Transcript Effective Groups and Teams

Effective Groups
and Teams
Chapter Nine
McGraw-Hill/Irwin
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
After reading the material in this chapter,
you should be able to:
LO9.1 Describe the five stages of Tuckman’s theory
of group development.
LO9.2 Contrast roles and norms, and specify four
reasons norms are enforced in organizations.
LO9.3 Describe four attributes of a team player
LO9.4 Explain three ways to build trust and three
ways to repair trust.
LO9.5 Describe self-managed teams and virtual
teams.
LO9.6 Describe groupthink, and identify at least four
of its symptoms.
9-2
Fundamentals of Group Behavior
Group
 two or more freely interacting people who share
collective norms and goals and have a
common identity
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Formal and Informal Groups
Formal group
 group is formed by a
manager to help the
organization
accomplish its goals.
Informal group
 exists when the
members’
overriding purpose
of getting together
is friendship
9-4
Formal Groups Fulfill Organizational
and Individual Functions
9-5
Tuckman’s Five-Stage Theory of
Group Development
9-6
Group Development Process
Stage 1: Forming
Group members tend to be uncertain and
anxious about their roles, the people in
charge and the group’s goals
Mutual trust is low
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Group Development Process
Stage 2: Storming
Time of testing
Individuals try to determine how they fit into
the power structure
Procrastination may occur
9-8
Group Development Process
Stage 3: Norming
Questions about authority and power are
resolved through unemotional, matter-of-fact
group discussion
Group cohesiveness
 a “we feeling” binding group members together
9-9
Question?
A search committee has been created at ABC
University to hire a new dean of College of
Business. During which stage of the group
development process would the search committee
address role agreements and working as a team?
A.Storming
B.Performing
C.Adjourning
D.Norming
9-10
Group Development Process
Stage 4: Performing
Activity focused on solving task problems
Climate of open communication, strong
cooperation, and lots of helping behavior
9-11
Group Development Process
Stage 5: Adjourning
Work is done
Time to move on to other things
9-12
Group Member Roles
Roles
 expected behaviors for a given position
Task roles
 Enable the group to define, clarify, and pursue
a common purpose
Maintenance roles
 Foster supportive and constructive
interpersonal relationships
 Keep the group together
9-13
Task and Maintenance Roles
9-14
Question?
Bob's role in his work group is to promote
greater understanding through examples or
explanation of implications. Bob's role can
be described as a(n):
A.Initiator
B.Elaborator
C.Coordinator
D.Energizer
9-15
Norms
Norms
 an attitude, opinion, feeling, or action—shared
by two or more people— that guides their
behavior
9-16
How Norms are Developed
1. Explicit statements by supervisors or coworkers
2. Critical events in the group’s history
3. Primacy
4. Carryover behaviors from past situations
9-17
Why Norms are Enforced
Help the group or organization survive
Clarify or simplify behavioral expectations
Help individuals avoid embarrassing
situations
Clarify the group’s or organization’s central
values and/or unique identity
9-18
Teams
Team
 a small number of people with complementary
skills who are committed to a common
purpose, performance goals, and approach for
which they hold themselves mutually
accountable
 Task groups that have matured to the
performing stage
9-19
Teams
A group becomes a team when:
1. Leadership becomes a shared activity
2. Accountability shifts from strictly individual to both
individual and collective
3. The group develops its own purpose or mission
4. Problem solving becomes a way of life, not a parttime activity
5. Effectiveness is measured by the group’s
collective outcomes and products
9-20
Eight Characteristics of Effective
Team Players
9-21
3 C’s of Team Players
Committed
Collaborative
Competent
9-22
Team Building
Team building
 catchall term for a host of techniques aimed at
improving the internal functioning of work
groups
Team-building workshops strive for greater
cooperation, better communication, and less
dysfunctional conflict.
9-23
Question?
As the new Department Chair, Melvin
wanted his faculty members to engage in
more collaboration. He decided to start by
taking everyone to a Paintball course. This
is called ___________.
A.Social loafing
B.Cohesiveness
C.Team building
D.Leadership
9-24
Trust: A Key Ingredient of
Teamwork
Trust
 reciprocal faith that the intentions and
behaviors of another will consider the
implications for you.
9-25
Three Forms of Trust
Contractual trust
 trust of character
Communication trust
 trust of disclosure
Competence trust
 trust of capability
9-26
How to Build Trust
Communication
Competence
Support
Predictability
Respect
Fairness
9-27
Question?
As quarterback at Alabama, Jay Barker won
almost all of the games he started. When
the team was in a tough situation, they
trusted Barker to help them win. The team’s
trust was built by Barker’s _______.
A.Respect
B.Fairness
C.Predictability
D.Competence
9-28
Self-Managed Teams
Self-managed teams
 groups of workers who are given administrative
oversight for their task domains.
Administrative oversight involves delegated
activities such as planning, scheduling,
monitoring, and staffing
9-29
Teams
Cross-functionalism
 team made up of technical specialists from
different areas
 Common feature of self-managed teams
9-30
Question?
The work team at More 4 Babies, Inc. is
made up of technical specialists from
different areas of the company. This feature
of the work team at More 4 Babies is
referred to as
A.Cross-functionalism.
B.Administrative alignment.
C.Cohesiveness.
D.Groupthink.
9-31
Are Self Managed Teams Effective?
Have a positive effect on productivity
Have a positive effect on specific attitudes
relating to self-management
No significant effect on general attitudes
No significant effect on absenteeism or
turnover
9-32
Virtual Teams
Virtual team
 physically dispersed
task group that
conducts its business
through information
communication
technology (ICT).
9-33
Research Insights
Benefits
 Reduced real-estate costs
 Ability to leverage diverse knowledge, skills,
and experience across geography
 Ability to share knowledge of diverse markets
 Can reduce work-life conflicts
9-34
Threats to Effectiveness
Groupthink
 “a mode of thinking that people engage in when
they are deeply involved in a cohesive ingroup, when members’ strivings for unanimity
override their motivation to realistically appraise
alternative courses of action”
9-35
Symptoms of Groupthink
Invulnerability
Stereotyped
views of
opposition
Inherent
morality
Rationalization
Self-censorship
Illusion of
unanimity
Peer pressure
Mindguards
9-36
Social Loafing
Social Loafing
 tendency for
individual effort to
decline as group
size increases
9-37
Reasons for Social Loafing
Equity of effort
Loss of personal accountability
Motivational loss due to sharing of rewards
Coordination loss as more people perform
the task
9-38
Question?
The Organizational Behavior class has a project that
counts for 50% of the class grade. Groups of 10 have
been assigned to complete it. Duane thinks that he
will not have to work very hard because the group is
so large. This is called _______.
A.Groupthink
B.Cohesiveness
C.Social loafing
D.Collective groupthink
9-39
Video Case: Teamwork: Team
Activities for Coworkers
What types of activities are being used today for
team building and skills development? Why do
these types of activities work?
Are companies able to justify sending employees to
fun training programs? How?
Are corporate training programs such as those
described in the video case growing in popularity?
What benefits do you think you would get from
attending training programs like those described in
the case?
9-40