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Chapter Fourteen

Groups and Teams

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Learning Objectives• Describe the basic nature of groups: the dynamics of

group formation and the various types of groups• Discuss the implications that research on groups has for

the practice of management• Explain the important dynamics of informal groups and

organizations• Analyze the impact of groupthink• Present the newly emerging team concept and practice

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A Balance Theory Of Group Formation

INDIVIDUAL X INDIVIDUAL Y

COMMON ATTITUDES AND VALUESReligionPolitics

LifestyleMarriage

WorkAuthority

Z

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Stages Of Group Development

Forming

Storming

Norming

Performing

Adjourning

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The “Pitchfork” Results From TheSchachter Study

Control

Hi Co, - Ind

Lo Co, + Ind

Lo Co, - Ind

Hi Co, + Ind

Pro

duct

ivit

y

InductionTime, 16 minutes

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Factors That Affect Group Cohesiveness

Increase Cohesiveness Decrease Cohesiveness

Agreement on group goals

Frequency of interaction

Personal attractiveness

Intergroup competition

Favorable evaluation

Disagreement on goals

Large group size

Unpleasant experiences

Intragroup competition

Domination by one or more members

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Informal Roles And The Informal Organization

InformalOrganization

Communicator

CollaboratorContributor

Challenger

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Symptoms Of Groupthink

1. There is an illusion of invulnerability leading to excessive risk taking

2. There are rationalizations by the members of the group to discount warnings

3. There is an unquestioned belief in the group’s inherent morality

4. Those who oppose the group are stereotyped as evil, weak, or stupid

5. There is direct pressure on any member who questions the stereotypes

6. There is self-censorship of any deviation from the apparent group consensus

7. There is the illusion of unanimity

8. There are self-appointed mindguards who protect the group from adverse information

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Differences Between Work Groups and Teams

Work Group Team

Strong, focussed leadership

Individual accountability

Purpose is the same as the organization’s

Individual work products

Runs efficient meetings

Measures effectiveness indirectly

Discusses, decides, delegates

Shared leadership roles

Individual and mutual account- ability

Specific purpose

Collective work products

Encourages open-ended, active problem-solving meetings

Measures performance directly

Discusses, decides, does real work