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Management
Organizational
Behavior
An Integrated Perspective
Jon L. Pierce &
Donald G. Gardner
CHAPTER 14
The Nature of
Groups and
Teams in
Organizations
with Randall B. Dunham
Copyright © 2002 by South-Western
PowerPoint Presentation
by Charlie Cook
14–1
Part IV
Work Groups and Teams
in Organizations
• Nature of Work Groups
and Teams
• Work Group and Team
Processes
Copyright © 2002 by South-Western
14–2
Part IV
Team member
attitudes, motivation,
and behavior
Work Group and Team:
Properties (e.g., size)
Development (e.g., maturity)
Dynamics (e.g., groupthink)
Processes (e.g., decision making)
Team performance
and behavior
Organizational
performance
and behavior
FIGURE IV–1
Copyright © 2002 by South-Western
14–3
Learning Objectives
1. Discuss the concepts of groups and work teams.
2. Identify and differentiate between different types of
teams.
3. Describe how self-managing teams differ from managerled teams.
4. Identify the major properties of work teams.
5. Explain the stages in the evolution of a mature work team.
6. Discuss the determinants of team performance.
7. Identify and discuss the major impediments to team
effectiveness.
8. Discuss how team involvement affects organizational
members.
Copyright © 2002 by South-Western
14–4
Groups and Teams
• Synergy
 When group performance levels are greater than that
achieved by employees working on their own.
• Group
 Two or more people who interact with one
another to achieve a common objective.
 Membership
group—a group that an
individual belongs to by virtue of birth
or life circumstances.
 Reference group—any group we belong to,
or aspire to belong to, and that we use to
judge the adequacy of our behavior.
Copyright © 2002 by South-Western
14–5
Groups and Teams (cont’d)
• Team
 Two or more people joined in a
cooperative activity for work or play.
 Team characteristics:
 Intensity
with which they work together
 Bonding and cohesion (“bondedness”)—
the perception of themselves as team members
 Overriding pursuit of a collectively shared goal—
their esprit de corps
 Work teams
 Small
groups of individuals who work collaboratively
to their and their organization’s mutual benefit.
Copyright © 2002 by South-Western
14–6
Groups and Teams (cont’d)
• Types of groups and teams
 Formal group (team)—a group
consciously created to serve
an organizational objective.
 Informal group—a group not intentionally
created, arising spontaneously out of
people’s social needs, physical
proximity, common interests,
and mutual attraction.
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14–7
Vertical Teams
Groups and Teams (cont’d)
Horizontal Teams
Cross-functional Teams
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14–8
Groups and Teams (cont’d)
• Types of groups and teams (cont’d)
 Work team—a group responsible for producing the
organization’s goods or services.
 Parallel team—a team that performs functions that the
regular organization is equipped to perform well.
 Project team—a team that is time-limited and formed to
work on a single task; when the task is completed the
team disbands.
 Management team—a team that manages (plans,
organizes, directs, and controls) organizational
subunits and activities under their control.
Copyright © 2002 by South-Western
14–9
Types of Groups and Teams
• Formal and Informal Groups
Formal Groups/Teams
Informal Groups/Teams
Vertical
Friendship groups
Horizontal
Interest groups
Cross-functional
Quality control circles
Employee involvement
Standing committees
Ad hoc committees
Project teams
Task forces
Self-managing work teams
TABLE 14–1
Copyright © 2002 by South-Western
14–10
Self-managed Work Teams
• Key components
 The team should be responsible for whole task.
 Assigned work should cause social and cooperative
interactions.
 All members should eventually learn all jobs related to
the task.
 The team should be self-contained with the resources
and expertise necessary to complete the task.
 The team should have the information necessary to
evaluate its own performance.
Copyright © 2002 by South-Western
14–11
Team Properties
Level of Employee Involvement

Authority/influence

Scope of work completed
Size

Number of members
Norms

Code of conduct; shared beliefs
and values

Collectively held expectations of
member behavior
Roles

Behaviors that characterize a
person in a social setting
Social Facilitation and Impairment

Increased and decreased performance due
to the physiological and/or psychological
arousal caused by the presence of others

Similarity/dissimilarity of values,
demographics, time, goal, and
interpersonal
Homogeneity/Heterogeneity

Similarity/dissimilarity of values,
demographics, time, goal, and
interpersonal orientations
Cohesiveness

