CHAPTER II

TEAMS IN ORGANIZATIONS

Team - has the ability to work together towards a common vision. It has the ability to direct individual
accomplishments toward organizational objectives. It is the fuel that allows common people to attain
uncommon results.

Teams: Definition, Norms and Roles

Team is a group of individuals cooperatively working together towards achieving similar objectives or
goals.

Teams are a special kind of group, found in organizations, with the following three additional
characteristics:
1. Teams are typically formed by management directive.
2. Team members share responsibility for the specific outcomes and operations.
3. Teams typically exist in an empowering work context.

All teams are not alike:

• They can differ on the type of outcomes they’ve been organized to achieve. - Some teams, such as
advisory panels, committees and employee involvement groups are assembled to provide advice and
involvement to managers in the organization.
• The projects and development team is an assembly of professionals who work on assigned or original
projects.
• Teams can be created to produce an outcome that is organized action. This type of team includes:
sports teams, negotiating teams, expedition teams, and surgery teams.

Types of Work Teams and Their Characteristics

Type of outcomes and Combination of Team’s degree of Team’s work cycle

examples member expertise integration with other
work units
Production or service Low Differentiation of High level of Work cycles typically
Flight Attendant Crews Expertise among integration repeated or
members continuous; Cycles
often briefer than the
team life span
Project Research High differentiation of Low level of integration Work cycles typically
groups Task Forces expertise among differ for each project
Architect teams members
Organized Action High differentiation of Low level or integration Brief performance
Sports teams expertise among events, often repeated
Negotiating teams members under new conditions,
requiring extended
training and/or
preparation
Overall, teams in organizations create outcomes that exceed the collective capability of individuals who
work within the formal line structure of an organization.
Type of Team Structure

1. Sequential team referred to as top-down management. Tasks are passed down to another person
when it is done, and this is repeated down the line.
2. Synchronous team is when everyone works together in a group, and each comes with a different
specialization but with one focus or goal.

Group Processes: Communication, Responsibility, Accountability, Respect and Evaluation

Groups are central to all organizational behavior. The group serves as an intermediary between
individuals and the organization. Knowledge and understanding of group dynamics can be employed to
improve the result of group action.

The Group as System

One way of looking at a group is as a subsystem within a larger system, which is the organization.

A System is characterized as being ‘complex, with interdependent parts; often, consisting of inputs,
transformations, output, feedbacks and boundaries; in balance, resulting from positive and negative
feedbacks; and having a multiplicity of purposes and objectives.’

From the psychological point of view, a group is a conglomeration of people who:

1. Possess a common purpose or objectives;
2. Interact with one another to accomplish their objectives;
3. Are aware of one another
4. Perceive themselves to be part of the group.

Why and how Groups are Formed

A group when formed through and by the organizational structure is called:

Formal Group – formed through and by the organizational structure.
• A formal group consisting of an executive and subordinates may be relatively permanent, even though
the group’s membership may change.
Informal Group – formed within the structure but without official sanction of the organization.
• Informal group are developed in order to get jobs done better and more quickly by people whose work
is interdependent and interrelated.
Social Group – formed for purely social reasons.

The Internal Operation of Groups

Group Leadership – the term “leader” generally connotes someone with formal authority, the “boss” of
a formal tasks group. The term “leader” cannot be used synonymously with the terms, “boss” or
“manager”.
– Leadership is not a function or trait of a single individual but it is distributed through the entire group.
Any group member may be a leader at any particular point in time.

Group History – the historical background of a group determines the way in which the members interact
with their jobs.
Ad Hoc groups – are generally formed quickly on the “spur of the moment” and the members may have
had little or no previous interaction with one another.
Establish groups – have as member those who have worked together in the past and which enable them
to acquire knowledge of the strengths and weaknesses, as well as the many idiosyncrasies of the other
members.

Four-Stage Process of Groups

1. Forming – (initial stage) – the group is concerned with orientation, which accomplished primarily
through testing the boundaries of both interpersonal and task behaviors, determining the relationship
with the leader, and the like.
2. Storming – (second stage) – is characterized by polarization and conflict about both interpersonal and
task requirements.
3. Norming – (third stage) – resistance is overcome, intergroup cohesiveness develops, standards had
evolved and roles become more firmly established.
4. Performing – (final stage) – the group is ready to settle down to accomplish its task.

