Understanding Groups

What is a Group?
Group
Two or more interacting and interdependent individuals who come together
to achieve specific goals.
Can either be formal or informal.
Formal groups are work groups defined by the organizations
structure that have designated work assignments and specific tasks.
Informal groups occur naturally in the work place in response to the
need of social contract.
Stages of Group Development
Forming
First stage of group development in which people join the group and then
define the groups purpose, structure and leadership. Has two phases. First
occurs as people joining the group. Second phase is defining the groups
purpose, structure and leadership.
Storming
Second stage of group development which characterizes intragroup conflict.
There is conflict over who will control the group.
Norming
Third stage of group development, which is characterized by close
relationships and cohesiveness. The group solidifies and assimilated a
common set of expectations regarding member behavior.
Stages of Group Development
Performing
Fourth stage of group development when the group is fully functional. Group
members energies have moved from getting to know each and understand
each other to performing the task at hand. It is the last stage of development
for permanent work groups.
Adjourning
Final stage of group development for temporary groups which group
members are concerned with wrapping up activities rather than task
performance. Group members disband.
Stages of Group Development
Researchers argue that the effectiveness of the work group increases
at advanced stages, but its not that simple.
Under some circumstances, high levels of conflict are conducive to
high levels of performance.
Sometimes several stages may be going on simultaneously. Groups
even occasionally regress at previous stages.
Its better to think of this model as a general framework that
underscores the fact that most groups are dynamic entities.
Explaining Work Group Behavior

Group
Group Tasks
Member
External Resources
Conditions
Performance
Imposed on Group
and
the Group Processes
Satisfaction

Group
Structure
Explaining Work Group Behavior
External Conditions Imposed on Group
Group Member Resources
Group Structure
Group Processes
Group Tasks
Performance and Satisfaction
External Conditions Imposed on Group
As part of a larger organizational system, a work group is influenced
by external conditions imposed on it from outside. These external
conditions include the organizations strategy, authority relationships,
formal rules and regulations, availability or organizational resources,
employee selection criteria, the organizations performance
management system and culture, and general physical layout of the
groups work space.
Group Member Resources
A groups performance depends to a large extent on the individual
resources its members bring to the group. These include members
knowledge, abilities, skills and personality characteristics.
Attributes that tend to be viewed as positive such as sociability, self-
reliance and independence tend to be positively related to group
productivity and morale.
Negative personality characteristics such as authoritarianism,
dominance and unconventionality tend to be negatively related to
productivity and morale.
Group Structure
Work groups arent unorganized crowds. They have an internal
structure that shapes members behavior and makes it possible to
explain, predict and influence a large portion of individual behavior
within the group as well as the performance of the group itself.
This structure defines member roles, norms, conformity, status
systems, group size, group cohesiveness and formal leadership
positions.
Group Member Resources
Roles
Refers to behavioral patterns expected of someone occupying a given position
in a social unit. In a group, individuals are expected to do certain things
because of their position (role) in a group. These roles tend to be oriented
toward either task accomplishment or toward maintaining group satisfaction.
When an individual is confronted by different role expectations, he or she
experiences role conflict.
Group Member Resources
Norms
Standards or expectations that are accepted and shared by a groups
members.
Dictates factors such as work output levels, absenteeism, promptness and the
amount of socializing allowed on the job.
Common organizational norms focus on effort and performance, dress and
loyalty.
Group Member Resources
Conformity
Individuals are susceptible to conformity pressure because want to be
accepted by groups they belong. The impact of conformity was demonstrated
by Solomon Asch.
Conformity can go too far, especially when an individuals opinion of objective
data differs significantly from that of others in the group.
When that happens, groups exert extensive pressure on an individual to align
his or her opinion with others opinion, also known as groupthink.
Group Member Resources
Status Systems
Status is a prestige regarding position, or rank within a group.
Status in a group may be informally conferred by characteristics such as
education, age , skill, or experience.
Status is also formally conferred, and its important for employees to believe
that the organizations formal status system is congruent.
Employees expect things an individual receives to be congruent with his or
her status.
Group Member Resources
Group Size
Small groups are faster at completing tasks than larger ones. Larger groups
tend to be better at problem solving than smaller groups.
Large groups are good for getting diverse input. Large groups are effective if
the goal is to find facts
Small groups are better at doing something productive with those facts, they
are more effective at taking action.
An important finding related to group size is social loafing. It is the tendency
of an individual to expend less effort when working collectively than when
working individually.
Group Member Resources
Group Cohesiveness
The degree to which group members are attracted to one another and share
the groups goals.
Generally, highly cohesive groups are more effective than are less cohesive
ones.
Group Cohesiveness

