CHAPTER FOUR

Chapter Three

FOUNDATIONS OF GROUP
BEHAVIOUR

1
 Topics

– Meaning and concepts of Group and Teams

– Groups
• What Is An Effective Group?
• Stages of Group Development
• Group Types and Structure
– Teams at Work
• The Nature of Teamwork
• Types of Teams
• The Nature of Teamwork

3-2
 What is the Difference? G & T

• Group
– Two or more people
who interact with
each other to
accomplish certain
goals or meet certain
needs.
3-3
 What is the Difference?

• Team

– A group whose members work intensely with each

other to achieve a specific, common goal or
objective.
– 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.
3-4
 What is the Difference?

• Two characteristics distinguish teams

from groups
– Intensity with which team members work
together
– Presence of a specific, overriding team goal
or objective

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 What is the Difference?

Work groups Work teams

Share information Goal Collective performance

Neutral (sometimes negative) Synergy Positive
Individual Accountability Individual and mutual
Random and varied Skills Complementary

3-6
 Why Groups and Teams?
Performance Enhancers
• Advantage of synergy
– People working in a group are able to
produce more outputs than would have
been produced if each person had worked
separately

3-7
 Performance Enhancers

• Factors that contribute to synergy

– Ability of group members to bounce ideas
off one another
– To correct one another’s mistakes
– To bring a diverse knowledge base to bear
on a problem
– To accomplish work that is too vast for any
one individual to achieve

3-8
 Performance Enhancers

• To take advantage of the potential for

synergy, managers need to make sure
groups are composed of members who
have complementary
skills and knowledge
relevant to the
group’s work

3-9
 Why Groups and Teams?
Responsiveness to Customers

• Responsiveness to Customers
– Difficult to achieve given the many
constraints.
• Safety issues, regulations, costs.
– Cross-functional teams can provide the wide
variety of skills needed to meet customer
demands.
• Teams consist of members of different
departments.

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 Why Groups and Teams?
Innovation
• Innovation
– The creative development of new products,
new technologies, new services, or new
organizational structures
• Individuals rarely possess the wide variety of
skills needed for successful innovation.
• Team members can uncover each other’s flaws
and balance each other’s strengths and
weaknesses
• Managers should empower the team and make it
accountable for the innovation process.

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 Why Groups and Teams?
Motivators
• Members of groups, and particularly
teams, are often better motivated and
satisfied than individuals.
– Team members are more motivated and
satisfied than if they were working alone.
– Team members can see the effect of their
contribution to achieving team and
organizational goals.
– Teams provide needed social interaction and
help employees cope with work-related
stressors.
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 Why Groups and Teams?
Organizational Effectiveness

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The Types of Groups and Teams in
Organizations

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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 group
D. Interest group

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 The Types of Groups

• Formal Group

– A group that managers establish to

achieve organization goals.
– Officially designated to serve a specific
organizational purpose.
– Can be permanent or temporary
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 Formal Groups

• Cross-functional groups
– composed of members from different
departments

• Cross-cultural groups
– composed of members from different
cultures or countries

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 Virtual Groups

• A team whose members rarely meet

face-to-face
• Interact by using various forms of
information technology
• Example:
– Email,
– computer networks
– telephone,
– fax, and videoconferences
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 Top-management Groups

• A group composed of the CEO, the

president, and the heads of the most
important departments

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 Research and development Groups

• A team whose members have the

expertise and experience needed to
develop new products

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 Command groups

• A group composed of subordinates

who report to the same supervisor,
also called a department or unit,

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 Task forces

• A committee of managers or non-

managerial employees from various
departments or divisions who meet to
solve a specific, mutual problem; also
called an “ad hoc” committee

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 Self-managed work Groups

• A group of employees who supervise

their own activities and monitor the
quality of the goods and services they
provide.

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 Self-Managed Work Teams

Keys to effective self managed teams:

– Give the team enough responsibility and
autonomy to be self-managing.
– The team’s task should be complex enough
to include many different steps.
– Select members carefully for their diversity,
skills, and enthusiasm.
– Managers should guide and coach, not
supervise.
– Determine training needs and be sure it is
provided.
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The Types of Groups and Teams

• Informal Group
– A group that managers or non-managerial
employees form to help achieve their own
goals or to meet their own needs.

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 Friendship Groups

• An informal group composed of

employees who enjoy one another’s
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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 What Is An Effective Group?