Behavior Options

Several Behavior Options of Group Member:

1. Rebellion – wherein the individual rejects all of the group’s values and norms.
2. Creative individualism – the individual accepts only pivotal norms and rejects some or all of the
relevant ones.
3. Conformity – the group member accepts all of the group’s values and norms.

Norms may be classified into four dimensions, namely:

1. Affective relationships deal with the personality or impersonality of the relationships;

2. Control, decision-making and authority relationships deal with the equality or inequality of power;
3. Status – acceptance relationships deal with the uniqueness or the position of the individuals;
4. Achievement – success relationships deal with the matter of prestige and rank.

Group Cohesion

Cohesion – means “solidarity” or “unity”. The members tend to have common values, attitudes and
standards of behavior.

Factors Affecting Cohesiveness

1. The homogeneity of the group – whenever the group’s members have widely different values or
statuses, they will experience the difficulty of becoming a cohesive unit.
2. Isolation – the more group is isolated from other groups, the more likely the members will share
common values and standards of behavior.
3. Outside Pressure – reacting to outside pressure is one of the fastest ways a group can develop strong
solidarity.
Outside pressure may take several forms:
a. Union-management conflict
b. Competition between groups
c. Mistrust between line and staff personnel
d. Reaction against a dictatorial supervisor
4. Size – the size of a group affects its cohesiveness.
5. Atmosphere or climate – another variable affecting group cohesion both within and outside the
group.

Importance of Group Cohesiveness and Solidarity

The more cohesive the group is, the greater the possibility that its members will develop similar
attitudes, values and behavior patterns.

Group Task, Building, and Maintenance Activities

The purpose of a group is to perform a task and to accomplish specific objectives.

Different Approaches to described group process

1. Group task activities – refer to initiating, clarifying, coordinating or orienting the group to its goals,
giving and seeking information, and establishing contact with the outside community which all help the
group attain its primary goals and objectives.
2. Group-building activities – allow the group to build and maintain itself by helping to satisfy member’s
needs and by fostering trust and cooperation among group members. (more effective by applying: a)
harmonizing, b) using humor to reduce tensions, c) encouraging people to participate and compromise.
3. Self-serving activities – attention-getting, dominating, aggression, and withdrawal – help each
member of a group to his or her own set of unique needs, values and goals.

Observing Group Process

The Group Process – is concerned not with the task itself, but with how the task is being accomplished.

What to Look for in Groups

1. Participation
2. Influence
3. Styles of Influence
4. Decision-making procedures
5. Task functions
6. Maintenance functions
7. Membership
8. Feelings
9. Norms

Temporary Groups - the temporary task group is formed to solve a particular problem but after it has
performed its task, it is disbanded.

Group Size – affects the degree of participation, consensus, quality of satisfaction, and the need for a
leader. As the group size increases, the opportunity for participation decreases.

Kinds of Groups
1. Nominal group – members are together, but do not directly interact. (each member generates ideas
independently, silently and in writing. – ideas are summarized in a large piece of paper then all the ideas
then presented are discussed for clarification and evaluation purposes).
2. Delphi Technique – the group participants are not physically present. Instead, a questionnaire is
distributed to obtain information on a particular topic.
General Guidelines for Improving Group Performance
1. Training – is most effective in decreasing order, in live situations, in those using experiential materials
and in lecture or similar methods.
2. Conflict – the more effective group can use conflict in a constructive way without either buying it or
allow it to get out of hand.
3. Type of group – the normal group may be the most effective for problem-solving, especially for
relatively routine problems.
4. Kind of Group – interacting groups are the most widely used and recognized in generating ideas.
5. Quality of Ideas – the quality of ideas is very important, it may be useful to have a group with
members numbering between seven and twelve, so that more input information is available to the
group.
6. Group Norms – the norms or standard of behavior of this group should be periodically examined to
find out if they are clear to the member of the group.
7. Group Cohesiveness – cohesiveness should likewise be periodically examined.
8. Consensus – is desired more than the quality or quantity of ideas, the group should consist of about
three to five members.
9. Member Satisfaction – appears to be directly related to consensus and smaller sized group.
10. Leader – who can assist the group with its functioning. The task leaders should preferably sit at the
head of the table.
11. Process Observation – process observer can help a group improve its overall functioning by
observing what transpire in the group and feeding back the results to the entire group and/or to the
leaders.
12. Counterproductive Norms – as a result of the manager’s action against productivity tend to increase
the cohesiveness of the group.

