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9
Understanding
Groups and
Managing Work
Teams

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 Learning Outcomes
 Define group and describe the stages of
group development.
 Describe the major concepts of group
behavior.
 Discuss how groups are turned into
effective teams.
 Discuss contemporary issues in managing
teams.

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9-1
Define group and
describe the stages
of group
development.

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What is a Group?

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 Stages of group development.
- Forming
- Storming
- Norming
- Performing
- Adjourning

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Stages of Group Development

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Forming stage has two phases. -The first
phase is when people first join the group.
The second phase is when they define the
group’s purpose, structure, and leadership.
The latter phase involves a great deal of
uncertainty as members “test the waters” to
determine acceptable behaviors and is
complete when members begin to think of
themselves as part of a group.
The storming stage is named because it is the
period of intragroup conflict about who will
control the group and what the group needs to
be doing. This stage is complete when a
relatively clear hierarchy of leadership and
agreement on the group’s direction is evident.
The norming stage is one in which close
relationships develop and the group becomes
cohesive and demonstrates a strong sense of
group identity and camaraderie. This stage is
complete when the group structure solidifies and
the group has assimilated a common set of
expectations regarding member behavior.
The fourth stage is the performing stage. The
group structure is in place and accepted by
group members. Their energies have moved
from getting to know and understand each other
to working on the group’s task. This is the last
stage of development for permanent work
groups.
However, for temporary groups—such as project
teams, task forces, or similar groups that have a
limited task to do—the final stage is the
adjourning stage in which the group prepares
to disband. Attention is focused on wrapping up
activities instead of task performance.
9-2
Describe the major
concepts of group
behavior.

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 Group Effectiveness

Does a group become more effective as it

progresses through the first four stages?

Usually, but not always

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Group Behavior

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The basic foundation for understanding
group behavior includes:

• Roles
• Norms and conformity
• Status systems
• Group size
• Group cohesiveness
 A ROLE
● Behavior patterns expected of someone who
occupies a given position in a social unit.
● Individuals play multiple roles and adjust
their roles to the group to which they belong
at the time.
● In an organization, employees attempt to
determine what behaviors are expected of
them.
● They read their job descriptions, get
suggestions from their bosses, and watch
what their coworkers do.
● Role conflict occurs when an employee has
conflicting role expectations.
 Norms
Norms are acceptable standards shared by the
group’s members.

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 Norms
Although each group has its own unique set of
norms, common classes of norms appear in
most organizations. These norms focus on:
• Effort and performance. This is probably the
most widespread norm and it can be
extremely powerful in affecting an individual
employee’s performance
• Dress codes dictate what’s acceptable to
wear to work.
 Conformity
Behave according to socially acceptable conventions or standards

Exhibit 10-4
Examples of
Cards Used in
Asch’s Study

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 Conformity
Behave according to socially acceptable conventions or standards

The Asch study

provides managers with considerable
insight into group behaviors - to diminish
the negative aspects of conformity,
managers should create a climate of
openness in which employees are free
to discuss problems without fear of
retaliation.
 Status Systems

Status:
a prestige grading, position, or rank within
a group.
Status is a significant motivator that has
behavioral consequences when individuals
see a disparity between what they perceive
their status to be and what others
perceive it to be.
10-20
Group Size and
Group Behavior

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 Group Cohesiveness
The degree to which members are attracted to one another and
share the group’s goals

• If the goals are favorable, a cohesive group is more productive than a less cohesive group.
• However, if cohesiveness is high and attitudes are unfavorable, productivity decreases.
• If cohesiveness is low and goals are supported, productivity increases, but not as much as
when both cohesiveness and support are high.
• When cohesiveness is low and goals are not supported, cohesiveness has no significant
effect on productivity.
9-3
Discuss how
groups are turned
into effective teams.

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 Groups Versus Teams
Work Teams
Work intensely on a specific, common goal
using their positive synergy, individual and
mutual accountability, and complementary
skills. Teams are more flexible and
responsive to changing events than work
groups are. They can quickly assemble,
deploy, refocus, and disband.
Work groups
share information and make
decisions to help each member do
his or her job more efficiently and
effectively. They do not engage in
collective work that requires
joint effort.
 Types of Work Teams
 Problem solving teams
 Self-managed work teams
 Cross-functional teams
 Virtual teams

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 Types of Work Teams
Problem-solving teams are teams from the same
department or functional area involved in efforts to
improve work activities or to solve specific problems.
Members share ideas or offer suggestions on how work
processes and methods can be improved, but they’re
rarely given the authority to implement any of their
suggested actions.
The need to get employees involved in work-related
decisions and processes led to the development of the
self-managed work team, which is a formal group of
employees who operate without a manager and are
responsible for a complete work process or segment.
A self-managed team is responsible for getting the work
done and for managing itself, which usually includes
planning and scheduling work, assigning tasks to
members, collective control over the pace of work,
making operating decisions, and taking action on
problems.
 Types of Work Teams
The final type of team is the virtual team. In a
virtual team, members collaborate online with
tools such as wide-area networks,
videoconferencing, fax, email, or Web sites
where the team can hold online conferences.

Virtual teams can do all the things that other

teams can—share information, make decisions,
and complete tasks. However, they lack the
normal give-and-take of face-to-face
discussions. That’s why virtual teams tend to be
more task-oriented, especially if the team
members have never personally met.
Effective Teams

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 Team Composition
Several team composition factors are important
to a team’s effectiveness. They include:

• Team member abilities

• Personality
• Role allocation
• Diversity
• Size of teams
• Member flexibility
• Member preferences
 Team Composition
Part of a team’s performance depends on its
members’ knowledge, skills, and abilities.
Research shows a team needs three different
types of skills.

1. Technical expertise.
2. Problem-solving and decision-making skills.
3. Interpersonal skills.
 Team Composition

The Microsoft Surface design team shown in the picture had the necessary
technical and interpersonal skills to perform effectively in creating the company’s
new tablet computer.
Team Member Roles

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 Work Design
Key work design elements:
 Autonomy
 Using a variety of skills
 Completing a whole and identifiable task
 Impact of task/project on others

Research indicates that these characteristics

enhance team member motivation and
increase team effectiveness.
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 Team Processes
Variables related to effectiveness:
 Common plan/purpose
 Specific goals
 Team efficacy (when teams believe in themselves
and in their members, and believe that they can succeed)

 Task conflict
 Minimal social loafing (the phenomenon of a
person exerting less effort to achieve a goal when he/she
works in a group than when working alone )

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 Shaping Team Behavior

 Member selection is key

 Teamwork training

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 Rewards

External rewards Inherent rewards

 Promotions Camaraderie
 Pay raises Personal
 Other forms of development
recognition Helping teammates

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9-4
Discuss
contemporary
issues in managing
teams.

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Contemporary Issues

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Global Teams: Team Structure

 Conformity
 Status
 Social loafing
 Cohesiveness

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Global Teams: Team Processes

 Communication issues
 Managing conflict
 Virtual teams

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 When Teams are
Not the Answer

Three tests:
1.Can the work be done better by more than
one person?
2.Does the work create a common purpose
that’s more than the sum of individual goals?
3.Is there interdependence between tasks?

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