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 Tuckmans 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

9-3

Formal Groups Fulfill

Organizational and Individual
Functions

9-4

Tuckmans Five-Stage
Theory of Group
Development

9-5

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
9-6

Task and Maintenance Roles

9-7

How Norms are Developed

1. Explicit statements by supervisors or coworkers
2. Critical events in the groups history
3. Primacy
4. Carryover behaviors from past situations

9-8

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

9-9

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.

9-10

Three Forms of Trust

Contractual trust
trust of character

Communication trust
trust of disclosure

Competence trust
trust of capability

9-11

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

9-12

Virtual Teams
Virtual team
physically
dispersed task
group that
conducts its
business through
information
communication
technology (ICT).

9-13

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

9-14

Social Loafing
Social Loafing
tendency for
individual effort to
decline as group
size increases

9-15