MANAGING TEAMSMa. Marenza “Em” D. Dangla

MBA major in EntrepreneurshipTerm 1 SY 2014-2015

Principles of Management & MarketingProf. Ernesto D. Dimaculangan, PhD

Source: Robbins, S. P., & Coulter, M. (2012). Management (11th Edition). New Jersey: Prentice Hall

University of Santo Tomas – Graduate School

Learning Outcomes

• Define groups and the stages of group development

• Describe the major components that determine group performance and satisfaction

Managing teams

• A challenge to the managers

• Question: How can managers build

effective teams?

• Understand groups and its behavior

Group

• Two or more interacting and

interdependent individuals who come

together to achieve specific goals.• Formal Group

• Informal Group

Formal Group

• Defined by the organization’sstructure

• Have designated work assignmentsand specific tasks

• Directed at accomplishingorganizational goals

GROUP > FORMAL GROUP

Formal Group

• Examples:• Command Group

• Task Group

• Cross-Functional Team

• Self-managed Team

GROUP > FORMAL GROUP

Command Group

• Individuals who report directly to a given manager

• Specified by the organizational chart

• Often consist of a supervisor and the subordinates that report to that supervisor

• Example:• Academic department chairman and the

faculty members

GROUP > FORMAL GROUP > COMMAND GROUP

Task Group• Commonly referred to as “task force”

• Individuals brought together to complete a specific common task within a specified time period

• Often temporary

• Often disbands when task is completed

• Assigned task examples:• Development of a new project• Improvement of a production process

• Task group example:• Project groups

GROUP > FORMAL GROUP > TASK GROUP

Cross-Functional Team

• Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each other’s job

• Accomplish specific goals within an unspecified time frame

• Remain in existence after achievement of current goals and objectives

• Examples:• Marketing Department

• Customer Service Department

• Accounting Department

GROUP > FORMAL GROUP > CROSS-FUNCTIONAL TEAM

Self-Managed Team

• Groups that are essentially independent, but team members are interdependent

• Self-regulating, operating with few external controls

• Members determine schedules, procedures& adjustments

• Performs their tasks in an interrelated way

• Retains independence & greater ownership oftheir work

• Examples:• Collaborative teams

GROUP > FORMAL GROUP > SELF-MANAGED TEAM

Informal Group

• Social groups

• Occur naturally in the workplace

• Tend to form around friendships and common interests

• Example:• 5 employees from different departments

who regularly eat lunch together

GROUP > INFORMAL GROUP

Work Group vs. Work Team

• Work Group• Interacts primarily to share information & to make decision to help each

member do his/her job more efficiently & effectively

• No need/opportunity to engage in collective work that requires joint effort

• Work Teams• Groups whose members work intensely on a specific, common goal using

their positive synergy, individual & mutual accountability, & complementary skills

5 Stages of Group Development (General Framework)

• Bruce Wayne Tuckman• Carried out research into the theory of group dynamics• 1965 – published “Tuckman’s stages of group development”

theory (now, a model)1. Forming2. Storming3. Norming4. Performing

• 1977 – added a 5th stage with Mary Ann Jensen5. Adjourning

• Necessary and inevitable in order for the team to grow, face up challenges, tackle problems, find solutions, plan work, and deliver results

• Has been since the basis of subsequent models

5 Stages of Group Development (General Framework)

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

1. Forming Stage

• Phase 1: People join the group• Why join a group? Because of some work assignment

• Phase 2: Define the group’s purpose, structure, leadership• Members “test the waters” to determine the types of behavior are acceptable

• Completed when…• members think of themselves as part of the group.

Work assignment: Mobile app project

Given mobile app project requirements,- Define resources needed

- Project Manager- Programmer/s- Artist/s- Tester/s

5 STAGES OF GROUP DEVELOPMENT > 1. FORMING STAGE

2. Storming Stage

• Starts with conflict as there is not yet a hierarchy of leadership and agreement on the group’s direction.

• Completed when… • there is an assigned leader, or hierarchy of leadership

• there is group direction

Assign who would assume given roles.

5 STAGES OF GROUP DEVELOPMENT > 2. STORMING STAGE

3. Norming Stage

• Close relationships develop

• Group becomes closely united

• There is a strong sense of group identity

• There is camaraderie, feeling of good friend among people in the group

• Completed when…• Group structure solidifies

• Group has assimilated a common set of expectations (or norms) regarding member behavior

Everyone understands what to do.

5 STAGES OF GROUP DEVELOPMENT > 3. NORMING STAGE

4. Performing Stage

• Group structure is in place and accepted by group members

• Energies moved from “getting to know” and “understanding each other” to “working on the group’s task”

• This stage is the last stage for permanent groups

• For temporary groups (e.g., project teams, task forces), there is another stage Implementation stage.

- Project management- Programming/coding- Creation of graphic artworks- Quality assurance/testing

5 STAGES OF GROUP DEVELOPMENT > 4. PERFORMING STAGE

5. Adjourning Stage

• Group prepares to disband

• Wrapping up activities

• Group members react in different ways• Some are upbeat, thrilled about the group’s accomplishments

• Others may be sad over the loss of camaraderie & friendship

Mobile app is successfully released on App Store/Google Play.Let’s wrap up.