How well the group members “hang
together”
Spatial Arrangement and Team
Structure
TABLE 14–2
Copyright © 2002 by South-Western
14–12
Levels of Employee Involvement
Level
Action
Primary
Outcome
1.
Information sharing
Managers decide, then inform
employees
Conformance
2.
Dialogue
Managers get employee input,
then decide
Acceptance
3.
Special problem solving
Managers assign a one-time
problem to selected employees
Contribution
4.
Intra-group problem solving
Intact group meets weekly to
solve local problems
Commitment
5.
Inter-group problem solving
Cross-functional group meets to
solve mutual problems
Cooperation
6.
Focused problem solving
Intact group deepens
involvement in a specific issue
Concentration
7.
Limited self-direction
Teams at selected sites function
full time with minimal supervision
Accountability
8.
Total self-direction
Executives facilitate selfmanagement in an all-team
company
Ownership
Source: J.D. Orsburn, L. Moran, E. Musselwhite, and J.H. Zenger. 1990. Self-directed
work teams: The new American challenge. Homewood, IL: Business One Irwin, 34.
Copyright © 2002 by South-Western
TABLE 14–3
14–13
The Maintenance Role of Groups
Maintenance Role: Activities that forward cohesiveness and morale
Getting people acquainted, introducing one another, having informal
gatherings.
Meeting physical needs, temperature, rest breaks, food, and comfort.
Meeting emotional needs, letting people tell you their story, complimenting a
person, showing sympathy.
Gatekeeping, helping bring others into discussion, encouraging everyone to
participate.
Supporting, listening attentively, showing interest, encouraging more details.
Compromising, willing to give up one’s own ideas when group objectives
require it.
Harmonizing, helping people reach agreement or understanding, reducing
areas of conflict.
Reminding group of standards it has set, rights of individuals, etc.
Reducing emotional tension by humor, suggesting a break, etc.
TABLE 14–4a
Copyright © 2002 by South-Western
14–14
The Task Role of Groups
Task Role: Activities that facilitate task achievement for the group
Stating the problem clearly, pointing out problems that need attention,
getting others to state problems.
Recognizing the need for information, facts, data and giving them and giving
aid in securing them.
Recognizing the need for opinions or feelings and getting them.
Making suggestions, proposals for solving problems.
Evaluating solutions and suggestions, testing for practicality.
Summarizing group progress, or decisions, or disagreements.
Making procedural suggestions to help coordinate activities, subcommittees,
buzz groups, role play, list suggestions on board, get group to assign
priorities to agenda items, preventing “railroading.”
Calling attention to time limits, amount of time remaining to get the job done,
and agenda still to be covered.
Serving as “group memory,” recording suggestions, decisions, being
secretary.
TABLE 14–4b
Copyright © 2002 by South-Western
14–15
How the Presence of Others Affects
Performance
Presence
of Others
Arousal
If Easy Task
or
Familiar Task
No
Yes
Performance
Increases
Performance
Decreases
FIGURE 14–1
Copyright © 2002 by South-Western
14–16
Determinants and Consequences of Team
Cohesiveness
Member
Satisfaction with
Membership
Threat/Competition
(An Outside Enemy)
Low Absenteeism
Success
Time Together
Small Size
Team
Cohesiveness
Low Turnover
Motivation for
Team Goals
Similarity
High Involvement
Team
Attractiveness
Productivity
FIGURE 14–2
Copyright © 2002 by South-Western
14–17
Effects of Group Cohesiveness on
Performance
Group Cohesiveness
Low
Alignment of
Group Goals with
Organization’s Goals
High
Low
Below Average
Performance
Poor
Performance
High
Mediocre
Performance
High
Performance
FIGURE 14–3
Copyright © 2002 by South-Western
14–18
The Stages of Group (Team) Development
Group Maturity
(Effectiveness)
High
Low
Orientation
Conflict
Cohesion
Source: Adapted from L. N. Jewell and H. J. Reitz. 1981. Group
effectiveness in organizations. Glenview, IL: Scott, Foresman, 204.
Copyright © 2002 by South-Western
Delusion
Disillusion
Acceptance
(Full Maturity)
FIGURE 14–4
14–19
Guidelines for Group Development
• Stage 1: Orientation
 Ensure strong leadership—a willingness and ability to
structure and guide the group.
 Offer group members the opportunity to share, discuss,
and exchange ideas and information.
 Assign or have the group develop specific goals.
 Assign or have the group define
group roles for each other.
 Provide answers to members’
questions about the group.
TABLE 14–5a
Copyright © 2002 by South-Western
14–20
Guidelines for Group Development