• Characteristics of a Well-Functioning:
– The atmosphere tends to be relaxed, comfortable, and informal.

– The group’s task is well understood and accepted by the

members.
– Members listen well to one another and participation

– People express both their feelings and their ideas.

– Conflict and disagreement are present and centered around

ideas or methods, not personalities or people.

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 What Is An Effective Group?

• Characteristics of a Well-Functioning:

– The group is aware and conscious of its own

operation and function.
– Decisions are usually based on consensus, not
majority vote.
– When actions are decided, clear assignments are
made and accepted by members of the group.

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 How group works?
Group and Intergroup Dynamics

• Group Dynamics

– are the forces operating in groups that affect the

ways members work together.
– Concern how groups form, their structure and
process, and how they function.
– Two questions:
• What Goes On Within Groups?

• What Goes On Between Groups?

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 What Goes On Within Groups

• Group dynamics involving two sets of behaviors—required

and emergent.
– Required behaviors:- are those formally defined and expected by
the organization.
• Example: punctuality, customer respect, and assistance to co-
workers.
—Emergent behaviors: are those that group members display in
addition to what the organization asks of them.

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 What Goes On Within Groups

• Homans’ model of group dynamics:

– Describes member relationships in terms of activities, interactions,
and sentiments
– Activities are the things people do or the actions they take in groups
while working on tasks.
– Interactions are interpersonal communications and contacts.

– Sentiments are the feelings, attitudes, beliefs, or values held by

group members.

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 What Goes On Between Groups

• Intergroup dynamics refers to the dynamics that take place

between two or more groups.
• In the real world competition and intergroup problems often
develop within an organization and have mixed
consequences.
• On the negative side— intergroup dynamics may divert
energies
• On the positive side- stimulate work hard, more focused on
key tasks, develop more internal loyalty and satisfaction

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Group Dynamics: Interdependence

• Pooled
– Members make separate, independent
contributions to group such that group
performance is the sum of each member’s
contributions

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Group Dynamics: Interdependence

• Sequential
– Members perform tasks in a sequential
order making it difficult to determine
individual performance since one member
depends on another.

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Group Dynamics: Interdependence

• Reciprocal
– Work performed by one group member is
mutually dependent on work done by other
members.

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 Types of Task Interdependence

Figure 15.3 15-37

 Stages of Group Development

• Why and how groups develop?

– Several theories as to why groups develop

• Classic theory

• Social Exchange Theory

• Social identity theory

3-38
 Stages of Group Development

Classic theory
• Means that when individuals share common activities, they
will have more interaction and will develop attitudes
(positive or negative) toward each other.
• Suggests that groups develop based on activities,
interactions, and sentiments.

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 Stages of Group Development

• Social Exchange Theory

– States that individuals form relationships based on the
implicit expectation of mutually beneficial exchanges
based on trust and felt obligation.
– A perception that exchange relationships will be positive
is essential if individuals are to be attracted to and
affiliate with a group.

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 Stages of Group Development

Social identity theory

• Theory suggests that individuals get a sense of identity and
self-esteem based upon their membership in salient groups.
• Demographically based, culturally based, or
organizationally based.

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 Stages of Group Development

• There are five stages of group development:

– Forming

– Storming

– Norming

– Performing, and

– Adjourning

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Stages of Group Development

3-43
 Stages of Group Development

Forming

• Is an orientation period when members get to know one

another and share expectations about the group.
• Characterized by some confusion and uncertainty:

— Goals of the group have not been established

— The nature of the task or leadership of the group has not

been determined.

— Roles are not clear and no strong leader.

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 Forming

• Members learn the purpose of the group as well as the rules to

be followed.
• A primary concern is the initial entry of members to a group

• Individuals ask a number of questions as they begin to

identify with other group members and with the group itself.
– “What can the group offer me?”

– “What will I be asked to contribute?”

– “Can my needs be met at the same time I contribute to the

group?”
3-45
 Stages of Group Development

Storming
• Is a period of high emotionality and tension among the group
members.
• Hostility and infighting may occur, and the group typically
experiences many changes.
• In the process, membership expectations tend to be clarified,
and attention shifts toward obstacles standing in the way of
group goals.

