Organisational Behaviour

ORGANISATIONAL BEHAVIOUR
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.
11/28/2014
Sathyanarayana S Rao
15-2
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.
11/28/2014
15-3
Groups, Teams and

Organizational Effectiveness
Group
Two or more people
who interact with
each other to
accomplish certain
goals or meet certain
needs.
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15-4
Groups, Teams and

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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15-5
Groups, Teams and

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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15-6
Groups and Teams as

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
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15-7
Groups and Teams as

Factors that contribute to synergy
Ability of group members to bounce ideas
off one another
To correct one anothers 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
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15-8
Groups and Teams as

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
groups work
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15-9
Groups and Teams Contributions to

11/28/2014
Figure 15.1
15-10
Groups and Teams and

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.
11/28/2014
15-11
Teams and 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 others flaws
and balance each others strengths and
weaknesses
Managers should empower the team and make it
accountable for the innovation process.
11/28/2014
15-12
Groups and Teams as 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.
11/28/2014
15-13
The Types of Groups and Teams in

Organizations
11/28/2014
Figure
15.2
15-14
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
11/28/2014
15-15
The Types of Groups and Teams

Formal Group
A group that managers establish to
achieve organization goals.
11/28/2014
15-16
Formal Groups
Cross-functional teams
composed of members from different
departments
Cross-cultural teams
composed of members from different
cultures or countries
11/28/2014
15-17

Informal Group
A group that managers or nonmanagerial
employees form to help achieve their own
goals or to meet their own needs.
11/28/2014
15-18

Type of Team
Top-management
team
A group composed of the CEO, the president,

and the heads of the most important
departments
Research and
development team
A team whose members have the expertise

and experience needed to develop new
products
Command groups
A group composed of subordinates who

report to the same supervisor, also called a
department or unit,
Task forces
A committee of managers or nonmanagerial

employees from various departments or
divisions who meet to solve a specific,
mutual problem; also called an ad hoc
committee
11/28/2014
15-19

Type of Team
Self-managed work
team
A group of employees who supervise their

own activities and monitor the quality of the
goods and services they provide.
Virtual team
A team whose members rarely or never meet

face to face and interact by using various
forms of information technology such as
email, computer networks, telephone, fax and
video conferences.
Friendship group
An informal group composed of employees

who enjoy each others company and
socialize with each other.
Interest group

seeking to achieve a common goal related to
their membership in an organization.
11/28/2014
15-20
Self-Managed Work Teams

Keys to effective self managed teams:
Give the team enough responsibility and
autonomy to be self-managing.
The teams 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.
11/28/2014
15-21
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
11/28/2014
15-22
Friendship Groups
who enjoy one anothers company and
socialize with
one another
11/28/2014
15-23
Interest Groups
An informal group of employees seeking to
achieve a common goal related to their
membership in an organization
11/28/2014
15-24
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
11/28/2014
15-25
Group Size
Advantages of large groups
More resources at their disposal to achieve
group goals
Enables managers to obtain division of
labor advantages
11/28/2014
15-26
Group Size
Disadvantages of large groups
Problem of communication and coordination
Lower level of motivation
Members might not think their efforts are
really needed
11/28/2014
15-27
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.
11/28/2014
15-28
Group Dynamics: Interdependence

Pooled
Members make separate, independent
contributions to group such that group
performance is the sum of each members
contributions
11/28/2014
15-29

Sequential
Members perform tasks in a sequential
order making it difficult to determine
individual performance since one member
depends on another.
11/28/2014
15-30

Reciprocal
Work performed by one group member is
mutually dependent on work done by other
members.
11/28/2014
15-31
Types of Task Interdependence
11/28/2014
Figure 15.3
15-32
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.
11/28/2014
15-33
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.
11/28/2014
15-34
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.
11/28/2014
15-35
The Stages of Group Development
11/28/2014
Figure 15.4
15-36
Stages of Group Development

Forming
Group members get to know each other and
reach common goals.
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.
11/28/2014
15-37
Stages of Group Development

Performing
The group begins to do its real work.
Adjourning
Only for task forces that are temporary.
Note that these steps take time!
11/28/2014
15-38
Discussion Question?
What stage of group development is most
important?
A. Forming
B. Storming
C. Norming
D. Performing
11/28/2014
15-39
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
11/28/2014
15-40
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.
11/28/2014
15-41
Balancing Conformity and

Deviance in Groups
11/28/2014
Figure
15.5
15-42
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
11/28/2014
15-43
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
11/28/2014
15-44
Sources and Consequences of

Group Cohesiveness
11/28/2014
Figure 15.6
15-45
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.
11/28/2014
15-46
Managing Groups and Teams

for High Performance
Motivating group members to achieve
organizational goals:
Members should benefit when the group
performs wellrewards 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.
11/28/2014
15-47

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
11/28/2014
15-48

Reducing social loafing:
Make individual efforts identifiable and
accountable.
Emphasize the valuable contributions of
individual members.
Keep group size at an appropriate level.
11/28/2014
15-49
Three Ways to Reduce Social Loafing
11/28/2014
Figure 15.7
15-50
Movie Example: 13 going on 30

How does the group on the dance floor
move through the stages of group
development?
11/28/2014
15-51

Organisational Behaviour - Effective Groups and Teams

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Effective Groups and Teams

Groups, Teams and

Groups, Teams and

Groups, Teams and

Groups and Teams as

Groups and Teams as

Groups and Teams as

Groups and Teams Contributions to

Groups and Teams and

Teams and Innovation

Groups and Teams as Motivators

The Types of Groups and Teams in

The Types of Groups and Teams

The Types of Groups and Teams

The Types of Groups and Teams

A group composed of the CEO, the president,

A team whose members have the expertise

A group composed of subordinates who

A committee of managers or nonmanagerial

The Types of Groups and Teams

A group of employees who supervise their

A team whose members rarely or never meet

An informal group composed of employees

An informal group composed of employees

Self-Managed Work Teams

Group Dynamics: Interdependence

Group Dynamics: Interdependence

Group Dynamics: Interdependence

Types of Task Interdependence

The Stages of Group Development

Stages of Group Development

Stages of Group Development

Balancing Conformity and

Sources and Consequences of

Factors Leading to Group

Smaller groups allow for high cohesiveness;

Diverse groups often come up with better

Encouraging a group to adopt a unique

Cohesiveness increases with success;

Managing Groups and Teams

Managing Groups and Teams

Managing Groups and Teams

Three Ways to Reduce Social Loafing

Movie Example: 13 going on 30

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