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Groups, Teams and Organizational Effectiveness
GroupTwo or more people who interact with each other to accomplish certain goals or meet certain needs.
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Groups, Teams and Organizational Effectiveness
TeamA group whose members work intensely with each other to achieve a specific, common goal or objective. All teams are groups but not all
groups are teams.
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Groups, Teams and Organizational Effectiveness
Two characteristics that distinguish teams from groups are the intensity with which team members work together and the presence of a specific overriding team goal or objective
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Groups, Teams and Organizational Effectiveness
Groups and teams can help an organization gain a competitive advantage because they can:1) enhance its performance2) increase its responsiveness to customers3) increase innovation4) increase employees’ motivation and
satisfaction
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Groups and Teams as Performance Enhancers
Performance Enhancement Making use of the synergy from employees
in a group producing more or better output than employees working separately.
Bounce ideas off one another. Correct each other’s errors. Bring more new ideas to bear on problems Accomplish projects beyond the scope of
individuals
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Groups’ and Teams’ Contributions to Organizational
Effectiveness
Figure 11.1
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The Types of Groups and Teams in Organizations
Figure 11.2
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The Types of Groups and Teams
Formal GroupA group that managers establish to achieve organization goals.
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The Types of Groups and Teams
Informal GroupA group that managers or nonmanagerial employees form to help achieve their own goals or to meet their own needs.
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Group Dynamics
Group Dynamics The characteristics and processes that
affect how a group or team functions. Group size affects how a group performs.
Normally, small groups (2 to 9 members) interact better and tend to be more motivated.
Larger groups can be used when more resources are needed and division of labor is possible.
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Group Dynamics
Group tasks impact how a group interacts. Task interdependence shows how the
work of one member impacts another; as interdependence rises, members must work more closely together.
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Group Roles
The set of behaviors and tasks that a group member is expected to perform because of his or her position in the group.
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The Stages of Group Development
Figure 11.3
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Group Norms
Shared guidelines or rules for behavior that most group members follow
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Group Dynamics
Conformity and Deviance Members conform to norms to obtain
rewards, imitate respected members, and because they feel the behavior is right.
Conformity and deviance must be balanced for high performance from the group.
Deviance allows for new ideas in the group.
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Balancing Conformity and Deviance in Groups
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Group Cohesiveness
The degree to which members are attracted to their group
Three major consequencesLevel of participationLevel of conformity to group normsEmphasis on group goal accomplishment
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Sources and Consequences of Group Cohesiveness
Figure 11.5
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Managing Groups and Teams
for High PerformanceMotivating group members to achieve organizational goals: Members should benefit when the
group performs well—rewards can be monetary or in other forms such as special recognition.
Individual compensation is a combination of both individual and group performance.
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Three Ways to Reduce Social Loafing
Figure 11.6