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 Storming

• Individuals begin to understand one another’s interpersonal

styles.
• Efforts are made to find ways to accomplish group goals
while also satisfying individual needs.
• The highest level of disagreement and conflict

• Members often challenge group goals and struggle for

power. Individuals often vie for the leadership position

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 Norming

• Is the point at which the group really begins to come

together as a coordinated unit.
• The turmoil of the storming stage gives way to a precarious
balancing of forces.
• Characteristics:
– Minority viewpoints, deviations from group directions, and
criticisms may be discouraged
– Group members experience a preliminary sense of closeness

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 Norming

• Characteristics:
– Recognition of individual differences and shared expectations

– Develop a feeling of group cohesion and identity

– Cooperative effort should begin to yield results.

– Responsibilities are divided among members and the group decides

how it will evaluate progress.

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 Performing

• Marks the emergence of a mature, organized, and well-

functioning group.
• Characteristics:
– The group is now able to deal with complex tasks and handle internal
disagreements in creative ways.

– The structure is stable, and members are motivated by group goals

and are generally satisfied.
– The primary challenges are continued efforts to improve relationships
and performance.

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 Adjourning

• This a stage at which members disband form each other.

• Important for temporary groups like:

– task forces, committees, project teams, etc.

• Reasons:

• The accomplishment of the task

• Individuals deciding to go their own ways.

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 Discussion Question?

What stage of group development is most

important?
A. Forming
B. Storming
C. Norming
D. Performing

3-52
 Group Structure

• Structure can be described in a variety of ways:

– Group size

– Group roles,

– Group norms, and

– Group cohesiveness.

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 Group size

• Group size can vary from 2 people to a

very large number of people.
• It can be small or large each having
pros and cons

15-54
 Evidence

• Group size and level of satisfaction

Group size

15-55
 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 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 Norms

• Group Norms
– Shared guidelines or rules or standards 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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 Balancing Conformity and
Deviance in Groups

Figure 15.5
15-63
 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

15-65
Sources and Consequences of
Group Cohesiveness

Figure 15.6 15-66

 Factors Leading to Group
Cohesiveness
Factor
Group Size Smaller groups allow for high cohesiveness;
Low cohesiveness groups with many
members can benefit from splitting into two
groups.

Managed Diversity Diverse groups often come up with better

solutions.

Group Identity Encouraging a group to adopt a unique

identity and engage in competition with
others can increase cohesiveness.

Success Cohesiveness increases with success;

finding ways for a group to have some small
successes increases cohesiveness.

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 Managing Groups and Teams
for High Performance
• Motivating group members to achieve
organizational goals:
– Members should benefit when the group
performs well—rewards can be monetary or
in other forms such as special recognition.
– Individual compensation is a combination of
both individual and group performance.
– Make additional resources (beyond
compensation) such as choice assignments
available to high-performance groups.

15-68
 Managing Groups and Teams
for High Performance
• Social loafing
– The human tendency to put forth less effort
in a group than individually.
– Results in possibly lower group performance
and failure to
attain group
goals

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 Managing Groups and Teams
for High Performance

• Reducing social loafing:

– Make individual efforts identifiable and
accountable.
– Emphasize the valuable contributions of
individual members.
– Keep group size at an appropriate level.

15-70
Three Ways to Reduce Social Loafing

Figure 15.7 15-71

 Team

– A group whose members work intensely with each other to

achieve a specific, common goal or objective.

– 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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 Team

• A team is a small group of people with

complementary skills, who work actively
together to achieve a common purpose for
which they hold themselves collectively
accountable.

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 Types of Team

– Problem-Solving Teams

– Cross-Functional Teams

– Virtual Teams

– Self-Managing Teams

– Multicultural Teams

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Team

15-75
Four Types of Teams

15-76
 Problem-Solving Teams
• Typically composed of 5-12 hourly
employees from the same department
who meet for a few hours each week to
discuss ways of improving quality,
efficiency, and the work environment.

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 Problem-Solving Teams
• Share ideas or offer suggestions on
how work processes and methods can
be improved
• Rarely given authority to unilaterally
implement any of their suggested
actions
• Example: Quality Circles

8-78
 Self-Managed Work Teams

• SMWTs are groups of employees who

perform highly related or
interdependent jobs and take many of
the responsibilities of their former
supervisors.

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 Self-Managed Work Teams

• Collectively control pace of work

• Determine work assignments
• Organize breaks
• Collectively choose inspection procedures
• Select their own members and evaluate
each other’s performance
• Generally composed of 10-15 people

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 Cross-Functional Teams

• Teams made up of employees from

about the same hierarchical level, but
from different work areas, who come
together to accomplish a task.