5 STAGES OF GROUP DEVELOPMENT > 5. ADJOURNING STAGE

Work Group Performance & Satisfaction

• Why are some groups more successful than others?

• Why do some groups achieve high levels of performance & member satisfaction and others don’t?

• Group members’ abilities• Group size• Level of conflict• Internal pressures to conform on group’s norms

Group Performance/Satisfaction Model

Major factors that determine group performance & satisfaction

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION

External Conditions Imposed on the Group

• Work Groups are affected by external conditions imposed on it, such as...• Organization’s strategy

• Authority relationships

• Formal rules & regulations

• Availability of resources

• Employee selection criteria

• Performance management system & culture

• General physical layout of the group’s work space

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > EXTERNAL CONDITIONS IMPOSED ON THE GROUP

External Conditions Imposed on the Group

• Work Groups are affected by external conditions imposed on it

• For instance…• GROUP A – modern, high quality tools & equipment

• GROUP B – outdated tools & equipment

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > EXTERNAL CONDITIONS IMPOSED ON THE GROUP

Group Member Resources

• Group’s performance potential depends on each resources knowledge, abilities, skills and personality traits

• Then, they determine what members can do

• Interpersonal skills (conflict management & resolution, collaborative problem solving & communication) consistently emerge as important for high performance by work groups.

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP MEMBER RESOURCES

Group Member Resources

• Personality traits also affect group performance because they strongly influence how individual will interact with other members.• Positive traits

• Sociability

• Self-reliance

• Independence

• Negative traits• Authoritarianism

• Dominance

• Unconventionality

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP MEMBER RESOURCES

Group Structure

• Internal structure that shapes members’ behavior

• Influences group performance

• Defines the following aspects: (1) roles, (2) norms, (3) conformity, (4) status systems, (5) group size, (6) group cohesiveness, and (7) leadership

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE

1. Role

• Concept of role applies to all employees and to their life outside an organization as well

• Defined as behavior patterns expected of someone occupying a given position in a social unit

• Role Conflicts – differing expectations of roles; individuals play multiple roles and adjust their roles to the group to which they belong at that time

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 1. ROLE

2. Norms

• Defined as the standards or expectations that are accepted and shared by a group’s members.

• Dictate things such as work output levels, absenteeism, promptness, and the amount of socializing on the job.

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 2. NORMS

3. Conformity

• Individuals want to be accepted by groups to which they belong, they’re susceptible to pressures to conform.

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 3. CONFORMITY

Asch Cards (1950)

• Solomon Asch

• Asch Conformity Experiments (Asch Paradigm)

• Demonstrated the degree to which an individual's own opinions are influenced by those of a majority group

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 3. CONFORMITY

Groupthink

• Irving Janis, 1972

• A psychological phenomenon that occurs when a group exerts extensive pressure on an individual to align his/her opinion with others’ opinion

• Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative viewpoints

• There is loss of individual creativity, uniqueness and independent thinking

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 3. CONFORMITY

4. Status Systems

• Status – prestige grading, position, or rank within a group.

• Status hierarchies

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 4. STATUS SYSTEMS

5. Group Size

• Affects performance and satisfaction

• Effect depends on what the group is supposed toaccomplish

Do you need to assign 10 programmers for a FlappyBird type of mobile application project?

Nguyễn Hà Đông

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 5. GROUP SIZE

Brooks’ Law• The Mythical Man-Month: Essays on Software

Engineering• A book on software

engineering & project management

• Fred Brooks

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 5. GROUP SIZE

Brooks’ Law• “Adding manpower to a late software project makes it late”

• There is an incremental person who, when added to a project, makes it more, not less time.

• “Nine women can’t make a baby in one month.”

• Assigning more programmers to a project running behind schedule will make it even later.• Time required for the new programmer to learn about the project

• Increased communication overhead

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 5. GROUP SIZE

Brooks’ Law

• Group intercommunication formula:

N ( N – 1 ) / 2

Examples:

50 developers give 50 (50 – 1) / 2 = 1225 channels of communication

1 developer give 1 (1 – 1) / 2 = 0 channel of communication

2 developers give 2 (2 – 1) / 2 = 1 channel of communication

4 team mates give 4 (4 – 1) / 2 = 6 channel of communication

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 5. GROUP SIZE

Social Loafing• Tendency for an individual to expend less effort when working

collectively than when working individually.

• Occur because people believe that others in the group aren’t doing their fair share. Thus, they reduce their efforts in an attempt to make the workload more equivalent.

• The relationship between an individual’s input & output is often unclear. Thus, individuals become “free riders,” because their contributions can’t be measured.

• When managers use groups, they must find a way to identify individual efforts.

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 5. GROUP SIZE

6. Group Cohesiveness

• Defined as the degree to which members are attracted to a group and share group’s goal.

• Important because it has been found to be related to a group’s productivity

• Group with a lot of internal disagreement and lack of cooperation are less effective in completing tasksthan groups with members that generally agree, cooperate and like each other.

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 6. GROUP COHESIVENESS

6. Group Cohesiveness

7. Leadership

• Process of influencing others to achieve group or organizational goals

FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 7. LEADERSHIP

Group Processes

• (to be continued by the next reporters)