griffin chap19

CHAPTERCHAPTER

1919

Managing Work Groups and Teams

Managing Work Groups and Teams

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Learning ObjectivesLearning Objectives

After studying this chapter, you should be able to:– Define and identify types of groups and teams in

organizations, discuss reasons people join groups and teams, and the stages of group and team development.

– Identify and discuss four essential characteristics of groups and teams.

– Discuss interpersonal and intergroup conflict in organizations.

– Describe how organizations manage conflict.

After studying this chapter, you should be able to:– Define and identify types of groups and teams in

organizations, discuss reasons people join groups and teams, and the stages of group and team development.

– Identify and discuss four essential characteristics of groups and teams.

– Discuss interpersonal and intergroup conflict in organizations.

– Describe how organizations manage conflict.


Chapter OutlineChapter Outline• Groups and Teams in

Organizations– Types of Groups and Teams

– Why People Join Groups and Teams

– Stages of Group and Team Development

• Characteristics of Groups and Teams– Role Structures

– Behavioral Norms

– Cohesiveness

– Formal and informal Leadership

• Groups and Teams in Organizations– Types of Groups and Teams

– Why People Join Groups and Teams

– Stages of Group and Team Development

• Characteristics of Groups and Teams– Role Structures

– Behavioral Norms

– Cohesiveness

– Formal and informal Leadership

• Interpersonal and Intergroup conflicts– The Nature of the Conflict

– Causes of Conflict

• Managing Conflict in Organizations– Stimulating conflict

– Controlling conflict

– Resolving and Eliminating Conflict

• Interpersonal and Intergroup conflicts– The Nature of the Conflict

– Causes of Conflict

• Managing Conflict in Organizations– Stimulating conflict

– Controlling conflict

– Resolving and Eliminating Conflict


Groups and Teams in Groups and Teams in OrganizationsOrganizations

• Group– Two or more people who interact regularly to accomplish a

common purpose or goal.

• Functional Group– A permanent group created to accomplish a number of

organizational purposes with an indefinite time horizon.

• Informal or Interest Group– A group created by its own members for purposes that may

or may not be relevant to organizational goals.

• Task Group– A group created by the organization to accomplish a

relatively narrow range of purposes within a stated time horizon.

• Group– Two or more people who interact regularly to accomplish a

common purpose or goal.

• Functional Group– A permanent group created to accomplish a number of

organizational purposes with an indefinite time horizon.

• Informal or Interest Group– A group created by its own members for purposes that may

or may not be relevant to organizational goals.

• Task Group– A group created by the organization to accomplish a

relatively narrow range of purposes within a stated time horizon.


Groups and Groups and TeamsTeams

in Organizationsin Organizations(cont’d)(cont’d)

Cross-functional team(form of task group)

Functional group

Informal group

President

Vicepresident

Vicepresident

Vicepresident

Executivecommittee

Legaladvisor

Projectmanager

Projectmanager

Projectmanager

Types of Groups in Organizations

Figure 19.1


Groups and Teams inGroups and Teams inOrganizations (cont’d)Organizations (cont’d)

• Team– A group of workers who function as a unit, often with little or

no supervision, to carry out work-related tasks, functions, and activities.

– Sometimes are called self-managed teams, cross-functional teams, or high performance teams.

• Team– A group of workers who function as a unit, often with little or

no supervision, to carry out work-related tasks, functions, and activities.

– Sometimes are called self-managed teams, cross-functional teams, or high performance teams.



• Team (cont’d)– Benefits of teams

• Give more responsibility for task performance to the workers who do the tasks.

• Empower workers by giving them greater authority and decision-making freedom.

• Allow organizations to capitalize on the knowledge and motivation of their workers.

• Enable the organization to shed its bureaucracy and to promote flexibility and responsiveness.

• Team (cont’d)– Benefits of teams

• Give more responsibility for task performance to the workers who do the tasks.

• Empower workers by giving them greater authority and decision-making freedom.

• Allow organizations to capitalize on the knowledge and motivation of their workers.

• Enable the organization to shed its bureaucracy and to promote flexibility and responsiveness.



• Why People Join Groups and Teams– Interpersonal attraction—people are attracted to one another.– Group activities—activities of the group appeal to them.– Group goals—the group’s goals motivate them to join.– Need satisfaction—fulfills an individual’s need for affiliation.– Instrumental benefits—membership provides other benefits.

• Why People Join Groups and Teams– Interpersonal attraction—people are attracted to one another.– Group activities—activities of the group appeal to them.– Group goals—the group’s goals motivate them to join.– Need satisfaction—fulfills an individual’s need for affiliation.– Instrumental benefits—membership provides other benefits.



• Types of Teams• Types of Teams

Problem-solving team Most popular team type; comprises knowledge workers who gather to solve a problem and then disband.

Management team Consists mainly of managers from various functional areas who coordinate the work among other teams.

Work team Are responsible for the daily work of the organization; when empowered, they are self-managed teams.

Virtual team A new type of team that interacts by computer; member enters and leaves the network as needed and may take turns serving as leader.

