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Types of Groups and Teams

• Groups
– Interact with one another.
– Are working toward some
UNDERSTANDING AND MANAGING PEOPLE common purpose.
– Perceive themselves to be a
group.
– Have a strong, focused leader.
CHAPTER 3: WORKING WITH OTHERS
– Have individual accountability.
– Strive to run efficient meetings.
Mai Anh Linh
Faculty of Economics and Management
International School of Thai Nguyen University
Email: mailinh.mai7@gmail.com
A. J. DuBrin, Fundamentals of
Organizational Behavior,
9–2
Second Edition. Copyright ©
2002 by South-Western.
• Teams
– Are a special type of group.
– Have complementary skills.
– Are committed to a common
purpose.
– Have a set of performance
goals.
– Have a defined approach to a
task.
– Have a team leader who shares
leadership roles.
– Have individual and mutual
accountability.
– Encourage open-ended
discussion and participation.

Types of Groups and Teams Types of Work Teams

• Formal Groups Cross-Functional Team

– Are deliberately formed by the organization to – Is a group of workers with different specialties drawn
accomplish specific tasks and achieve goals. from the same level in the organization to blend their
talents to accomplish a task such as product
• Informal Groups development.
– Emerge over time through – Have individual members who think in terms of what
the interaction of workers is good for the organization and not their specialty.
to satisfy a social or • Top-Management Team
recreational purpose. – Is the group of managers at the top of organizations
Are not sanctioned that collaborates in making most major decisions.
but may be tolerated – Occasionally, can be a committee of two or more top
by the organization. executives who claim to share power.

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A. J. DuBrin, Fundamentals of Organizational Behavior, Second A. J. DuBrin, Fundamentals of Organizational Behavior, Second
Edition. Copyright © 2002 by South-Western. Edition. Copyright © 2002 by South-Western.

Types of Work Teams Types of Work Teams

• Affinity Groups • Virtual Teams

– Are employee-involvement groups composed of – Are small groups of people who conduct almost all of
professional-level (or knowledge) workers. their collaborative work by electronic communication
rather than face-to-face. Members can be located
– Meet regularly, share information, capture anywhere in the world.
opportunities, and solve problems affecting their – Advanced “cybercollaboration” techniques:
organizations.
• e-mail for sharing information
– Are self-directing and have and “cybermeetings.”
a formal charter from • groupware for simultaneous
their organizations. document editing.
• desktop video conferencing
to facilitate the virtual team.

9–5 9–6

A. J. DuBrin, Fundamentals of Organizational Behavior, Second A. J. DuBrin, Fundamentals of Organizational Behavior, Second
Edition. Copyright © 2002 by South-Western. Edition. Copyright © 2002 by South-Western.

Stages of Group Development Stages of Group Development

• Stage 1: Forming • Stage 3: Norming

– A time of confusion, caution, communality for members. – A period of quiet; resistance is overcome and group
– Group members learn: standards (norms) are established.
• what tasks are expected to be performed. – Cohesiveness and commitment begin to emerge.
• what the benefits are of group membership. – Sources of “Norms”:
• what rules must be followed and expected behaviors. • The group itself sets behavioral
and performance standards.
• Stage 2: Storming
• Organizational rules and policies
– A time of hostility, infighting, tension, and confrontation.
are adopted.
– Members argue to clarify expectations.
• Influential team members who
– Coalitions, cliques, and subgroups form within the group. inspire the group.

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A. J. DuBrin, Fundamentals of Organizational Behavior, Second

Edition. Copyright © 2002 by South-Western.

ACTIVITY 1 Stages of Group Development

• How might group norms • Stage 4: Performing

– Cause problems for new managers?
– Adversely affect performance?
– Help in the process of management control?
– Help in the process of change management?
– In this stage, the group is ready to focus on
accomplishing its key tasks.
– Intrinsic motivation and creativity emerge as the
group performs (“working for the cause”).
• Stage 5: Adjourning
– Groups are dissolved after their tasks are
accomplished.
• Key Managerial Challenge
– To help groups move past the first three stages of
group development into performing.

9–10

ACTIVITY 2

• Which stage?
– 2 in the group arguing as to whose idea is the best Forming
– Progress becomes static
– Designed output being achieved Adjourning Storming
– Shy member of group not participating The Stages of Group Development
– Activities being allocated
Performing Norming

EXHIBIT
A. J. DuBrin, Fundamentals of
9-1
Organizational Behavior,
9–12
Second Edition. Copyright ©
2002 by South-Western.

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Work Group Characteristics Related to

Roles within Groups
Characteristics Effectiveness
Enriched Job Design
1.Knowledge Contributor
2.Process Observer Empowerment Effectiveness
3.People Supporter Criteria
Interdependence
4.Challenger Productivity
Right Mix and Size
Job
5.Listener Satisfaction
Support for Work Group
6.Mediator
7.Gatekeeper Effective Processes EXHIBIT
9-2
8.Take-charge Leader
Follows Processes
A. J. DuBrin, Fundamentals of A. J. DuBrin, Fundamentals of
Organizational Behavior, Familiarity with Job
Organizational Behavior,
9–13 9–14
Second Edition. Copyright © Second Edition. Copyright ©
2002 by South-Western. 2002 by South-Western.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second A. J. DuBrin, Fundamentals of Organizational Behavior, Second
Edition. Copyright © 2002 by South-Western. Edition. Copyright © 2002 by South-Western.

