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![Page 1: Groups n Two or more individuals that come into personal and meaningful contact on a continuous basis n Groups and teams are not the same – Teams are a.](https://reader036.fdocuments.us/reader036/viewer/2022062718/56649e705503460f94b6e9e7/html5/thumbnails/1.jpg)
Groups
Two or more individuals that come into personal and meaningful contact on a continuous basis
Groups and teams are not the same– Teams are a subset of groups– Teams have more structure– Teams have Goals
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Group DynamicsGroup Dynamics Dynamics affect how a group or team functions.
– Group size: affects how a group performs. Normally, keep group small (2 to 9 members).
– Small groups interact better and tend to be more motivated.
Use large groups when more resources are needed.– Division of labor is possible with large group.
– Group Tasks: impacts how a group interacts. Task interdependence shows how work of one member
impacts another.– As interdependence rises, members work closer together.
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Team Size
Optimal Size???? Depends on task, group, time, etc. Should be large enough to provide
sufficient ideas, and labor, but not so large that social loafing becomes an issue, and that the group becomes clumsily large
Navy Seals in Panama
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Reducing Social LoafingReducing Social Loafing
Make individualcontributionsidentifiable
Make individualcontributionsidentifiable
Emphasize valuable individual
contributions
Emphasize valuable individual
contributions
Keep group sizeat an appropriate
level
Keep group sizeat an appropriate
level
REDUCEREDUCEREDUCEREDUCE SocialSocialLoafingLoafingSocialSocial
LoafingLoafing
Figure 14.7
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Group DynamicsGroup Dynamics– Task interdependence types:
Pooled Task Interdependence: members make separate, independent contributions to group.
– Group performance is the sum of member contributions.
Sequential Task Interdependence: members perform tasks in a sequential order.
– Hard to determine individual performance since one member depends on another.
Reciprocal Task Interdependence: work performed by a member is dependent on work by others.
– Members share information and work closely together.
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Processes of Groups
Forming, Storming, Norming, Performing and Adjourning
Groups move through the stages, can stop at a stage, or move back down through the stages
The faster they move through the process the better
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The Development of Work Teams
Source: Adapted and modified from B.W. Tuckman and M. A. C. Jensen. Stages of small-group development revisited. Group and Organization Studies, 2, 1977, pp. 419-442; and B. W. Tuckman. Developmental sequence in small groups. Psychological Bulletin, 63, 1965, pp. 384-389.
Adapted from Figure 17.3
Deg
ree
of
Mat
uri
tyD
egre
e o
f M
atu
rity
HighHigh
LowLow
EndEndStartStart Time TogetherTime Together
Forming
Storming
Norming
Performing
Adjourning
End orrecycle
End orrecycle
End orrecycle
End orrecycle
17.6
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Forming-awareness stage
Group is brought together and orientation occurs Become aware of friendships, task objective Amount of information and commitment and
acceptance of organizational goals is important Anxiety about the group, the task, and
performance capability Group efficacy-belief in groups ability
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Storming-conflict stage
Competitive or strained behaviors emerge over conflict about roles and objectives
Dominant members emerge Spreading conflict can lead to frustration,
and anger Conflict resolution is necessary to move on Some conflict is beneficial
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Norming
Members begin to feel positive about the group and what it is supposed to do
Start to feel like “we are in this together” Roles are set Rules and norms are set and enforced by
members
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Behavioral Norms
Informal rules of behavior Widely shared and enforced by group Facilitate group survival
– Predictability of behavior– Prevents embarrassing situations– Express important behaviors
Dress, Humor, Attitude toward organization, what is ok to take from org
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Norm Development
Explicit Statement by top management Critical events-precedence Primacy behaviors Recency Past experience-carry-over behaviors from
other groups
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Group Cohesiveness Group Cohesiveness – Group cohesiveness: measures the loyalty to the
group by its members. Level of Participation: as cohesiveness rises, so will
participation.– Participation helps get members actively involved, but too
much can waste time. Level of Conformity: as conformity rises, so does
cohesiveness. – With too much conformity, performance can suffer.
Level of Group Goal Accomplishment: as cohesiveness rises, the emphasis on group accomplishment will rise.
– High levels of cohesiveness can cause the group to focus more on itself than the firm.
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CohesivenessCohesiveness– Determinates of cohesiveness: can be altered to
change cohesiveness levels in a group. Group Size: small groups allow 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: When cohesiveness is low, encourage a group to adopt a unique identity and engage in healthy competition with others.
Success: cohesiveness increases with success.– Look for a way for a group to find some small success.
