Chapter 10 Developing High Performance Groups and Teams

CHAPTER 10
DEVELOPING HIGH
PERFORMANCE
GROUPS AND
TERMS
Principles of Management Second Edition

© Oxford Fajar Sdn. Bhd. (008974-T) 2014
LEARNING OUTCOMES
After studying this chapter, you should be able to:

 Define groups and teams.
 Explain the differences between groups and teams, and
why they are important.
 Discuss group and team environments.
 Describe the different types of groups and teams, and
their developments.
 Discuss the structure of work groups and teams.
 Define high performance teams.
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© Oxford Fajar Sdn. Bhd. (008974-T) 2014 Ch. 10: 3
10.1 INTRODUCTION
 The study of groups and team dynamics is important to

organizations as they have major impact on an
organizational life.
 An organization and its sub-units are made of groups and
teams, most activities of the organization require at least
some degree of coordination through the operation of
group and teams working together.
 Managers must be aware of the individual needs, the
interpersonal dynamics to manage group effectiveness
and their effects on organizational performance.
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10.2 DEFINITION OF GROUPS
AND TEAMS
– A group
• normally defined as two or more individuals who
interact with one another
– Teams
• a group of interdependent individuals with shared
commitments to accomplish a common goal or purpose
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10.3 DIFFERENCE BETWEEN
GROUPS AND TEAMS
 A team, however, must have individuals who will

strive towards common objectives.
 Teams should all work together and make direct all
their efforts towards the achievement of a common
goal.
 A team, however, must have individuals who will
strive towards common objectives.
 Teams should all work together and make direct all
their efforts towards the achievement of a common
goal.
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10.3.1 Importance of Working as
Groups and Teams
 Team and group work is essential in organizations for better

output and a better bonding among employees.
In a team, every team member has an equal contribution and each
team member will be able to procreate solutions best suited to a
problem.
 Tasks are accomplished at a faster pace when done as a team

rather than by an individual.
Every team member is assigned to one or more responsibilities
according to his specialization or level of interest. This ensures a
much more efficient and faster output.

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10.3.1 Importance of Working as
Groups and Teams
 Team work encourages healthy competition among team

members.
Competition is always good for the employee as well as the
organization as every individual feels motivated to perform better
than his other team members and to contribute to his team and the
organization.
Team and group work is important to improve the relations among

employees.
 Team work also reduces the chances of unnecessary conflicts
among the employees as every individual tries his level best to
support his team member. Thus, the level of bonding increases as
a result of team work.
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10.4 ELEMENTS OF TEAM
ENVIRONMENT
Groups and teams operate in an organizational

context that comprise:
Reward systems
– Reward system is aimed to motivate team members to
work harder and reach group effectiveness.
Communication systems
– A poorly designed one will most likely hinder team
members from getting valuable information.
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ENVIRONMENT (cont.)
 Physical spaces
– Teams can only survive in a comfortable physical
layout as it serves to improve communication and
shapes employee perception of being together.
 Organizational environments
– A competitive environment will motivate
– employees to work together and vice versa. Thus, a
healthy competition is always good for the employee
as well as the organization.
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ENVIRONMENT (cont.)
 Organizational structures
– A dynamic organization structure is needed to
support team and encourages interaction between
team members
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ENVIRONMENT (cont.)
 Organizational leadership
– Teams can only persist through an on-going support
from senior executives to align rewards, to develop
organizational structure, to set up communication system
and other elements important for team survival.
– For an effective team to be established, it is important
that the team leader is more of a mentor to his team
members rather than just being a strict boss.
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10.5 TYPES OF GROUPS AND
TEAMS
Groups
 Formal work group is a group developed by
managers to help organization achieve its goals.
 An informal work group emerges to fulfil people’s
desire for friendship and companionship.
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TEAMS (cont.)
Teams
 Permanent Teams
– These teams perform on a permanent basis and are not
dissolved once the task is accomplished.
– The team who works together continuously on a day to day
bases.
– EG Armed forces, Police Force
 Temporary Teams
– Temporary teams tend to lose their importance, once the task is
accomplished. Such teams are usually formed for a shorter
duration to assist the permanent team.
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TEAMS (cont.)
 Task Forces
– These teams are formed for a special purpose, such as to
work on a specific project or find a solution to a critical
problem. A task force is a form of formal work group
comprising people who work together to achieve a common
goal.
 Committees
– Generally formed to work on a particular assignment either
permanently or on a temporary basis. Individuals with
common interests, more or less from the same background,
skills and abilities will meet together on a common platform
to form a committee and work on a given matter.
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TEAMS (cont.)
 Work Forces
– Formed in organizations where team members work
together under the expert guidance of a leader. A leader or
a supervisor is generally appointed among the members of
the work force.
 Self-managed Teams
– Teams consist of individuals who work together again for a
common purpose but without the supervision of any
leader.
 Cross Functional Teams
– Consists of individuals from different areas who come and
work together for a common objective.
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TEAMS (cont.)
 Virtual Teams
– A team in which its members interact by a computer
network to collaborate on projects — this involves
physically linking to other teams which are dispersed to
achieve common goals.
 Problem-solving Teams
– Team is formed when knowledgeable employees meet as
a temporary team to solve a specific problem, and then
disband once a solution has been found. Come together
again when the need arises.
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TEAMS (cont.)
 Quality Control Circles

