the diffused responsibility for doing what is expected of each member of a group. The larger the size of a group, the less each member is influenced by the social forces acting on the group.


Social LoafingSocial Loafing


Social Loafing and CultureSocial Loafing and Culture Individualistic CulturesIndividualistic Cultures:

National groups whose members place a high value on individual accomplishments and personal success.

Collectivistic CulturesCollectivistic Cultures: National groups whose members place a high value on shared responsibility and the collective good of all.


Overcoming Social LoafingOvercoming Social Loafing Make each performer

identifiable Make work tasks more

important and interesting

Reward individuals for contributing to their group’s performance

Use punishment threats


TeamTeam

A group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable.


Groups vs. TeamsGroups vs. Teams


Work Teams: Then and Work Teams: Then and NowNow


Types of TeamsTypes of Teams


High Performance TeamsHigh Performance Teams Teams whose members are deeply committed

to one another’s personal growth and success.

Characteristics:– People are free to make their own decisions without

checking with others.– Everyone on the team shares responsibility.– All members agree on what they are trying to

accomplish.– Everyone cares about results and members

coordinate their individual talents to achieve them.


Continuum of AutonomyContinuum of Autonomy In work groups, bosses have

responsibility over decisions and are accountable for work outcomes. The workers themselves have very little autonomy.

By contrast, in self-managed work teams, the workers themselves have responsibility over decisions and are accountable for work outcomes.

Semiautonomous work groups are positioned between these two extremes.


Self-Managed Teams vs. Self-Managed Teams vs. Traditional Work GroupsTraditional Work Groups


What SMWTS ManageWhat SMWTS Manage


Creating TeamsCreating Teams Stage One: PreworkStage One: Prework

– Determining whether a team should be formed– Establishing the team’s objectives– Creating an inventory of needed skills– Determining the team’s authority

Stage Two: Creating Performance ConditionsStage Two: Creating Performance Conditions– Ensuring the team has the resources to carry out its work

Stage Three: Forming and Building the TeamStage Three: Forming and Building the Team– Establishing who is and is not a member of the team– Ensuring members accept the team’s mission– Clarifying the team’s mission and responsibilities

Stage Four: Providing ongoing assistanceStage Four: Providing ongoing assistance


How Successful are How Successful are Teams?Teams?

People enjoy working in teams after they have adjusted to them.Teams help enhance commitment among employees.Teams appear to be an effective way of eliminating layers of management, allowing more to be done by fewer people.Teams are not always responsible for making individuals and organizations more productive.


Why Teams FailWhy Teams FailMembers are unwilling to cooperate

with each other.Teams fail to receive support from

management.Some managers are unwilling to

relinquish control to teams.Teams may fail to cooperate with

other teams.


Developing Successful Developing Successful TeamsTeams1. Provide training in team skills.2. Compensate team performance.3. Provide support.4. Communicate the urgency of the team’s

mission.5. Promote cooperation within and between

teams.6. Select team members based on their

skills or potential skills.7. Be patient.


Skills TrainingSkills Training Team BuildingTeam Building: Formal efforts directed

toward making teams more effective. Key Areas of Team TrainingKey Areas of Team Training:– Being a team member– Self-management

Team Training ExercisesTeam Training Exercises– Role-definition exercises– Goal-setting exercises– Problem-solving exercises– Interpersonal-process exercises


Interpersonal SkillsInterpersonal Skills


Self-Management SkillsSelf-Management Skills

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