Syllabus

3. Group Behaviour
• Meaning of Group Behaviour,
• Type of Group Behaviour,
• Interpersonal skills,
• Transactional Analysis,
• Johari Window,

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Management tenth edition

Stephen P. Robbins Mary Coulter

Chapter
Managing
11 Teams

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Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
11.1 Groups and Group Development
• Define the different types of groups.
• Describe the five stages of group development.
11.2 Work Group Performance and Satisfaction
• List the major components that determine group performance
and satisfaction.
• Describe how external conditions and group member resources
affect group performance and satisfaction.
• Discuss how group structure influences group performance and
satisfaction.
• Describe how group processes and group tasks influence group
performance and satisfaction.
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Learning Outcomes
11.3 Turning Groups Into Effective Teams
• Compare groups and teams.
• Describe the four most common types of teams.
• List the characteristics of effective teams.
11.4 Current Challenges In Managing Teams
• Discuss the challenges of managing global teams
• Explain the role of informal (social) networks in
managing teams

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Groups and Group Development
• Group
Two or more interacting and
interdependent individuals who come
together to achieve specific goals.

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 Type of Groups

Formal groups
Workgroups defined by the organization’s
structure that have designated work
assignments and tasks.
– Appropriate behaviors are defined by and
directed toward organizational goals.
Informal groups
Groups that are independently formed to
meet the social needs of their members.
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Exhibit 11–1 Examples of Formal Groups

• Command Groups
 Groups that are determined by the organization chart
and composed of individuals who report directly to a
given manager.

• Task Groups
 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.

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Exhibit 11–1 Examples of Formal Groups
(cont’d)
• Cross-Functional Teams
 Groups that bring together the knowledge and skills of
individuals from various work areas or groups whose
members have been trained to do each others’ jobs.

• Self-Managed Teams
 Groups that are essentially independent and in
addition to their own tasks, take on traditional
responsibilities such as hiring, planning and
scheduling, and performance evaluations.

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Stages in Group Development
• Forming • Performing
 Members join and begin the  A fully functional group
process of defining the structure allows the group to
group’s purpose, structure, focus on performing the task
and leadership. at hand.
• Storming • Adjourning
 Intragroup conflict occurs as  The group prepares to
individuals resist control by disband and is no longer
the group and disagree over concerned with high levels
leadership. of performance.
• Norming
 Close relationships develop
as the group becomes
cohesive and establishes its
norms for acceptable
behavior.

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Exhibit 11–2 Stages of Group
Development

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Exhibit 11–3 Group Performance
Satisfaction Model

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External Conditions Imposed on
the Group

 Organization’s strategy
 Authority relationships
 Formal regulations
 Available organizational resources
 Employee selection criteria
 Performance management (appraisal) system
 Organizational culture
 General physical layout of work space

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Group Member Resources
• Knowledge
• Skills
 Interpersonal skills such as conflict management and resolution,
collaborative problem solving, and communication determine
how effectively members perform in a group
• Abilities
 Determine what members can do
• Personality traits
 Positive traits tend to be positively related to group productivity
and morale

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Group Structure
• Role
 The set of expected behavior patterns attributed to
someone who occupies a given position in a social
unit that assists the group in task accomplishment or
maintaining group member satisfaction.
 Role conflict: experiencing differing role expectations
 Role ambiguity: uncertainty about role expectations

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Group Structure (cont’d)
• Norms
 Acceptable standards or expectations that are shared
by the group’s members.
• Common types of norms
 Effort and performance
 Output levels, absenteeism, promptness, socializing
 Dress
 Loyalty

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Group Structure (cont’d)
• Conformity
 Individuals conform in order to be accepted by
groups.
 Group pressures can have an effect on an individual
member’s judgment and attitudes.
 The effect of conformity is not as strong as it once
was, although still a powerful force.
 Groupthink
 The extensive pressure of others in a strongly cohesive or
threatened group that causes individual members to change
their opinions to conform to that of the group.

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Exhibit 11–4 Examples of Cards Used in
the Asch
Study

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Group Structure (cont’d)
• Status System
 The formal or informal prestige grading, position, or
ranking system for members of a group that serves as
recognition for individual contributions to the group
and as a behavioral motivator.
 Formal status systems are effective when the perceived
ranking of an individual and the status symbols accorded that
individual are congruent.

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Group Structure: Group Size
• Small groups • Social Loafing
 Complete tasks faster  The tendency for
than larger groups. individuals to expend less
 Make more effective use effort when working
of facts. collectively than when
working individually.
• Large groups
 Solve problems better
than small groups.
 Are good for getting
diverse input.
 Are more effective in fact-
finding.

