Organizational behavior 7e by luthans chap010

Chapter Ten Groups and Teams McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved Learning Objectives • Describe the basic nature of groups: the dynamics of group formation and the various types of groups • Discuss the implications that research on groups has for the practice of management • Explain the important dynamics of informal groups and organizations • Analyze the impact of groupthink • Present the team concept and its practice Introduction • Formal and informal groups – the team concept and practice • Teams – self-managed and crossfunctional Nature of Groups • Meaning of a group and group dynamics • Dynamics of group formation – Theories of group formation • Theory of George Homans: activities, interactions, and sentiments • Theodore Newcomb’s classic balance theory of group formation • Theoretical approach to group formation from social psychology: exchange theory Nature of Groups Continued • Dynamics of group formation (continued) • Theodore Newcomb’s classic balance theory of group formation Nature of Groups Continued • Dynamics of group formation (continued) – Identifiable stages of group development: • • • • • Forming Storming Norming Performing Adjourning – Practicalities of group formation • Punctuated equilibrium model Nature of Groups Continued • Types of groups – Primary groups • Small groups and self-managed teams – Coalitions – Other types of groups • Memberships and reference groups • In-groups and out-groups Nature of Groups Continued • Implications from research on group dynamics – Groups expert Richard Hackman - important role leadership plays in group performance – Conditions a leader can control include: • Setting a compelling direction for the group’s work • Designing and enabling group structure • Ensuring that the group operates within a supportive context • Providing expert coaching Nature of Groups Continued • Group Cohesiveness Nature of Groups Continued • Group/team effectiveness – Three factors that play the major role • Task interdependence • Outcome interdependence • Potency – Three behaviors keys to adapting to unusual circumstances or events: • Information collection and transfer • Task prioritization • Task distribution Dynamics of Informal Groups • Norms and roles in informal groups – Boundary spanner – Buffer – Lobbyist – Negotiator – Spokesperson • Informal organization Dysfunctions of Groups and Teams • Norm violation and role ambiguity/conflict • Groupthink, conformity problem – Symptoms of groupthink Dysfunctions of Groups and Teams Continued • Risky shift phenomenon • Dysfunctions in perspective • Social loafing Teams in the Workplace • Nature of teams • Cross-functional teams – Choose members carefully – Establishing team purpose – Ensuring understanding of functions – Conduct intensive team building – Achieve noticeable results Teams in the Workplace Continued • Virtual teams – Synchronous technologies • Self-managed teams – A group of employees who are responsible for managing and performing technical tasks that result in a product or service being delivered to an internal or external customer Teams in the Workplace Continued • Training guidelines: self-managed teams Teams in the Workplace Continued • How to make teams more effective – Team building – Collaboration – Group leadership – Cultural/global issues Questions ... factors that play the major role • Task interdependence • Outcome interdependence • Potency – Three behaviors keys to adapting to unusual circumstances or events: • Information collection and transfer... Dynamics of Informal Groups • Norms and roles in informal groups – Boundary spanner – Buffer – Lobbyist – Negotiator – Spokesperson • Informal organization Dysfunctions of Groups and Teams • Norm