Wedding Dance by Amador Daguio

Chapter 10
Understanding Groups and
Teams
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Fundamentals of Management, Fifth Canadian Edition
10-1
Copyright © 2008 Pearson Education Canada
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter
• Understanding Groups and Teams
– Define the two types of groups
– Define work team
– Compare groups and teams
– Describe the four most common types of teams
– Describe the five stages of team development
10-2
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter
• Turning Individuals into Team Players
– Describe the roles team members play
– Discuss how organizations can create team players
• Turning Groups into Effective Teams
– List the characteristics of effective team
– Describe the relationships between group cohesiveness and
productivity
– Discuss how conflict management influences group behaviour
– Define social loafing
10-3
Understanding Groups and Teams
• Group
– Two or more interacting and interdependent
individuals who come together to achieve particular
goals
• Formal groups
– Work groups that have designated work assignments
and tasks directed toward organizational goals
• Informal groups
– Groups that are independently formed to meet the
social needs of their members
10-4
Exhibit 10.1a Examples of Formal
Groups
• Command
• Task
• Crossfunctional
• Selfmanaged
Groups that are determined by the organization
chart and composed of individuals who report
directly to a given manager
10-5
Exhibit 10.1b Examples of Formal
Groups
• Command
• Task
• Crossfunctional
• Selfmanaged
Groups composed of individuals brought together
to complete a specific job task; their existence is
often temporary because once the task is
completed, the group disbands
10-6
Exhibit 10.1c Examples of Formal
Groups
• Command
• Task
• Crossfunctional
• Selfmanaged
Groups that bring together the knowledge and
skills of individuals from various work areas or
Chapter 10, Stephen groups whose members have been trained to do
P. Robbins, Mary Coulter, and Nancy Langton,
each others’ jobs
10-7
Exhibit 10.1d Examples of Formal
Groups
• Command
• Task
• Crossfunctional
• Selfmanaged
Groups that are essentially independent and in
addition to their own tasks, take on traditional
Chapter 10, Stephen responsibilities, such as hiring, planning and
P. Robbins, Mary Coulter, and Nancy Langton,
scheduling, and performance evaluations
10-8
Types of Teams
• Problemsolving teams
– Employees from the same department and functional
area who are involved in efforts to improve work
activities or to solve specific problems
• Selfmanaged work teams
– A formal group of employees who operate without a
manager and are responsible for a complete work
Chapter process or segment
10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
10-9
Types of Teams (cont’d)
• Crossfunctional teams
– A hybrid grouping of individuals who are experts in
various specialties and who work together on various
tasks
• Virtual teams
– Teams that use computer technology to link physically
dispersed members in order to achieve a common goal
10-10
Ex. 10.2 Stages of Team Development
Prestage 1 Stage I Stage II

Forming Storming

Stage III Stage IV Stage V
Fundamentals ofNorming
Management, FifthPerforming
Canadian Edition Adjourning
10-11
Stages in Group Development
• Forming • Performing
– Members join and begin the process of
defining the group’s purpose, structure, and – A fully functional group structure
leadership allows the group to focus on
• Storming performing the task at hand
– Intragroup conflict occurs as individuals resist
control by the group and disagree over • Adjourning
leadership
– The group prepares to disband
• Norming and is no longer concerned with
– Close relationships develop as the group
becomes cohesive and establishes its norms high levels of performance
for acceptable behaviour

10-12
Creating Team Players
• Challenges for team players
– Individual resistance
• Success is not defined by individual performance but the
team as a whole
– Culture
• Cultural background of individualism or collectivism will
affect team development

10-13
Creating Team Players (cont’d)
• Taskoriented roles
– Roles performed by group members oriented towards
task accomplishment
• Maintenance roles
– Roles performed by group members oriented towards
maintaining good relations within the group

10-14
Shaping Team Behaviour
• Selection
– Individual should have technical and interpersonal
skills
• Training
– Workshops can help individuals become team players
• Rewards
– Given to encourage team work rather than individual
Chapter accomplishments
10-15
Ex.10.3 Characteristics of Effective
Teams

10-16
Characteristics of Effective Teams
• Have a clear understanding • Are unified in their
of their goals commitment to team goals
• Have competent members • Have good communication
with relevant technical and systems
interpersonal skills • Possess effective negotiating
• Exhibit high mutual trust in skills
the character and integrity of • Have appropriate leadership
their members
• Have both internally and
externally supportive
environments
10-17
Turning Groups into Effective Teams
• Group Cohesiveness
– The degree to which members are attracted to a
group and share the group’s goals
• Highly cohesive groups are more effective and
productive than less cohesive groups when their goals
align with organizational goals