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Group Structure (cont’d)
• 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 aligned with
organizational goals.

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Exhibit 11–5 The Relationship Between
Cohesiveness
and Productivity

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Group Processes: Group Decision
Making
• Advantages • Disadvantages
 Generates more complete  Time consuming
information and
 Minority domination
knowledge.
 Pressures to conform
 Generates more diverse
alternatives.  Ambiguous responsibility
 Increases acceptance of a
solution.
 Increases legitimacy of
decision.

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Group Tasks and Group
Effectiveness
• Highly complex and interdependent tasks
require:
 Effective communications: discussion among group
members.
 Controlled conflict: More interaction among group
members.

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Exhibit 11–6 Techniques for Making More
Creative
Group Decisions

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 Part 2: Conflict Management

Not in Syllabus of KMBN 101

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Group Processes: Conflict
Management
• 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 be avoided.
 Human relations view: conflict is a natural and inevitable
outcome in any group.
 Interactionist view: conflict can be a positive force and is
absolutely necessary for effective group performance.

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Group Processes: Conflict
Management (cont’d)
• Categories of Conflict
 Functional conflicts are constructive.
 Dysfunctional conflicts are destructive.
• Types of Conflict
 Task conflict: content and goals of the work
 Relationship conflict: interpersonal relationships
 Process conflict: how the work gets done

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Exhibit 11–7 Conflict and Group
Performance

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Group Processes: Conflict
Management (cont’d)
• Techniques to Manage Conflict:
 Avoidance
 Accommodation
 Forcing
 Compromise
 Collaboration

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 Exhibit 11–8 Conflict-Management
Techniques

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
Organizational Psychology, vol. 3, 2d ed.
(Palo Alto, CA: Consulting Psychologists
Press, 1992), p. 668. With permission

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 Part 3: Team Building

UNIT 5

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Advantages of Using Teams
• Teams outperform individuals.
• Teams provide a way to better use employee
talents.
• Teams are more flexible and responsive.
• Teams can be quickly
assembled, deployed,
refocused, and disbanded.

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What Is a Work Team?
• Work Team
 A group whose members work intensely on a specific
common goal using their positive synergy, individual
and mutual accountability, and complementary skills.
• Types of Teams
 Problem-solving teams
 Self-managed work teams
 Cross-functional teams
 Virtual teams

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Exhibit 11–9 Groups versus Teams

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Exhibit 11–9 Groups Versus Teams

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Types of Teams
• Problem-Solving Teams
 Employees from the same department and functional
area who are involved in efforts to improve work
activities or to solve specific problems.

• Self-Managed Work Teams

 A formal group of employees who operate without a
manager and responsible for a complete work
process or segment.

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Types of Teams (cont’d)
• Cross-Functional 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.

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Exhibit 11–10 Characteristics of Effective Teams

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Characteristics of Effective
Teams • Are unified in their
• Have a clear
understanding of their commitment to team goals.
goals. • Have good communication
• Have competent systems.
members with relevant • Possess effective
technical and negotiating skills.
interpersonal skills.
• Have appropriate
• Exhibit high mutual trust leadership.
in the character and
• Have both internally and
integrity of their
externally supportive
members.
environments.
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Current Challenges in Managing
Teams
• Getting employees to:
 Cooperate with others
 Share information
 Confront differences
 Sublimate personal
interest for the greater
good of the team

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Managing Global Teams
• Group Member Resources
 Unique cultural characteristics of team members
 Avoiding stereotyping
• Group Structure
 Conformity—less groupthink
 Status—varies in importance among cultures
 Social loafing—predominately a Western bias
 Cohesiveness—more difficult to achieve
• Group processes—capitalize on diverse ideas.
• Manager’s role—a communicator sensitive to the type of
global team to use.
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Exhibit 11–11 Drawbacks and Benefits of Global
Teams

Source: Based on N. Adler, International Dimensions in Organizational

Behavior, 4th ed. (Cincinnati, OH: South-western
Publishing, 2002), pp. 141–147
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Understanding Social Networks
• Social Network
 The patterns of informal connections among
individuals within groups.
• The Importance of Social Networks
 Relationships can help or hinder team effectiveness.
 Relationships improve team goal attainment and
increase member commitment to the team.

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 Terms to Know
• group • traditional view of conflict
• forming stage • human relations view of conflict
• storming stage • interactionist view of conflict
• norming stage • functional conflicts
• performing stage • dysfunctional conflicts
• adjourning stage • task conflict
• role • relationship conflict
• norms • process conflict
• groupthink • work teams
• status • problem-solving team
• social loafing • self-managed work team
• group cohesiveness • cross-functional team
• conflict • virtual team
• social network structure
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 All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by
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otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

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