Advantages of a Group
1. Belonging to a group develops loyalty; members will support the goals and objectives of the group.
2. Good relationship shall instill cooperation, courtesy, respect and congeniality with each other, for
smoother workflow without dissent or conflict.
3. Members are encouraged to support each other, against criticism from various groups, and work
together to find resolution.
4. Sharing of problems when encountered as a group, instead of having a sense of individual burden or a
heavier load of responsibilities.
5. Group sharing provides opportunity for incremental knowledge and learning, what with the
interactions of ideas, mentoring and coaching.
6. There is validation of worthiness and contributions to a group, which enhances selfesteem, pride and
recognition.
7. Retention of learning is greater due to active participation of all members.

Disadvantages of a Group
1. There is no individual recognition for expertise.
2. It is viewed as a waste of time, because you have to listen to all members of the group.
3. There is no individual accountability since the results are credited to group effort; some members
work harder while others may not.
4. There are lesser rewards for groups, because it is more costly than a few individual rewards.
Ways to build trust by supporting the Team
1. Give your time – be sure that you attend their meetings.
2. Reward, celebration, awards – every time the team reaches a goal or meets target sales.
3. Access to new technology, new equipment – provide a budget for new technology.
4. Always provide information – share the firm’s progress, as well as current and future plans.
5. Respond in a timely manner – find answers to team questions as soon as you can.
6. Compensate for extra effort – when the members of the team works long hours, or report in a
weekends, seek compensation for their time away from their families.

Changing Behavior in Organization

Accelerated Pace of Change
1. Knowledge Explosion – fast developments attained in science and technology resulted in a
tremendous acceleration in the development of knowledge.
2. Rapid Technological development – as technology changes, jobs also change. Technology generally
requires more professional, scientific and other white collar workers to keep the system in operation.
3. The composition of the labor Force – Unions have been exerting influence upon human relations at
work and are expected to continue notwithstanding the technical and social changes that take place or
may be brought about by the changing union’s role.
4. Environmental and social issues – changes in the internal and external environment as well as changes
in social issues and relationships have likewise induced corresponding changes in behavior in
organizations.

Three (3) major reasons for management to be more conscious about in adjusting to changing behavior
in organizations are:
- Employees, to some extent, have multiple interests and undertake multiple roles. Work relationships
are rarely co-terminus personal interest.
- Unions or organized bodies represent groups of employees who make up their memberships and have
growing practical and legal status in industrial nations in a number of vital operation areas.
- Professional societies, or voluntary membership societies for individuals pursuing professional callings,
make permanent claims on the work choices and decision parameters of individual members, even
when the members are working as employees in organized enterprises rather than solely and personal
professional practitioners.

Changes in behavior in organizations are similarly influenced by changing relationships with customers,
shareowners, suppliers, and the general public and the government and other parties.

Customers relationships – are more effluent, more mobile, more educated and more likely to have new
wants than before. Competition consequently takes new dimensions with specific impact on
organizational principles and behavior.
Shareowner relationships – a striking characteristics of modern society is that the proprietors or owners
of the large enterprises and its managers or entrepreneurial decision-makers are increasingly different
individuals.
Supplier relationships – suppliers of both materials and services also change in availability, scope, and
interests.
Public Government relations – public or government relations embrace the people in all other sectors
and have, in a sense, multiple impacts on the organizations.
 Decision Making
Three generally mos– suppliers of both materials and services also change in availability, scope, and
interests t requires effective order of discussions to reach an agreement:
1. Assembly of facts
2. Interpretation of facts, which includes the consideration of values involved, and;
3. Decision on the basis of the facts.
- Once management agreement on the facts has been arrived at, the group can then begin interpreting,
evaluating and stating opinions on expected outcomes.

Creative Thinking in Groups

Groups - are generally generators of creative thinking. Group interaction induces enthusiasm for
creativity among members of the group, and also conveniently provides each member with ideas that
the rest of the group can build upon.
Brainstorming – is among the most accepted method of creative thinking. Its distinguishing feature is
the deferment of judgment.

