Because learning changes everything.

Chapter 10
Groups and Teams

© 2023 McGraw Hill, LLC. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill, LLC
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 Learning Objectives
• Summarize the model of group formation and
development.
• Compare the differences between formal and informal
groups.
• Understand the reasons why people form groups.
• Explain the five stages of group formation.
• Describe the major characteristics of groups.
• Discuss relevant criteria for group effectiveness.
• Differentiate among the different types of teams.

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 Introduction
The existence of groups can alter a person’s motivation or
needs and can influence the behavior of people in an
organizational setting.
Groups and Teams are Not the Same.
• Group… two or more individuals interacting with each
other to accomplish a common goal.
• Team… mature group with member inter-dependence and
motivation to achieve a common goal.
• Teams start out as groups, but not all groups mature into
teams.

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 Comparison of Groups and
Teams (Based on Exhibit 10.1)

Dimension Formal Work Group Team

Goals. Works on common goals. Total commitment to common
goals.
Accountability. To manager. To team members and team
leader.
Skill levels. Random. Complementary.
Performance By manager. By team members and team
evaluation. leader.
Culture. Marked by change and conflict. Based on collaboration and goal
attainment.
Performance Positive, neutral or negative. Synergistic or greater than sum
outcomes. of members’ contributions.
Definition of success. By manager’s aspirations. By members’ and team leader’s
aspirations.

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 The Nature of Groups
Minimum requirements for a group to exist.
• Two or more individuals.
• A common goal to be accomplished.
• Some form of exchange or communication between
these individuals.

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 EXHIBIT 10.2 A Model of Group
Formation and Development

Access the text alternative for slide images.

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 Types of Groups
Formal Groups. Informal Groups.
• Command. • Interest.
• Task. • Friendship.

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 Five Reasons Why People Form
Groups
• Need satisfaction
• Proximity
• Attraction
• Goals
• Economic benefits

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 Stages of Group Development
Forming.
Group forms and situation is uncertain and disorganized.
Storming.
Turbulence, disruption, and frustration is at highest level.
Norming.
Share vision, values, goals, and expectations; deviations are
not welcome.
Performing.
Roles are specific, goals are clear, and results are noted.
Adjourning.
Orderly disbanding.

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 Group Composition
• Members of a homogeneous group share a number of
characteristics.
• Members of a heterogeneous group have few or no similar
characteristics.
• All else being equal, homogeneous groups are the most
likely to be cohesive.
• Heterogeneous groups can outperform homogeneous
ones.

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 Group Status Hierarchy
Status is a consequence of characteristics that
differentiate one position from another.
• A person is sometimes given status because of job
seniority, age, or assignment.
• Assigned status may have nothing to do with the formal
status hierarchy.

The status hierarchy can have unintended and

undesirable effects on preference.

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 Group Member Roles
• Expected Role.
• Perceived Role.
• Enacted Role.

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 Group Norms
Norms are standards shared by group members.
• Formed only with respect to things that have
significance for the group.
• May be communicated in writing or verbally.
• Accepted in various degrees by group members.
• Used to regulate member behavior.
• May apply to all members, or only some.

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 Norm Conformity

Variables which influence conformity.

• Personal characteristics of the individual.
• Situational factors.
• Inter-group relationships.
• Cultural factors.

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 EXHIBIT 10.4 Hypothetical Production
Norm and Its Zone of Acceptance

Access the text alternative for slide images.

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 Group Leadership 1

Leaders exert influence over members.

• In formal groups, leaders can reward or punish
members who do not conform to orders or rules.

A formal group may have no formal leader.

• Autonomous work groups.
• Self-managed teams.

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 Group Leadership 2

An informal group leader generally is a respected and

high-status member who . . .
• Embodies the values of the group.
• Helps the group accomplish its goals.
• Enables members to satisfy needs.

The leader receives and interprets communication

relevant to the group.

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 Group Cohesiveness 1

A closeness or commonness of attitude, behavior, and

performance.
• Acts on the members to remain in a group.
• Is greater than the forces pulling members away from the
group.

As the cohesiveness of a work group increases,

conformity to group norms also increases.
• These norms may not be consistent with those of the
organization.

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 Group Cohesiveness 2

Sources of group attraction.

1. Goals of the group and members are compatible.
2. A charismatic leader.
3. A good reputation for accomplishing tasks.
4. The group is small enough to permit members of
have their opinions heard.
5. Members support and help one another

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 The Relationship between Group
Cohesiveness and Organizational Goals (Based on
Exhibit 10.5 )

Degree of Group Low Agreement with High Agreement with

Cohesiveness Organizational Goals Organizational Goals
Low Performance probably oriented Performance probably
away from organizational goals oriented toward
organizational goals
High Performance oriented away Performance oriented
from organizational goals toward organizational
goals

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 To Increase Group Cohesion
• Reach joint agreement on group goals.
• Make the group more homogeneous.
• Increase interaction among group members.
• Make the group smaller.
• Physically or socially isolate the group.
• Allocate rewards to the group, not individuals.
• Give the group and members more responsibility.

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 Groupthink
The deterioration of Characteristics of groups
mental efficiency, reality suffering from groupthink.
testing, and moral • Illusion of invulnerability.
judgment in the interest of
group solidarity. • Tendency to moralize.
• Feeling of unanimity.
• Pressure to conform.
• Opposing ideas
dismissed.

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 End Results
Measurable production is not the only end result of work
group activities.
• The group’s productive output meets the standard of
quantity, quality, and timeliness of the users of the
output.
• The group process of doing the work enhances the
capability of group members to work together
interdependently in the future.
• The group experience contributes to the growth and
well-being of its members.

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 Teams
The difference between a Perceived gains from
team and an immature, using teams…
developing group is total • Economic
commitment to common improvements.
goals and accountability
to the team. • Quality and productivity
gains.
• Flattening of the
organizational structure.

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 Types of Teams
Team categories include the following.
• Problem-Solving.
• Cross-Functional.
• Virtual.
• R & D.
• Self-Managed.

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 Team Effectiveness
Effectiveness.
• Empowerment.
• Rewards.
• Communications.
• Training.

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 Training
Team training includes:
• Individual task-related skills and abilities.
• How to function as a team member.
• Problem-solving skills.
• Creative thinking.
• Interpersonal skills.

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 Improving Member Effectiveness
Skills to improve team member effectiveness.
• Open-mindedness.
• Emotional stability.
• Accountability.
• Problem-solving abilities.
• Communication skills.
• Conflict resolution skills.
• Trust.

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 Communications
Teams often require information that used to be
management’s exclusive domain.
• Managers often fear a loss of their decision-
making power.
• Many teams fail due to management’s
unwillingness to share information with the teams
it created.

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 Empowerment
Regardless of the type of Teams can also be given
team, those that lack too much authority.
authority are less • Particularly true during
effective. the early stages of team
• It suggests that development.
management doesn’t • Training can help
trust the team. members use authority
• It is the root of team effectively.
empowerment
problems.

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 Rewards
Most rewards systems are individual-based.
• To the extent that teams perform well, the team
should be rewarded.
• Reward systems can be incentive based or a form
of profit-sharing.

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 In Review
• Summarize the model of group formation and
development.
• Compare the differences between formal and informal
groups.
• Understand the reasons why people form groups.
• Explain the five stages of group formation.
• Describe the major characteristics of groups.
• Discuss relevant criteria for group effectiveness.
• Differentiate among the different types of teams.

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© 2023 McGraw Hill, LLC. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill, LLC