Managing Group and Team
Processes
Week 6
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Learning Objectives
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Defining and classifying groups
Identifying the elements in the process of group
formation and development
Identifying the variables associated with group
structure
Identifying the variables that distinguish a team from
a group
Identifying types of teams and their objectives
Discussing the relevant criteria for team
effectiveness and the key roles of members
Identifying contemporary issues in managing teams
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Team Versus Groups: What’s
the Difference?
3
Defining and Classifying Groups
formal group
group (s)
Two or more individuals,
interacting and
interdependent, who
have come together to
achieve particular
objectives.
A designated work group
defined by the
organisation’s
structure.
informal group
A group that is neither
formally structured nor
organisationally
determined; appears in
response to the need for
social contact.
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Defining and Classifying Groups
(cont’d)
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Why People Join Groups
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement
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Stages of Group Development
forming stage
norming stage
The first stage in group
development,
characterised by much
uncertainty.
The third stage in group
development, characterised
by close relationships and
cohesiveness.
storming stage
The second stage in group
development,
characterised by
intragroup conflict.
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Stages of Group Development
(cont.)
adjourning stage
The final stage in group
development for temporary
groups, characterised by
concern with wrapping up
activities rather than task
performance.
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Stages of Group Development
(cont.)
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Group Behaviour Model
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External Conditions Imposed on
the Group
Imposed Conditions:
• Organisation’s overall strategy
• Authority structures
• Formal regulations
• Resource constraints
• Selection process
• Performance and evaluation system
• Organisation’s culture
• Physical work setting
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Group Structure - Roles
Work groups have a structure that shapes the
behavior of members and include the following
variables:
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Formal Leadership
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Leadership that is imposed on the group by the
organisation.
Leaders who derive their power from the positions
they occupy in the organisational structure.
Formal leaders may or may not also be the informal
leaders of the groups in which they function.
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Group Structure - Roles
role (s)
A set of expected behaviour
patterns attributed to
someone occupying a given
position in a social unit.
(cont’d)
role identity
Certain attitudes and
behaviours consistent with
a role.
role perception
An individual’s view of how
he or she is supposed to act
in a given situation.
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Group Structure - Roles
(cont’d)
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Group Structure - Norms
norms
Acceptable standards of
behaviour within a group that
are shared by the group’s
members.
Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources
norms
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Group Structure - Norms
(cont’d)
conformity
Adjusting one’s behaviour
to align with the norms of
the group.
reference groups
Important groups to
which individuals belong
or hope to belong and
with whose norms
individuals are likely to
conform.
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Group Structure - Norms
(cont’d)
deviant workplace
behaviour
Antisocial actions by
organisational members that
intentionally violate
established norms and that
result in negative
consequences for the
organisation, its members, or
both.
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Group Structure - Status
Group Norms
Status Equity
Group Member
Status
Culture
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Group Structure - Size
Performance
Other conclusions:
• Odd number groups do
better than even.
Group Size
• Groups of 7 or 9 perform
better overall than larger
or smaller groups.
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Group Structure - Composition
group demography
The degree to which members
of a group share a common
demographic attribute, such
as age, sex, race, educational
level, or length of service in
the organisation, and the
impact of this attribute on
turnover.
cohorts
Individuals who, as part of
a group, hold a common
attribute.
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Group Structure - Cohesiveness
Increasing group cohesiveness:
1.
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6.
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Make the group smaller.
Encourage agreement with group goals.
Increase time members spend together.
Increase group status and admission difficultly.
Stimulate competition with other groups.
Give rewards to the group, not individuals.
Physically isolate the group.
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Group Processes
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Comparing Work Groups and
Work Teams
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Types of Teams
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Types of Teams (cont’d)
• Task forces
• Committees
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Types of Teams (cont’d)
Team Characteristics
1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints
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Performance impact
Levels of Team Performance &
Type of Team
High performance team
Ordinary team
Working Group
Potential team
Pretend team
Team Effectiveness
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High Performance Teams
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Teams committed to achievement of
challenging, common goals, & team
members accountable for each others
performance.
High degree of commitment to achievement
of team’s goals & everyone’s personal
growth & success.
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Building a High Performance
Team
1. Establish direction & urgency
2. Set clear, challenging goals & define immediate tasks with
3.
4.
5.
6.
7.
8.
times needed to be completed
Establish clear rules of behaviour & expectations of team
members
Select team members on skill & potential, not qualifications or
status
Ensure meetings are efficient & have useful outcomes
Challenge the group regularly with new facts & information
Spend time together removing personal barriers
Use positive feedback, recognition & reward
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Beware: Teams Aren’t Always the
Answer
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Three tests to see if a team fits the
situation:
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Is the work complex and is there a need for
different perspectives?
Does the work create a common purpose or
set of goals for the group that is larger than
the aggregate of the goals for individuals?
Are members of the group involved in
interdependent tasks?
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A Team-Effectiveness
Model
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Key Roles of Teams
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Turning Individuals Into Team
Players
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The Challenges
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Overcoming individual resistance to team
membership.
Countering the influence of individualistic
cultures.
Introducing teams in an organisation that
has historically valued individual
achievement.
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Turning Individuals Into Team
Players cont’d..
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Shaping Team Players
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Selecting employees who can fulfill their
team roles.
Training employees to become team
players.
Reworking the reward system to encourage
cooperative efforts while continuing to
recognise individual contributions.
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Contemporary Issues in Managing
Teams
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Team effectiveness and quality
management requires that teams are:
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Are small enough to be efficient and effective.
Are properly trained in required skills.
Allocated enough time to work on problems.
Are given authority to resolve problems and take
corrective action.
Have a designated “champion” to call on when
needed.
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Team and Workforce Diversity:
Advantages and Disadvantages of Diversity
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Reinvigorating Mature Teams
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Problems of Mature Teams
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Becoming stagnant and complacent as cohesiveness
increases.
Developing groupthink.
Confronting more difficult issues.
Reinvigorating Teams
• Prepare members to deal with problems of
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maturity.
Offer refresher training.
Offer advanced training.
Encourage teams to treat their development as a
constant learning experience.
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