Quality circle Declining in popularity, quality circles, comprising of workers and supervisors, meet intermittently to discuss workplace problems.

Source: “Types of Teams” adapted from Brian Dumaine, “The Trouble with Teams,” Fortune, September 5, 1994. Copyright © 1994 Time, Inc. All rights reserved Table 19.1



• Stages of Group and Team Development– Forming

• Attempting to define the task and how it will be accomplished through discussions of task-related concepts/issues.

– Storming• Defensiveness, intragroup competition, and the formation of factions;

arguing among members, even when they agree.

– Norming • Establishing and maintaining team ground rules.

• More friendliness and confiding in one another.

– Performing • The ability of the group/team to prevent or work through problems.

• Members developing a close attachment to the team.

• Stages of Group and Team Development– Forming

• Attempting to define the task and how it will be accomplished through discussions of task-related concepts/issues.

– Storming• Defensiveness, intragroup competition, and the formation of factions;

arguing among members, even when they agree.

– Norming • Establishing and maintaining team ground rules.

• More friendliness and confiding in one another.

– Performing • The ability of the group/team to prevent or work through problems.

• Members developing a close attachment to the team.


Groups and Groups and TeamsTeams

in Organizations in Organizations (cont’d)(cont’d)

• Stages of Group Development (cont’d)

• Stages of Group Development (cont’d)

Slowevolution

to nextstage

Slowevolution

to nextstage

Burst ofactivityto nextstage

FormingMembers get acquainted test interpersonal behaviors

StormingMembers develop groupstructure and patterns ofinteraction

PerformingMembers enact roles, directeffort toward goal attainmentand performance

NormingMembers share acceptanceof roles, sense of unity

Figure 19.2


Characteristics of Groups and Characteristics of Groups and TeamsTeams

• Role– The part an individual plays in helping the group reach its

goals.• Task-specialist role—concentrating on getting the group’s tasks

accomplished.

• Socioemotional role—providing social and emotional support to others on the team.

• Role Structures– The set of defined roles and interrelationships among those

roles that the group or team members define and accept.– Are the result of role episodes in which the expected role is

translated and defined into the enacted role.– Role ambiguity—occurs when the sent role is unclear.

• Role– The part an individual plays in helping the group reach its

goals.• Task-specialist role—concentrating on getting the group’s tasks

accomplished.

• Socioemotional role—providing social and emotional support to others on the team.

• Role Structures– The set of defined roles and interrelationships among those

roles that the group or team members define and accept.– Are the result of role episodes in which the expected role is

translated and defined into the enacted role.– Role ambiguity—occurs when the sent role is unclear.


Characteristics of GroupsCharacteristics of Groupsand Teams (cont’d)and Teams (cont’d)

• The Development of a Role– The first two stages of role development are group processes

as the group members let the individuals know what is expected of them.

– The other two parts are individual processes as the new group members perceive and enact their roles.

• The Development of a Role– The first two stages of role development are group processes

as the group members let the individuals know what is expected of them.

– The other two parts are individual processes as the new group members perceive and enact their roles.

Expected

role

Sent

role

Perceived

role

Enacted

role

Figure 19.3



• Role Structures– Role conflict—occurs when the messages and cues

comprising the sent role are clear but contradictory or mutually exclusive.• Interrole conflict is the result of a conflict between roles.

• Intrarole conflict is caused by conflicting demands from different sources.

• Intrasender conflict arises when a single source sends contradictory messages.

• Person-role conflict is the discrepancy between role requirements and an individual’s values, attitudes, and needs.

– Role overload—occurs when role expectations exceed an individual’s capacities.

• Role Structures– Role conflict—occurs when the messages and cues

comprising the sent role are clear but contradictory or mutually exclusive.• Interrole conflict is the result of a conflict between roles.

• Intrarole conflict is caused by conflicting demands from different sources.

• Intrasender conflict arises when a single source sends contradictory messages.

• Person-role conflict is the discrepancy between role requirements and an individual’s values, attitudes, and needs.

– Role overload—occurs when role expectations exceed an individual’s capacities.



• Behavioral Norms– Norms are standards of behavior that a group accepts and

expects of its members.– Norms define the boundaries between acceptable and

unacceptable behavior.• Norm generalization—the norms of one group cannot always be

generalized to another group.

• Norm variation—norms and their application vary within a group or team.

• Behavioral Norms– Norms are standards of behavior that a group accepts and

expects of its members.– Norms define the boundaries between acceptable and

unacceptable behavior.• Norm generalization—the norms of one group cannot always be

generalized to another group.

• Norm variation—norms and their application vary within a group or team.



• Behavioral Norms (cont’d)– Norm conformity—individuals conform as response to:

• Group or team pressure to conform to group behavior.

• An initial (ambiguous) stimulus prompting group behavior.

• Individual traits that reflect their propensity to conform.

• The influence of situational factors (e.g., group size and unanimity).

– Individual responses to norm conformity:• Adopt the norms of the group.

