Chapter 9

Work Teams and Groups

 Work Teams
and Groups
Work output and productivity are essential concerns
of people managing organizations. This is expected
because whatever the groups do, the organization is
affected.
If the organization is to be made effective in
accomplishing its goals, the groups comprising it must
be managed properly. This can be achieved through
the use of knowledge about the behavior of groups
including work teams.
 What are groups?

A group may be defined as two or more persons,

interacting and interdependent, who have come
together to achieve certain objectives.
Groups may be classified as:

1. FORMAL GROUP- this one is defined by the

organization structure, with designated work
assignments and established tasks.
2. INFORMAL GROUP- this group type is neither
formally structured nor organizationally
determined. It is formed by individuals and
development around common interests and
friendship rather than around a deliberate
design.
Types of Formal Groups
Formal groups may be further classified as:

1. COMMAND GROUP- a group composed

of individuals who report directly to a
certain manager. An example is a group
consisting of a sale supervisor and his 10
salesman

2. TASK GROUP- its is a kind of group

consisting of a person working together to
complete a job tasks. An example is the
group of 5 faculty members from different
departments coordinating and preparing the
semester enrollment program of the
university
Types of Informal Groups
Informal groups may be classified as follows:
1. INTEREST GROUP- is one that formed because of
some special topic interest. In general, the group
disbands when the interest declines, or a goal has
been achieved. An example of an interest group is
that employees with young children grouping
together to present a unified front to management
for some benefits like allowances for childcare.
2. FRIENDSHIP GROUP- is one where members are
brought together because they share one or more
common characteristics such as age, political beliefs,
or ethnic background. Friendship groups often
extend their interaction and communication to
activities outside of their jobs.
People form groups for reasons such as:
1. NEED SATISFACTION
2. PROXIMITY
3. ATTRACTION
4. GOALS
5. ECONOMICS
1. People join groups because they believe that
groups are venues for satisfying their needs. Social
needs, for instances, may be satisfied through
interactions with group members.
2. Proximity is another reason why people form
groups. When people work near each other, it is not
hard for them to form a group.
3. People are attracted to each other because of
similarities in perception, attitude, performance, or
motivation. This condition is a positive factor in the
formation of groups.
4. A group is formed when a number of people are
required to achieve a goal.
5. Individual person join groups where they can
obtain economic benefits not otherwise made
available if they are not members of a group.
Stages of group development
Groups are like people; they learn and they
develop. How they evolve may be seen through
a presentation of a standardized sequence in the
development of groups. The sequence consists
of different stages as follows:
1. THE FORMING STAGE
2. THE STORMING STAGE
3. THE NORMING STAGE
4. THE PERFORMING STAGE
5. THE ADJOURNING STAGE
1. THE FORMING STAGE
The first stage of group development is the forming stage. One
way of forming a group is that person getting appointed to a
discipline committee. When members begin to think of
themselves as part of a group, the forming stage is complete.
2. THE STORMING STAGE
The storming stage is the stage when conflict
within the group happens. Members may get
involved in competition for desired assignments
and disagreement over appropriate behaviors and
responsibilities related to task performance. The
group experiences may change, expectations of
the members tend to be clarified and elaborated
further.
As individuals compete to impose their desired
status position, conflict may develop over
leadership and authority. when there is relatively
clear hierarchy of leadership within the group, the
storming stage is completed.
3. THE NORMING STAGE
This stage is also known as the initial integration
stage, this is when the group really begins to
come together as a coordinated unit.
Cooperation and collaboration are its main
characteristics. There is an open exchange of
information, acceptance of differences of
opinion, and active attempts to achieve goals and
objectives which are mutually agreed upon. In
this stage, members feel a preliminary sense of
closeness, and would want to protect the group
from disintegration. When the group structure
solidifies and the group has assimilated a
common set of expectations of what defines
correct member behavior, the norming stage is
complete
4. THE PERFORMING STAGE
In the performing stage, the group emerges as a
mature, organized, and a well functioning group, and it
is ready to focus on accomplishing its key tasks. This
stage is also referred to as the total integration stage.
Under this stage, group energy has moved from getting
to know and understand each other to performing the
task at hand.
5. THE ADJOURNING STAGE
The adjourning stage involves the termination of
activities. This stage is applicable to temporary groups
such as committees, project groups, task forces, and
similar entities. The termination of the group’s
activities may be triggered by any of the following:
1. when the group’s purpose has been fulfilled’ or
2. when the group has failed to revitalized itself
during the performing stage. there are instances,
however, when the activities of permanent
groups are also terminated. The reasons for such
termination include organizational downsizing
merging, or bankruptcy.
ROLES WITHIN GROUPS
Group efforts can be made more effective if relevant roles are
played within the group. These are specific roles that are
deemed important in the group process. These are the
following
1. KNOWLEDGE CONTRIBUTOR Any group would largely
benefit from a member who plays this role. If he is
technically proficient enough, he will be providing useful
and valid information. He can be of great help in task
accomplishment and the value of sharing technical
expertise with other members of the group.
2. CHALLENGER The group needs someone who confronts
and challenges bad ideas. This will prevent complacency
and non-critical thinking. The challenger will succeed his
role if he possesses effective interpersonal skills. He must
not appear as someone who challenges anything for the
sake of challenging. His role must be regarded as a part
of the problem solving process.
3. TAKE-CHARGE LEADER There are occasions when a group
has no appointed leader, or if there is one, he could not play
his role for one reason or another. The leadership vacuum
cannot exist indefinitely and for the sake of group
effectiveness, a team member should assume the role of the
take charge leader. With the leader, the group can then move
forward by defining its mission and determining its objectives
4. MEDIATOR It is not uncommon for group members to be
involved in disputes between each other. When this happens,
it will affect not only the performance of the protagonist but
also that of the whole group as well. To avoid this, it is
important for the group to have someone assume the role of
mediator.
5. LISTENER There is a need for someone to listen to
whatever ideas or proposals presented by any
members of the group. Somebody must assume that
role. Even the best proposals will go to waste if nobody
cares to listen.