(cont’d)
• Stage 2: Conflict
 Accept conflict as necessary for further group
development.
 Allow conflict to emerge.
 Allow testing of group norms by members.
 Allow subgroups to form
but maintain at least some
total group interactions.
TABLE 14–5b
Copyright © 2002 by South-Western
14–21
Guidelines for Group Development
(cont’d)
• Stage 3: Cohesion
 Provide a fair, nonpower-seeking leader who will work
for the good of the group.
 Develop a system for addressing and resolving
disagreements (conflict).
 Encourage a sense of group identity.
 Encourage written and/or public statements from the
group as a whole.
 Develop and formalize a permanent operating structure
to guide group actions.
TABLE 14–5c
Copyright © 2002 by South-Western
14–22
Guidelines for Group Development
(cont’d)
• Stage 4: Delusion
 Accept delusion as a normal stage necessary for further
group development.
 Avoid the onset of groupthink by watching for
symptoms and taking corrective action as needed.
 Avoid prolonged continuation of delusion by
challenging the unrealistic bases for the delusion.
TABLE 14–5d
Copyright © 2002 by South-Western
14–23
Guidelines for Group Development
(cont’d)
• Stage 5: Disillusion
 Accept disillusionment as necessary for development.
 Allow disillusionment to occur openly.
 Force development of disillusionment by identifying and
presenting group problems.
 Allow subgroups to form, but maintain at least so total
group interactions.
 If the existing group leader cannot manage conflicts,
replace him/her with a directive leader.
 Emphasize how and why the group can mature effectively.
TABLE 14–5e
Copyright © 2002 by South-Western
14–24
Guidelines for Group Development
(cont’d)
• Stage 6: Guidelines for the Acceptance Stage
 Provide a leader with good interpersonal skills.
 Encourage open, honest discussion of issues.
 Discourage differences that focus on personalities
 Dissolve subgroups through rewards for commitment to
the total group.
 Identify to the group the unique qualities and
contributions of each member.
 Develop effective communication channels.
 Use issue-oriented decision-making strategies.
TABLE 14–5f
Copyright © 2002 by South-Western
14–25
Individual Differences and Group Fit
• The theory of work adjustment
 The fit (relationship) between the individual and the
organization that exists when:
 The
needs of the individual are reinforced by the
benefits and opportunities (inducements) offered by
the organization.
 The needs of the organization are fulfilled by the skills
and abilities (contributions) of the employee.
Copyright © 2002 by South-Western
14–26
Individual Differences and Group Fit
(cont’d)
• Characteristics of Effective Team Players
 Extroversion
 Conscientiousness
 Agreeableness
 Internal locus of control
 Need for affiliation
 Collectivism
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14–27
Team Performance
• Individual performance
 Individual Behavior = F [(Person) (Situation)]
• Group performance
 Group Behavior = F [(Group) (Situation)]
Copyright © 2002 by South-Western
14–28
The Determinants of Work Group/Team
Performance
Collective
Efficacy
Collective Sense
of Empowerment
Team’s Performance
Capacity
Team’s Performance
Motivation
Team
Performance
Goal Difficulty
Team’s Performance
Strategy
Goal Specificity
Team’s Performance
Context
FIGURE 14–5
Copyright © 2002 by South-Western
14–29
Managing Team Effectiveness
• Dimensions of team effectiveness
 Customer satisfaction
 Performance—quantity
 Performance—quality
 Member satisfaction
 Member commitment
 Cooperation
 Absenteeism
 Turnover
 Citizenship behavior
TABLE 14–6
Copyright © 2002 by South-Western
14–30
Impediments to Team Effectiveness
Social Loafing
Diffusion of
Responsibility
Polarization
Yes
Group
Dynamics
Escalation of
Commitment
No
Avoidance of Team
Performance Impediments
Low Levels
of Team
Performance
Premature
Closure
Groupthink
High Levels of Team Performance
FIGURE 14–6
Copyright © 2002 by South-Western
14–31
Employee Responses to Work Teams
• Immediate Group Effects
Informational
State
Affective
State
Groups
Behavioral
State
Employee
attitudes, motivations,
and behavior
Motivational
State
Source: We draw extensively on the work of J.
R. Hackman (1992; note 85) for this discussion.
Copyright © 2002 by South-Western
FIGURE 14–7
14–32
Employee
Responses
to Groups
Group
Characteristics:
Group
Member
Responses:
Level of
Participation
Goal Setting
Control
Structure
Attitudes
Processes
Motivation
Culture
Context
Behavior
Work Design
Stage of
Development
Team Properties
FIGURE 14–8
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14–33