• Try to obey the “spirit” of the norms while retaining individuality.

– Socialization• Norm conformity that occurs when a person makes the transition

from being an outsider to being and insider in the organization.

• Behavioral Norms (cont’d)– Norm conformity—individuals conform as response to:

• Group or team pressure to conform to group behavior.

• An initial (ambiguous) stimulus prompting group behavior.

• Individual traits that reflect their propensity to conform.

• The influence of situational factors (e.g., group size and unanimity).

– Individual responses to norm conformity:• Adopt the norms of the group.

• Try to obey the “spirit” of the norms while retaining individuality.

– Socialization• Norm conformity that occurs when a person makes the transition

from being an outsider to being and insider in the organization.



• Cohesiveness– The extent to which members are loyal and committed to the

group; the degree of mutual attractiveness within the group.

• Factors That Influence Group Cohesiveness

• Cohesiveness– The extent to which members are loyal and committed to the

group; the degree of mutual attractiveness within the group.

• Factors That Influence Group Cohesiveness

Factors That Increase Cohesiveness

Factors That Reduce Cohesiveness

Intergroup competition

Personal attraction

Favorable evaluation

Agreement on goals

Interaction

Group size

Disagreement on goals

Intragroup competition

Domination

Unpleasant experiences

Table 19.2



•Consequences of Cohesiveness–The interaction between cohesiveness and performance norms

• The best situation is high cohesivenesscombined with high performance

•Consequences of Cohesiveness–The interaction between cohesiveness and performance norms

• The best situation is high cohesivenesscombined with high performance

Cohesiveness

Lowperformance

Lowestperformance

High

Low

Low High

Highperformance

Moderateperformance

Per

form

ance

no

rms

Figure 19.4



•Formal and Informal Leadership– Informal leader

• A person who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group.

• An informal leader, ideally, may also be the formal leader for the group or he may supplement the formal leader in fulfilling leadership roles.

• Informal leaders draw on referent or expert power to establish themselves as leaders.

–Formal leader• A person who has been elected or designated to engage in leadership

activities by the group members or who has been formally appointed or recognized by the organization as the leader for the group.

•Formal and Informal Leadership– Informal leader

• A person who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group.

• An informal leader, ideally, may also be the formal leader for the group or he may supplement the formal leader in fulfilling leadership roles.

• Informal leaders draw on referent or expert power to establish themselves as leaders.

–Formal leader• A person who has been elected or designated to engage in leadership

activities by the group members or who has been formally appointed or recognized by the organization as the leader for the group.

Figure 19.4


Interpersonal and Intergroup Interpersonal and Intergroup ConflictConflict

• The Nature of Conflict– Conflict

• A disagreement between two or more individuals, groups, or organizations.

– There is an optimal level of conflict in an organization:• Too little conflict and the organization becomes complacent and

apathetic, and lacking in innovation and underperforms.

• Too much conflict creates a dysfunctional organization where hostility and non-cooperation predominate, and suffers from low performance.

• A moderate level of conflict in an organization fosters motivation, creativity, innovation, and initiative and can raise performance.

• The Nature of Conflict– Conflict

• A disagreement between two or more individuals, groups, or organizations.

– There is an optimal level of conflict in an organization:• Too little conflict and the organization becomes complacent and

apathetic, and lacking in innovation and underperforms.

• Too much conflict creates a dysfunctional organization where hostility and non-cooperation predominate, and suffers from low performance.

• A moderate level of conflict in an organization fosters motivation, creativity, innovation, and initiative and can raise performance.


Interpersonal and Intergroup Conflict Interpersonal and Intergroup Conflict (cont’d)(cont’d)

• The Nature of Organizational Conflict• The Nature of Organizational Conflict

Figure 19.5

Conflict

High

Low

Low High

Optimal level of conflict

Pe

rfo

rma

nc

e


Interpersonal and Intergroup Interpersonal and Intergroup Conflict (cont’d)Conflict (cont’d)

• Interpersonal Conflict– Personality clash

– Differing beliefs or perceptions

– Competitiveness

• Intergroup Conflict– Interdependence

– Different goals

– Competition for scarce resources

• Interpersonal Conflict– Personality clash

– Differing beliefs or perceptions

– Competitiveness

• Intergroup Conflict– Interdependence

– Different goals

– Competition for scarce resources

• Conflict Between Organization and the Environment– Conflict with competition

– Conflict with consumer groups

– Conflict with employees

• Conflict Between Organization and the Environment– Conflict with competition

– Conflict with consumer groups

– Conflict with employees

Causes of Conflict


Managing Conflict in Managing Conflict in OrganizationsOrganizations

• Ways for Managing Conflict• Ways for Managing Conflict

Stimulating conflict Increase competition among individual teams Hire outsiders to shake things up Change established procedures

Controlling conflict Expand resource base Enhance coordination of interdependence Set supraordinate goals Match personalities and work habits of employee

Resolving and eliminating conflict Avoid conflict Convince conflicting parties to compromise Bring conflicting parties together to confront and negotiate conflict

Table 19.3

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