Human Behavior in Organization

Prepared by: Esmhel B. Briones, MBA TREY

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GROUPS ANDTEAMS
IN ORGANIZATIONS
Chapter 6

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TheNatureofGroups

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What Is a Group?
• Social scientists have formally defined a group as a
collection of two or more interacting individuals
with a stable pattern of relationships between
them who share common goals and who perceive
themselves as being a group.

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Elements of the Definition
• First, groups are composed of two or more people in
social interaction.
• Second, groups must possess a stable structure.
• A third characteristic of groups is that members share
common interests or goals.
• Fourth, and finally, to be a group, the individuals involved
must perceive themselves as a group.

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Formal and Informal Groups
• Formal Groups. Groups created by the organization and that are
intentionally designed to direct members toward some important
organizational goal are known as formal groups. One type of formal
group is referred to as a command group—a group determined by the
connections between individuals who are a formal part of the
organization. A formal organizational group also may be formed around
some specific task. Such a group is referred to as a task group.
• Whether they are permanent committees, known as standing committees, or
temporary ones formed for special purposes (such as a committee formed to
recommend solutions to a parking problem), known as ad hoc committees or
task forces, task groups are commonly found in organizations.

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Formal and Informal Groups
• Informal Groups. Not all groups are as formal as those we have identified;
many are informal in nature. Informal groups develop naturally among an
organization's personnel without any direction from the management of
the organization within which they operate.
• For example, a group of employees who band together to seek union
representation, or who march together to protest their company's pollution of
the environment, may be called an interest group. The common goal sought by
members of an interest group may unite workers at many different
organizational levels.

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GROUP DEVELOPMENT OVER TIME: THE FIVE-STAGE MODEL
• All groups change over time as group members come
and go; group tasks and goals change; and group
members gain experience in interacting with each other.
One well-known model of group development is Bruce
Tuckman’s five-stage model.

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GROUP DEVELOPMENT OVER TIME: THE FIVE-STAGE MODEL
• 1. Forming—group members try to get to know each
other and establish a common understanding as they
struggle to clarify group goals and determine
appropriate behavior within the group.
• 2. Storming—characterized by considerable conflict—
group members resist being controlled by the group and
disagree about who should lead the group or how much
power the leader should have.

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GROUP DEVELOPMENT OVER TIME: THE FIVE-STAGE MODEL
• 3. Norming—group members really start to feel that they
belong to the group, and they develop close ties with
one another.
• 4. Performing—the group is ready to tackle group tasks
and work toward achieving group goals—the real work
gets accomplished in this stage.
• 5. Adjourning—the group disbands after having
accomplished its goals.

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How do norms develop?
• First, norms develop due to precedents set over time.
• Second, norms develop because of carryovers from other
situations.
• Third, sometimes norms also develop in response to an explicit
statement by a superior or co-worker.
• Fourth and finally, group norms may develop out of critical
events in the group's history.

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Social Facilitation: Performing in the Presence of Others

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Social Loafing: "Free Riding" When Working with Others

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What is a Team?
• Formally, we define a team as a group whose members have
complementary skills and are committed to a common purpose or set of
performance goals for which they hold themselves mutually accountable.
• First, teams are organized around work processes rather than functions.
• Second, teams "own" the product, service, or processes on which they
work.
• Third, members of teams are trained in several different areas and have a
variety of different skills.
• Fourth, teams govern themselves.
• Fifth, in teams, support staff and responsibilities are built-in. T

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Teams versus Traditional Work Structures

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Interpersonal Skills Required by Team Members

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IMPORTANT ORGANIZATIONAL GROUPS
• Four kinds of work groups that have the potential to affect
organizational performance dramatically are top management
teams, self-managed work teams, research and development
teams, and virtual teams.

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IMPORTANT ORGANIZATIONAL GROUPS
• The Top Management Team. An organization’s top
management team is the team of managers who report
to the chief executive officer (CEO). Top management
teams are chosen by the CEO and board of directors of
the organization. This team impacts the entire
organization since it decides the overall goals of the
organization.

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IMPORTANT ORGANIZATIONAL GROUPS
• Self-Managed Work Teams. In self-managed work teams, team
members have the autonomy to lead and manage themselves and
determine how the team will perform its tasks. In a self- managed
work team, separate tasks normally performed by individual
employees and managed by a supervisor fall under the
responsibility of a group of employees empowered to ensure they
get done and get done well. The job characteristics model of job
design provides a good framework for understanding why the use
of self-managed work teams can lead to higher levels of
motivation, performance, and satisfaction.

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IMPORTANT ORGANIZATIONAL GROUPS
•Research and Development Teams. Organizations often use
research and development (R&D) teams to develop new
products, especially in high-tech industries such as electronics,
pharmaceuticals, and computers. Some R&D teams are cross-
functional.
• Virtual Teams. Virtual teams are teams in which a significant
amount of communication and interaction among team members
occurs electronically, using computer hardware and software.
Organizations use virtual teams to help people in different places
and/or time zones work together.

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