McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Groups and Groups and TeamsTeams

Chapter TenChapter Ten

Learning Objectives• Describe the basic nature of groups: the

dynamics of group formation and the various types of groups.

• Discuss the implications that research on groups has for the practice of management.

• Explain the important dynamics of informal groups and organizations.

• Analyze the impact of groupthink.• Present the team concept and its practice.

Introduction

• Formal and informal groups – the team concept and practice

• Teams – self-managed and cross-functional

Nature of Groups

• Meaning of a group and group dynamics• Dynamics of group formation

– Theories of group formation• Theory of George Homans: activities, interactions,

and sentiments• Theodore Newcomb’s classic balance theory of

group formation• Theoretical approach to group formation from

social psychology: exchange theory

Nature of Groups Continued

• Dynamics of group formation (continued)• Theodore Newcomb’s classic balance theory of

group formation

Nature of Groups Continued

• Dynamics of group formation (continued)

– Identifiable stages of group development:• Forming• Storming• Norming• Performing• Adjourning

– Practicalities of group formation• Punctuated equilibrium model

Nature of Groups Continued

• Types of groups– Primary groups

• Small groups and self-managed teams– Coalitions– Other types of groups

• Memberships and reference groups• In-groups and out-groups

Nature of Groups Continued

• Implications from research on group dynamics– Groups expert Richard Hackman - important

role leadership plays in group performance– Conditions a leader can control include:

• Setting a compelling direction for the group’s work• Designing and enabling group structure• Ensuring that the group operates within a

supportive context• Providing expert coaching

Nature of Groups Continued

• Group Cohesiveness

Nature of Groups Continued

• Group/team effectiveness– Three factors that play the major role

• Task interdependence• Outcome interdependence• Potency

– Three behaviors keys to adapting to unusual circumstances or events:

• Information collection and transfer• Task prioritization• Task distribution

Dynamics of Informal Groups

• Norms and roles in informal groups– Boundary spanner– Buffer– Lobbyist– Negotiator– Spokesperson

• Informal organization

Dysfunctions of Groups and Teams

• Norm violation and role ambiguity/conflict• Groupthink, conformity problem

– Symptoms of groupthink

Dysfunctions of Groups and Teams Continued

• Risky shift phenomenon• Dysfunctions in perspective• Social loafing

Teams in the Workplace

• Nature of teams• Cross-functional teams

– Choose members carefully– Establishing team purpose– Ensuring understanding of functions– Conduct intensive team building– Achieve noticeable results

Teams in the Workplace Continued

• Virtual teams– Synchronous technologies

• Self-managed teams– A group of employees who are responsible for

managing and performing technical tasks that result in a product or service being delivered to an internal or external customer

Teams in the Workplace Continued

• Training guidelines: self-managed teams

Teams in the Workplace Continued

• How to make teams more effective– Team building– Collaboration– Group leadership– Cultural/global issues

Questions