10-18
Exhibit 10.4 The Relationship
Between Cohesiveness and
Productivity
Cohesiveness
High Low
Strong Increase Moderate Increase

in Productivity in Productivity
Decrease in No Significant Effect

Productivity on Productivity
10-19
Tips for Managers:
Increasing Group Cohesiveness
• Increasing socioemotional cohesiveness
– Keep the group relatively small
– Strive for a favourable public image to increase the
status and prestige of belonging
– Encourage interaction and cooperation
– Emphasize members’ common characteristics and
interests
– Point out environmental threats (e.g., competitors
achievements) to rally the group
Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6th Ed. (New York: McGraw
10-20 Hill/Irwin, 2004), p. 460. Reprinted by permission of McGraw Hill Education.

Tips for Managers:
Increasing Group Cohesiveness
• Increasing instrumental cohesiveness
– Regularly update and clarify the group’s goal(s)
– Give each group member a vital “piece of the action”
– Channel each group member’s special talents toward
the common goal(s)
– Recognize and equitably reinforce every member’s
contributions
– Frequently remind group members they need each
Chapter other to get the job done
Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6 Ed. (New York: McGraw
th
10-21 Hill/Irwin, 2004), p. 460. Reprinted by permission of McGraw Hill Education.

Managing Group Conflict
• Conflict
– The perceived incompatible differences in a
group resulting in some form of interference with
or opposition to its assigned tasks
• Traditional view: conflict must it avoided
• Human relations view: conflict is a natural and inevitable
outcome in any group
• Interactionist view: conflict can be a positive force and is
Chapter 10, absolutely necessary for effective group performance
Stephen P. Robbins, Mary Coulter, and Nancy Langton,
10-22
High
Low Level of Conflict High
Exhibit 10.5
Conflict and
Level of
Group
Group
Performance
Performance
A B C
Low
Situation A B C
Level of Conflict Low or none Optimal High

Type of Conflict Dysfunctional Functional Dysfunctional
Group's Apathetic Viable Disruptive
Internal Stagnant Self-Critical Chaotic
Characteristics Unresponsive to Change Innovative Uncooperative
Lack of New Ideas
Chapter 10,LowStephen P. Robbins,

Level of Group
Performance
High Mary Coulter,
Low and Nancy Langton,
10-23
Managing Group Conflict (cont’d)
• Categories of Conflict
– Functional conflicts
– Dysfunctional conflicts
• Types of Conflict
– Task conflict: content and goals of the work
– Relationship conflict: interpersonal relationships
– Process conflict: how the work gets done
10-24
Managing Group Conflict (cont’d)
• Techniques to Reduce Conflict:
– Avoidance
– Accommodation
– Forcing
– Compromise
– Collaboration
10-25
Forcing Collaborating
Exhibit 10.6
Conflict Resolving conflicts by
satisfying one’s own
needs at the expense
Resolving conflicts by
seeking an advantageous
solution for all parties.
of another’s.
Resolution
Techniques Resolving conflicts by
each party's giving up
something of value.
Compromising
Resolving conflicts by
Resolving conflicts by placing another’s needs
withdrawing from or and concerns above
suppressing them. your own.
Source: Adapted from K.W. Thomas,
“Conflict and Negotiation Processes in
Organizations,” in M.D. Dunnette and L.M.
Hough (eds.) Handbook of Industrial and Avoiding Accommodating
Organizational Psychology, vol. 3, 2nd ed.
(Palo Alto, CA: Consulting Psychologists
Fundamentals of Management,Uncooperative
Fifth Canadian Edition
Press, 1992), p. 668. With permission.
Cooperative
10-26 Cooperativeness
Preventing Social Loafing
• Social Loafing
– The tendency for individuals to expend less
effort when working collectively than when
working individually

10-27
Teams Aren’t Always the Answer
• Three questions to ask to determine the
appropriateness of a team approach:
– Can the work be done better by more than one
person?
– Does the work create a common purpose or set of
goals that is more than the aggregate of
individual goals?
– Are the members of the group interdependent?
10-28

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Chapter 10

Prestage 1 Stage I Stage II

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,

Strong Increase Moderate Increase

Decrease in No Significant Effect

Copyright © 2008 Pearson Education Canada

10-21 Hill/Irwin, 2004), p. 460. Reprinted by permission of McGraw Hill Education.

Level of Conflict Low or none Optimal High

Chapter 10,LowStephen P. Robbins,

Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton,

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