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Transcript of chapter 11- relationship towards a better management
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Copyright 2004 McGraw-Hill. All rights reserved. 111
Groups, Teams andOrganizational Effectiveness
Group
Two or more people who interact with each otherto accomplish certain goals or meet certain needs.
TeamA group whose members work intensely with each
other to achieve a specific, common goal orobjective. All teams are groups but not all groups
are teams. Teams often are difficult to form.
It takes time for members to learn how to work
together.
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Copyright 2004 McGraw-Hill. All rights reserved. 112
Groups and Teams Contributions toOrganizational Effectiveness
Figure 11.1
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Group Dynamics
Group DynamicsThe characteristics and processes that affect how a
group or team functions.
Group size affects how a group performs.
Normally, small groups (2 to 9 members) interact
better and tend to be more motivated.
Larger groups can be used when more resources are
needed and division of labor is possible.
Group tasks impact how a group interacts.
Task interdependence shows how the work of one
member impacts another; as interdependence rises,
members must work more closely together.
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Group Roles
Group RoleThe set of behaviors and tasks that a group
member is expected to perform because of his orher position in the group.
In cross-functional teams, members are expected toperform roles in their specialty.
Managers should clearly describe expected roles to
group members when they are assigned to the group.
Role-making occurs as workers take on moreresponsibility in their roles as group members.
Self-managed teams may assign the roles to
members themselves.
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Five Stages of Group Development
Figure 11.3
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Group Dynamics
Group NormsShared guidelines or rules that most group
members follow.
Groups may set their working hours, behavior rules,
and output quotas.
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Group Dynamics
Conformity and DevianceMembers conform to norms to obtain rewards,
imitate respected members, and because they feelthe behavior is right.
When a member deviates, other members will tryto make them conform, expel the member, orchange the group norms to accommodate them.
Conformity and deviance must be balanced for high
performance from the group.
Deviance allows for new ideas in the group.
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Group Cohesiveness
Group CohesivenessThe degree to which members are attracted or
loyal to the group.
An increase in group cohesiveness causes:
Participation in the group to increase which helps get
members actively involved, but too much involvement
can waste the groups time.
Conformity to group norms to increase, although with
too much conformity, group performance can suffer. Group goal accomplishment to increase in
importance which can result in the group becoming
more focused on itself than the organization.
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Factors Leading to Group Cohesiveness
Factor
Group Size Smaller groups allow for high cohesiveness;Low cohesiveness groups with manymembers can benefit from splitting into twogroups.
Managed Diversity Diverse groups often come up with bettersolutions.
Group Identity Encouraging a group to adopt a uniqueidentity and engage in competition withothers can increase cohesiveness.
Success Cohesiveness increases with success;finding ways for a group to have some smallsuccesses increases cohesiveness.
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Managing Groups and Teamsfor High Performance
Motivating group members to achieve
organizational goals:
Members should benefit when the group performs
wellrewards can be monetary or in other formssuch as special recognition.
Individual compensation is a combination of bothindividual and group performance.
Make additional resources (beyond compensation)such as choice assignments available to high-performance groups.
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Managing Groups and Teamsfor High Performance (contd)
Social loafing
The human tendency to put forth less effort in agroup than individually.
Results in possibly lower group performance andfailure to attain group goals.
Reducing social loafing:
Make individual efforts identifiable and accountable.
Emphasize the valuable contributions of individualmembers.
Keep group size at an appropriate level.
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Managing Groups and Teamsfor High Performance (contd)
Help groups manage conflict.
All groups will have conflict; managers should seek
ways to direct it to the goals.