Characteristics of Effective Work Groups Characteristics of Effective Work Groups

• Job Design • Interdependence

– Effective work groups follow the principles of job – Effective work groups are task interdependent:
design (job enrichment and the job characteristics • Interdependence increases motivation and enhances
the sense of responsibility for the work of the group
model) to develop self-management capabilities and as members interact and depend on one
to ensure participation in decision making. another to accomplish the task.
• A Feeling of Empowerment • Goal interdependence involves linking individual goals
to the group’s goals.
– Effective work groups believe they have the authority
• Right size and mix
to solve a variety of problems without first obtaining
– Groups need to be large enough to do the job yet small
approval from management.
enough to maintain internal communications,
– Group experiences: potency, meaningfulness, cohesiveness, and coordination.
autonomy, and impact. – Increasing group diversity improves problem solving.

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A. J. DuBrin, Fundamentals of Organizational Behavior, Second A. J. DuBrin, Fundamentals of Organizational Behavior, Second
Edition. Copyright © 2002 by South-Western. Edition. Copyright © 2002 by South-Western.

Characteristics of Effective Work Groups Characteristics of Effective Work Groups

• Support for the Work Group Follows Processes and Procedures

– The availability of sufficient resources (e.g., training – Teams that can be trusted to follow work processes
and managerial support) is essential to group and procedures tend to perform better (higher quality
success. output).
• Effective Processes within the Group
Familiarity with Jobs, Coworkers, and the Environment
– Simply believing that the group
can do anything enhances group – Group effectiveness is
effectiveness. increased when group
– Social support of others, workload members have a high
sharing, communication, and degree of specific
cooperation all contribute to group knowledge of their jobs,
cohesiveness. coworkers, and the environment.

9–17 9–18

A. J. DuBrin, Fundamentals of Organizational Behavior, Second A. J. DuBrin, Fundamentals of Organizational Behavior, Second
Edition. Copyright © 2002 by South-Western. Edition. Copyright © 2002 by South-Western.

Group Problem Solving and Decision Group Problem Solving and Decision
Making Making
• Group Decision-Making Styles Steps in the Nominal Group Technique (NGT)
– Consultative 1. Members of the group are chosen and brought together.
• Group leader consults with 2. If the group is too large, it is divided into subgroups.
the group before deciding. 3. The group leader presents the question.
– Consensus 4. Individual members independently record their work.
• Manager shares problem 5. Each group member presents one idea without discussion.
with group members
6. Once members have presented their viewpoints, evaluate
who seek a solution.
all of the ideas.
– Democratic
7. The meeting terminates with individuals voting to create a
• The group is empowered group ranking of the ideas.
to make decision themselves.

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5

Start
Problem definition
Determine expertise required
Sample experts (sample size)
Prepare questionnaire
Distribute questionnaire
Analyze question responses
Yes
Has consensus been reached?
Provide requested information and
tabulate responses
Prepare the next questionnaire
Compile final responses and
disseminate the results (final report)
Potential Problem Within Groups
• Groupthink
– Occurs when strong group cohesiveness creates an
extreme form of consensus and interferes with effective
decision making.
– Contributors to groupthink:
• strong member identification
with the group
• directive leadership
• high stress
• insulation of the group
• no built-in mechanism for
evaluating decisions
10/23/2014
A. J. DuBrin, Fundamentals of Organizational Behavior, Second
Edition. Copyright © 2002 by South-Western.
Potential Problem Within Groups
• Group Polarization
– Shifts in member attitudes to more or less risky
positions, which, in turn, reduces intragroup cohesion.
Group Problem Solving
• Social Loafing
and Decision Making:
– Occurs when an undermotivated person shirks
Steps in the
individual responsibility and tries
Delphi Process
to squeeze by without
contributing a fair share
of the work.
EXHIBIT
9-3
9–22
A. J. DuBrin, Fundamentals of Organizational Behavior, Second A. J. DuBrin, Fundamentals of Organizational Behavior, Second
Edition. Copyright © 2002 by South-Western. Edition. Copyright © 2002 by South-Western.
Building Teamwork
1. Instill in teams an urgent constructive purpose.
2. Empower the group to determine how to meet its
objectives.
3. Promote the idea that we are all
in this together.
4. Make frequent use of
words and phrases that
support teamwork.
5. Use language the fosters
cohesion and commitment.
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A. J. DuBrin, Fundamentals of Organizational Behavior, Second

Edition. Copyright © 2002 by South-Western.

Building Teamwork (cont’d)

5. Use a consensus decision-making style to foster

participation.
6. Feed members valid facts and information that motivate
them to work together.
7. Avoid micromanagement in supervising the team too
closely.
8. Create physical structures suited for teams.
9. Reward the team as well as individuals.
10. Send members to outdoor (or off-site) training.

9–25