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chapter fifteen
Effective Groups and Teams
Learning Objectives
Explain why groups and teams are key contributors to organizational effectiveness. Identify the different types of groups and teams that help managers and organizations achieve their goals. Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams.
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Learning Objectives
Explain why it is important for groups and teams to have a balance of conformity and deviance and a moderate level of cohesiveness. Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams.
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Figure 15.1
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Figure 15.2
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Question?
Which type of group is one that managers establish to achieve organization goals? A. Formal group B. Informal group C. Virtual team D. Interest group
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Formal Groups
Cross-functional teams
composed of members from different departments
Cross-cultural teams
composed of members from different cultures or countries
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Task forces
Friendship group
Interest group
Virtual Teams
A team whose members rarely meet face-to-face Interact by using various forms of information technology Email, computer networks, telephone, fax, and videoconferences
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Friendship Groups
An informal group composed of employees who enjoy one anothers company and socialize with one another
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Interest Groups
An informal group of employees seeking to achieve a common goal related to their membership in an organization
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Group Size
Advantage of small groups
Interact more with each other and easier to coordinate their efforts More motivated, satisfied, and committed Easier to share information Better able to see the importance of their personal contributions
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Group Size
Advantages of large groups
More resources at their disposal to achieve group goals Enables managers to obtain division of labor advantages
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Group Size
Disadvantages of large groups
Problem of communication and coordination Lower level of motivation Members might not think their efforts are really needed
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Group Tasks
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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Figure 15.3
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Group Roles
Group Roles
The set of behaviors and tasks that a group member is expected to perform because of his or her position in the group.
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Group Roles
In cross-functional teams, members are expected to perform 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 more responsibility in their roles as group members. Self-managed teams may assign the roles to members themselves.
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Group Leadership
Effective leadership is a key ingredient in high performing groups, teams, and organizations. Formal groups created by an organization have a leader appointed by the organization. Groups that evolve independently in an organization have an informal leader recognized by the group.
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Figure 15.4
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Storming
Group members disagree on direction and leadership. Managers need to be sure the conflict stays focused.
Norming
Close ties and consensus begin to develop between group members.
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Adjourning
Only for task forces that are temporary. Note that these steps take time!
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Discussion Question?
What stage of group development is most important? A. Forming B. Storming C. Norming D. Performing
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Group Norms
Group Norms
Shared guidelines or rules for behavior that most group members follow Managers should encourage members to develop norms that contribute to group performance and the attainment of group goals
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Group Dynamics
Conformity and Deviance
Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right. When a member deviates, other members will try to make them conform, expel the member, or change 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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Figure 15.5
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Question?
What is the degree to which members are attracted to their group? A. Group consistency B. Group organization C. Group cohesiveness D. Group constancy
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Group Cohesiveness
The degree to which members are attracted to their group Three major consequences
Level of participation Level of conformity to group norms Emphasis on group goal accomplishment
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Figure 15.6
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Success
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Figure 15.7
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