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Factors that influence cohesion
Common Goals Success Experience Size Interpersonal Attraction External Threat High Status Cooperation
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Group Cohesiveness Group Cohesiveness
GroupSize
GroupSize
ManagedDiversity
ManagedDiversity
GroupIdentity
GroupIdentity
SuccessSuccess
GroupCohesiveness
GroupCohesiveness
Level of Conformity to
norms
Level of Conformity to
norms
Level of Participation
in group
Level of Participation
in group
Emphasison goals
accomplished
Emphasison goals
accomplished
Figure 14.6
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Groupthink
Desire to agree is so great that is dominates concern for realistic appraisal of alternative courses of action
Too much cohesion or domination of group by a few leaders
Time pressure, need to perform, crisis conditions
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Productive Controversy
Productive Controversy– between extremes of infighting and groupthink
Also known as creative abrasion value different points of view Facilitates creative problem solving Task related conflict is good, personal is not
so good
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Balancing Conformity and DevianceBalancing Conformity and DevianceFigure 14.5
Lev
el o
f gr
oup
Per
form
ance
Low
High
Low ConformityHigh deviation
Med. ConformityMed. deviation
High ConformityLow deviation
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Performing-productivity/achievement Members have come to trust and accept
each other Members comfortable presenting ideas Team is focused on task, committed to the
mission
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Adjourning-separation
For temporary (task force) teams Terminating task behaviors Disengaging from relationship Isn’t always planned Recognition for performance and give closure May be turnover of members rather than
adjournment
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Groups & Teams Impact EffectivenessGroups & Teams Impact Effectiveness
Groupsand
TeamsCan...
Groupsand
TeamsCan...
Enhance Performance
Enhance Performance
IncreaseResponsiveness
to customer
IncreaseResponsiveness
to customer
IncreaseInnovation
IncreaseInnovation
IncreaseMotivation
& Satisfaction
IncreaseMotivation
& Satisfaction
Gaining aCompetitiveAdvantage
Gaining aCompetitiveAdvantage
Figure 14.1
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Types of Groups and TeamsTypes of Groups and Teams
Cross-Cross-FunctionalFunctional
TeamsTeams
Cross-Cross-FunctionalFunctional
TeamsTeams
InterestInterestGroupsGroups
InterestInterestGroupsGroups
Groups & TeamsGroups & TeamsGroups & TeamsGroups & Teams
Formal Groups Formal Groups created by managerscreated by managers
Formal Groups Formal Groups created by managerscreated by managers
Cross-Cross-CulturalCulturalTeamsTeams
Cross-Cross-CulturalCulturalTeamsTeams
TopTopMgmt.Mgmt.TeamsTeams
TopTopMgmt.Mgmt.TeamsTeams
R & DR & DTeamsTeams
R & DR & DTeamsTeams
Self-Self-ManagedManaged
TeamsTeams
Self-Self-ManagedManaged
TeamsTeams
CommandCommandGroupsGroups
CommandCommandGroupsGroups
TaskTaskForcesForces
TaskTaskForcesForces
Informal Groups Informal Groups created by workerscreated by workers
Informal Groups Informal Groups created by workerscreated by workers
FriendshipFriendshipGroupsGroups
FriendshipFriendshipGroupsGroups
Figure 14.2
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Informal Groups
Small number of individuals that frequently participate together in activities and are more connected to each other than to non-members– Share values, feelings, interests– Provides satisfaction of personal needs, mutual
support Can be beneficial or detrimental to
organizations
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Work Teams
Small number of identifiable, interdependent employees that work together on tasks in order to achieve organizational goals– Functional– Problem-solving– Self-managing– Multidisciplinary– High-performance teams
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Functional Work Teams
Members from a single department Consider issues and solve problems May be continual or May be task force that disbands after
completion of assignment
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Problem-Solving
Members from different areas in a department that attempt to improve a process– Task forces-meet to move the organization
toward a new strategic position– Quality circles-regular meetings to identify,
analyze, solve problems
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Multidisciplinary Teams
Members from various areas and organizational levels that work toward specific goals– Designing and introducing products– Improve company match with suppliers and
customers– Design and introduce new processes
Permanent or temporary Product development-Saturn
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Advantages of Multidisciplinary
Speed in product development– replaces serial development with parallel
development– communication through levels of organization
Creativity– variety of experience and expertise
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Self-Managing Teams
Work together daily to make, deliver an entire product or service
Often multidisciplinary Rotating job tasks and assignments Decide for themselves what and how to do
things Can raise productivity 30% Managerial levels often eliminated
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High-Performance Teams
Self-managing teams composed of highly trained members
Fully empowered to accomplish major tasks US Navy Seals SWAT and SRT teams Members must put group ahead of personal
ego and be totally committed to group initiatives
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Culture’s Effect on Groups
Collectivist Vs Individualistic Cultures– collectivists are more comfortable in groups
Japan, Latin-American
– individualistic are less comfortable US
In individualistic countries groups must be supported by organizational culture
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Organizational Culture
Traditional Organizations depend upon stable functional teams without multidisciplinary work
Modern organizations strive to be more adaptive through use of multidisciplinary teams– Most employees serve on multiple
multidisciplinary teams at one time