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 Cross-Functional Teams
• Members from diverse areas within and
between organizations
• Exchange information
• Develop new ideas and solve problems
• Coordinate complex projects
• Development is time-consuming due to
complexity and diversity
• Examples: Task Force and Committees

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 Virtual Teams
• Computer technology ties
physically dispersed members
together to achieve a common goal

15-83
 Virtual Teams

• Differentiating factors from other

teams
– Absence of verbal and non-verbal
cues
– Limited social context
– Ability to overcome time
and space constraints

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 Multicultural Teams

Multicultural groups represent three or more ethnic

backgrounds. Diversity may increase uncertainty,
complexity, & inherent confusion in group processes.
Culturally diverse groups may generate more & better
ideas & limit groupthink.

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 Creating Effective Teams

• Effectiveness of teams is defined

by:
– Objective measures of the team’s
productivity
– Manager’s ratings of team
performance
– Aggregate measures of member
satisfaction
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 Key Components of Teams

• Context
• Composition
• Work Design
• Process

15-87
 Context

• Presence of adequate resources

• Effective leadership
• Climate of trust
• Performance evaluation and reward
system that reflects team
contributions

15-88
 Composition

• Abilities of members
• Personality
• Allocating roles
• Diversity
• Size of teams
• Member flexibility
• Member preferences
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 Work Design

• Freedom & Autonomy

• Skill variety
• Task identity
• Task significance

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 Process

• Member commitment to a common

purpose
• Establishment of specific team goals
• Team efficacy
• Managed level of conflict
• Minimizing social loafing

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 Shaping Team Players

• Selection
• Training
• Rewards

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 The Nature of Teamwork

• How team work occurs:

– Members work together in ways that utilize their skills

– All teams need members who believe in team goals and

– Members are motivated to work with others actively to

accomplish important tasks
– Members are collectively accountable

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 High performance teams

• Characterized by:-
– Have strong core values

– Turn a general sense of purpose into

specific performance objectives
– Have the right mix of skills

– Possess creativity

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 Building Effective Work Groups

Team Building
– Process of establishing a cohesive group that works
together to achieve its goals
• Managers can encourage teamwork by:
– Selecting group members carefully
– Creating a positive work environment
– Building Trust
– Increasing Group Cohesiveness

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Team Building

15-96
 Approaches to Team Building

• Three approaches:

– Formal retreat approach

– Continuous improvement approach

– Outdoor experience approach

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 Formal retreat approach

• Takes place during an off-site “retreat.”

• Features:
– Group members work intensively on a
variety of assessment and planning tasks.
– Initiated by a review of team functioning
using data gathered means.
– Assistance of a consultant

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 Continuous improvement approach

• Involves periodic meetings by the manager, team

leader, or group members.
• It can also include self-managed formal retreats.

• Commit themselves to monitoring group development

and accomplishments continuously.
• Making the day-to-day changes needed to ensure team
effectiveness.

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 Outdoor experience approach

• Popular and may be done on its own or in

combination with other approaches.
• Places group members in a variety of
physically challenging situations that must be
mastered through teamwork, not individual
work.

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 Outdoor experience approach

• Through facing difficulties team members supposed

to experience:
– increased self-confidence,

– more respect for others’ capabilities, and

– a greater commitment to teamwork.

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 How to make teams effective?

• Issues:
– Teams should made to perform Task and
Maintenance Functions
– Social Benefits of Teams

– Leadership

– Understand problems like New Member

Problems

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 Team: Task Functions

Task Functions - those activities directly related to the effective completion of the
team’s work

Give information
Initiate activities
Test ideas

Seek information

Coordinate activities
Summarize ideas

Evaluate effectiveness
Elaborate concepts
Diagnose problems
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 Team: Maintenance Functions

Maintenance Functions - those activities essential to the effective, satisfying

interpersonal relationships within a team or group

Follow others’ lead

Support others
Harmonize conflict

Set standards

Test group decisions

Express member feelings
Gate keep communication
Test consensus
Reduce tension
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 Social Benefits of Teams

Psychological Intimacy - emotional &

psychological closeness to other team
or group members

Integrated Intimacy - closeness achieved

through tasks & activities

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 Leadership

• Lead based on:

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 Quiz(5%)

• Questions:
– Define groups and teams?
– List at least four differences b/n groups and
teams.

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 End of Chapter Three

• Next :
– Chapter four:

• Motivation

– Chapter five

• Conflict management, power and politics

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