– A type of team in which volunteered employees and
supervisors meet intermittently to discuss workplace and
quality-related problems.
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TASK FORCE TEAM
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WORK FORCE
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COMMITTEE
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© Oxford Fajar Sdn. Bhd. (008974-T) 2014 VIRTUAL TEAM Ch. 10: 24
10.6 DEVELOPMENT OF GROUPS
AND TEAMS
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AND TEAMS
Stage 1: Forming
(The Orientation Stage)
-Member begin to become acquainted and try out behaviour, basic norms are
established
-The process of defining the group’s purpose, structure and leadership begins
-Members discover expectations, evaluate value of membership, defer to
existing authority and test boundaries of behaviour.
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AND TEAMS
Stage 2: Storming
(The Redefinition Stage)
-Members struggle to set group goals, patterns of behaviour and there is a
competition for leadership.
-Interpersonal conflict occurs as members become proactive and compete for
various roles.
-Members try to establish norms of appropriate behaviour and performance
standards.
-Intra-group conflict also occurs as individuals resist control by the group and
disagree over leadership.
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AND TEAMS

Stage 3: Norming
(The Coordinating Stage)
-Sense of cohesion as roles are established and consensus forms around group’s
objectives
-Members develop sense of cohesion and settle into their roles.
-Close relationships develop as the group becomes cohesive and establishes its
norms for acceptable behaviour.

Stage 4: Performing
-A fully functional group structure allows the group to focus on performing the task
at hand.
-Now, the work gets done, task are accomplished.
-Coordinate and resolve conflicts, members are highly cooperative and have high
level of trust.
-Committed to groups objectives and are identified with the team.
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AND TEAMS

Stage 5: Adjourning
-This stage occurs only if the group dissolves or disbands.
-The group is no longer concerned with high levels of performance.
-It shows the termination of roles, the completion of tasks and reduction of
dependency.
-The process can be stressful, particularly when the dissolution is unplanned.
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10.7 WORK GROUP AND TEAM
STRUCTURES
 There are five components of a group and team

structure and they are:
1. Size
2. Group Roles
3. Group Norms
4. Group Status
5. Group Cohesiveness
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10.8 TOWARDS HIGH
PERFORMANCE TEAMS
 A team that achieves high levels of both task

performance and relational behaviour over time.
 The benefits of team effectiveness are enhanced
through performing towards organizational goals,
satisfying member needs, maintaining team survival
as well as resolving conflict.
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10.8 TOWARDS HIGH
PERFORMANCE TEAMS (cont.)
 Elements of high performance teams effectiveness:
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CHAPTER 10

Principles of Management Second Edition

After studying this chapter, you should be able to:

All Rights Reserved

 The study of groups and team dynamics is important to

All Rights Reserved

All Rights Reserved

 A team, however, must have individuals who will

 Team and group work is essential in organizations for better

 Tasks are accomplished at a faster pace when done as a team

All Rights Reserved

 Team work encourages healthy competition among team

Team and group work is important to improve the relations among

Groups and teams operate in an organizational

All Rights Reserved

All Rights Reserved

All Rights Reserved

All Rights Reserved

All Rights Reserved

All Rights Reserved

All Rights Reserved

 Quality Control Circles

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All Rights Reserved

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 There are five components of a group and team

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 A team that achieves high levels of both task

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 Elements of high performance teams effectiveness:

All Rights Reserved

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