Weaknesses of Meetings
Meetings - are an essential and productive part of work organizations. Properly conducted meetings can
contribute to an organizations progress by integrating interest, improving decision making, committing
and motivating members to carry out a course of action, encouraging creative thinking, broadening
perspective and changing attitudes.
a. Slowness and expensiveness – is caused by the difficulty by which it is convened. Meetings of all types
offer a slow way of getting things done. Sometimes, delay is desirable because it affords more time for
thinking.
b. The leveling effect – one of the most serious criticisms of group discussions is that it stresses on
conformity and compromise.
c. Divided responsibility – is a problem whenever group decisions are made. It is said that, “actions
which are several-bodies responsibility are nobody’s responsibility.”
d. Groupthink Philosophy – when some people have carried to an extreme their interest in groups and
begin to worship the group, the philosophy is termed, “group-think”.

Importance of Decision Making as a Supervisory Skill – According to F.M. Lao, Jr.

1. Supervisors are the critical frontline liaison officer between management and employees.
2. Supervisors need to act as the authoritative figure to direct all activities and manner of decision
making.
3. Supervisors interface with the employees on a daily basic and have the ability and influence to effect
desired work behavior and results, as well as address negative performance.
4. Supervisory responsibilities could include the maintenance of high morale and motivation of
personnel, equitable division of roles and work among personnel, development, coordination and
continuous monitoring of schedules, assurance of appropriate allocation of resources needed in work
areas, and accountability for safely prevention.
5. It is important for the supervisor to be knowledgeable and aware of the signals and symptoms of a
business problem so that early detection can minimize disruption and prevent further escalation that
will decrease efficiency and profitability.
6. A good supervisor is empowered to make decisions and start the process of resolution for this
decision.
7. A good supervisor is expected to have the skills necessary to determine a problem, communicate
expectation to the personnel, provide guidance and implementation of policies and procedures, resolve
conflict and performance problems to achieve the overall objective of efficiency and productivity that
meets organizational goals.
8. Well-rounded supervisory skills in decision making ensure orderly and organized resolution of
problems and encourage a minimum relationship with personnel.
9. Decision making skill will ensure that all possible pertinent questions are discussed and brought to the
open for evaluation and analysis.

Ways to be an Efficient Decision Maker – by F. M. Lao, Jr.

1. The supervisor can be proactive instead of being reactive by starting a dialogue with personnel and
leading the brainstorming for process improvements before problem occurs.
2. Make sure that proper resources are allocated for the needs of personnel. Identify personnel who are
afraid to speak up. Ask before it becomes a problem, or affects productivity.
3. Participate in casual group discussions to develop the confidence and trust of the personnel. Knowing
your personnel is important to decision making. There should be a give and take relationship of respect,
cooperation and working towards common goal and objective.
4. Attend educational training and development with other managers or undertake professional services
that will provide additional knowledge to solve key issues such as diversity as a reality in the workforce
today, techniques for creating an effective working environment, finding solutions, setting priorities, and
how to encourage participatory decision making.
5. Supervisor should discuss with other supervisors about common decisions for situations, and network
with other supervisors on techniques that have previously been used, such as cost-benefit analysis,
advantages and disadvantages, brainstorming, and important criteria for evaluating and prioritizing
problems.
6. Supervisors need feedback on how they are perceived by their personnel. Learn from your personnel.
Act as a role model that can accept positive criticism. Listen to suggestions with an open mind.
7. Classify data and use templates for documentation and on questions to ask, so as to maintain
consistent guidelines and a repeatable process that can be continuously improved.
8. Always adopt with the needs of the time. Read and evaluate on current issues and techniques such as
workforce diversity, organizational behavior, organizational culture, motivation, communication and
conflict resolution.
9. Always encourage team management. Inculcate genuine care and concern for all members.
10. Be an effective listener. Stop talking. Empathize. Look at the other person. Get rid of distractions.
Don’t argue mentally; keep an open mind. Avoid nasty judgments which are hindrances when resolving
problem. Stay away from negative thoughts and focus on the positive while making decisions.
11. Understand actions that exhibit negativity. Be aware of how your personnel react, and act on the
signs and symptoms of disagreements. Encourage employees to speak up and do not interrupt.
12. A problem is always on opportunity for improvement. Schedule weekly meetings with employees to
determine progress, problems and issues.
13. Network with other professionals outside of work. It takes time, but learning about the experiences
of others will give you a different perspective.