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Building and Managing Teams Dr. Fred Mugambi Mwirigi JKUAT 1 Defining and Classifying Groups Group (s): Two or more individuals interacting and interdependent, who have come together to achieve particular objectives Formal Group: A designated work group defined by the organisation’s structure Command Group Task Group Informal Group: A group that is neither formally structured nor organisationally determined; appears in response to the need for social contact Interest Group Friendship Group 2 The Progression… Individuals Group Work Group Team Work Team 3 Why People Join Groups Security Status Self-esteem Affiliation Power Goal Achievement 4 Stages of Group Development 5 Group Properties/ Characteristics Roles Norms Status Size Cohesiveness 6 Group Properties— Roles Role(s): A set of expected behaviour patterns attributed to someone occupying a given position in a social unit Role Identity: Certain attitudes and behaviours consistent with a role Role Perception: An individual’s view of how he or she is supposed to act in a given situation Role Expectations: How others believe a person should act in a given situation Psychological Contract: An unwritten agreement that sets out what management expects from the employee and vice versa Role Conflict: A situation in which an individual is confronted by divergent role expectation. 7 Group Properties— Norms Norms Acceptable standards of behaviour within a group that are shared by the group’s members Classes of Norms Performance norms Appearance norms Social arrangement norms Allocation of resources norms 8 Group Properties— Status Power over Others Ability to Contribute Group Member Status Level of Interaction Personal Characteristics Status: A socially defined position or rank given to groups or group members by others 9 Status Performance of a group is also influenced by the status created in the group. Status is derived from one of three sources: 1. the power a person wields over others; 2. a person’s ability to contribute to group’s goals; 3. individual’s personal characteristics. 10 Status and Norms High-status members of groups often are given more freedom to deviate from norms than other group members. High-status people also are better able to resist conformity pressures. The previous findings explain why many star athletes, famous actors, top-performing salespeople, and outstanding academics seem oblivious to appearance or social norms. But this is true only as long as the high-status person’s activities aren’t severely detrimental to group goals. 11 Status and Group Interaction Interaction is influenced by status High-status people tend to be more assertive Status differences inhibit diversity of ideas and creativity in groups In situations where lower-status members possess expertise and insights that could aid the group, they tend to be less active and their ideas not fully utilised, thus reducing the group’s overall performance 12 Status and equity When inequity is perceived, it creates disequilibrium that results in corrective behaviour. The trappings of formal positions are also important elements in maintaining equity. Employees expect what an individual has and receives to be congruent with his/her status. For example: pay, office space, etc. Groups generally agree within themselves on status criteria. Individuals can find themselves in a conflict situation when they move between groups whose status criteria are different or when they join groups whose members have heterogeneous backgrounds. 13 Group Properties— Size Social Loafing: The tendency for individuals to expend less effort when working collectively than when working individually Performance Other Conclusions Odd number groups do better than even. Groups of 5 to 7 perform better overall than larger or smaller groups. Group Size 14 Social loafing Social loafing is the tendency for individuals to expend less effort when working collectively than when working individually. In the late 1920s, a German psychologist named Max Ringelmann compared the results of individual and group performance on a rope-pulling task. Ringelmann’s results showed that groups of three people exerted a force only two-and-a-half times the average individual performance. Groups of eight collectively achieved less than four times the solo rate. Increases in group size are inversely related to individual performance. 15 Group Properties— Cohesiveness Cohesiveness Degree to which group members are attracted to each other and are motivated to stay in the group Increasing Group Cohesiveness Make the group smaller Encourage agreement with group goals Increase the time members spend together Increase group status and admission difficulty Stimulate competition with other groups Give rewards to the group, not individuals Physically isolate the group. 16 Relationship Between Group Cohesiveness, Performance Norms, and Productivity 17 Group Decision Making Strengths More complete information Increased diversity of views Higher quality of decisions (more accuracy) Increased acceptance of solutions Weaknesses More time consuming (slower) Increased pressure to conform Domination by one or a few members Ambiguous responsibility 18 Group Decision-making Techniques Normal Interactions: Typical groups, in which the members interact with each other face-to-face Nominal Group Technique: A group decision-making method in which individual members meet face-toface to pool their judgments in a systematic but independent fashion Brainstorming: An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives Electronic Meeting: A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes 19 Conformity in Groups Groups can place strong pressures on individual members to change their attitudes and behaviours to conform to the group’s standard. Individuals conform to the important groups to which they belong or hope to belong (especially the reference group). All groups do not impose equal conformity pressures on their members. Important groups are referred to as reference groups. The reference group is one where the person is aware of the others; the person defines himself or herself as a member, or would like to be a member; and the person feels that the group members are significant to him/her. 20 Work Teams Outline Difference between groups and teams Types of teams Creating effective teams Turning individuals into team players Teams aren’t always the answer 21 Comparing Work Groups and Work Teams 22 Types of Teams 1. 2. Problem-solving Teams Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors 23 Types of Teams (cont’d) 3. Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task Task forces Committees 24 Types of Teams (cont’d) 4. Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal Characteristics of Virtual Teams The absence of verbal and nonverbal cues A limited social context The ability to overcome time and space constraints 25 A TeamEffectiveness Model 26 Creating Effective Teams: Diversity Group Demography The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organisation, and the impact of this attribute on turnover Cohorts Individuals who, as part of a group, hold a common attribute 27 Effects of Group Processes Potential group effectiveness + Process gains — = Process losses Actual group effectiveness Goal: Maximise process gains while minimising process losses! 28 Turning Individuals into Team Players The Challenges Overcoming individual resistance to team membership Countering the influence of individualistic cultures Introducing teams in an organisation that has historically valued individual achievement Shaping Team Players Selecting employees who can fulfil their team roles Training employees to become team players Reworking the reward system to encourage cooperative efforts while continuing to recognise individual contributions 29 Contribution of Teams to Strategy Teams contribute positively to strategy only if they: Are small enough to be efficient and effective. Are properly trained in required skills. Are allocated enough time to work on problems. Are given authority to resolve problems and take corrective action. Have a designated 'champion' to call on when needed. 30 Testing Team Effectiveness Three tests to see if a team fits the situation: Is the work complex and is there a need for different perspectives? Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? Are members of the group involved in interdependent tasks? 31 End 32