Cohesiveness
Alignment of Group and
Organizational Goals Moderate Increase
Strong Increase
in Productivity in Productivity

Decrease in No Significant Effect

Productivity on Productivity
Group Process
In groups, one and one doesnt necessarily add up to two. Every
group begins with a potential defined by its constraints, resources
and structure. Then you add in the positive and negative process
factors created within the group itself.
An example of positive process factor is the synergy of four people on
a marketing research team who are able to generate more ideas as a
group than members could produce individually.
Groups may also have negative process factors such as social loafing,
high levels of conflict, or poor communication, which may hinder
group effectiveness.
Group Process
Two group processes that are important to managers are group
decision making and conflict management.
Group Decision Making
Many organizational decisions are made by groups.
Advantages of group decisions over individual decisions:
Generate more complete information and knowledge.
Generate more diverse alternative.
Increase acceptance of a solution.
Increase legitimacy.
Disadvantage of group decisions:
Time consuming
Minority Domination
Pressures to conform
Ambiguous responsibility.
Group Decision Making

Criteria of Effectiveness Groups Individuals

Accuracy
Speed
Creativity
Degree of acceptance
Efficiency
Techniques for Making More Creative Group
Decisions

Electronic Increased
Brainstorming
Meetings Creativity

Nominal
Group
Technique
Techniques for Making More Creative Group
Decisions
Electronic Meetings Decision-making groups that interact by using
linked computers
Nominal Group Technique A group decision-making technique
which group members are presented with a problem; each member
independently writes down his or her ideas on the problem; and then
each member presents one idea to the group until all ideas have been
presented.
Brainstorm An idea-generating process that encourages alternatives
while withholding criticism.
Conflict Management
Conflict is a perceived incompatible differences resulting in some
form of interference or opposition.
Three different views have evolved regarding conflict.
Traditional View Conflicts must be avoided.
Human Relations View Conflict is natural and inevitable. Has potential to be
a positive force to a groups performance.
Interactionist View Not only conflict can be a positive force in a group but
conflict is absolutely necessary for a group to perform efficiency.
Conflict Management
Three types of conflict:
Task conflict Conflict over content and goals of the work.
Relationship conflict Conflict based on interpersonal relationship.
Process conflict Conflict over how work gets done
Conflict Management Techniques
Assertive

Forcing Collaborating
Assertiveness

Compromising
Unassertive

Avoiding Accommodating

Uncooperative Cooperative
Cooperativeness
Conflict Management Techniques
Forcing Resolving conflicts by satisfying ones own needs at the
expense of others.
Avoiding Resolving conflicts by withdrawing or suppressing them.
Compromising Resolving conflicts by each party giving up something
of value.
Collaborating Resolving by seeking an advantageous solution for all
parties.
Accommodation Resolving conflicts by placing anothers needs and
concerns above your own.
Group Tasks
The impact that group processes have on group performance and
member satisfaction is modified by the task the group is doing. The
complexity and interdependence of tasks influence the groups
effectiveness.
Task can be generalized as either simple or complex. Simple tasks are
routine and standardized, complex tasks tend to be novel or
nonroutine.
Turning Groups Into Effective Teams
What Is a Team?
Work groups interact primarily to share information and to make
decisions to help each member do his or her job more efficiently and
effectively. Work teams are groups whose members work intensely on
a specific, common goal using their positive synergy, individua and
mutual accountability, and complimentary skills.
Groups Versus Teams
Work Group Team

Strong, clearly focused leader Shared leadership roles

Individual accountability Individual and mutual accountability

The groups purpose is the same as the broader
Specific team purpose that the team itself delivers
organizational mission
Individual work products Collective work products
Encourages open-ended discussion and active
Runs efficient meetings
problem-solving meetings
Measures its effectiveness indirectly by its influence
Measures performance directly by assessing collective
on others
work products

Discusses, decides, and does real work

Discusses, decides, and delegates together
Types of Teams
Four common types of teams:
Problem-solving teams team from the same department or functional area
thats involved in efforts to improve work activities or to solve specific
problems.
Self-managed teams type of work team that operates without a manager
and is responsible for complete work process or segment.
Cross-functional teams work team composed of individuals from various
specialties.
Virtual team type of work team that uses technology to link physically
dispersed members in order to achieve a common goal.
Creating Effective Teams
Clear
Goals
External Relevant
Support Skills

Internal Mutual
Support Effective Trust
Team

Appropriate Unified
Leadership Commitment

Negotiating Good
Skills Communication
Creating Effective Teams
Clear Goals High-performance teams have a clear characteristic
understanding of the goal to be achieved.
Relevant Skills Effective teams are composed of competent
individuals who have the necessary technical and interpersonal skills
to achieve the desired goals while working well together.
Mutual Trust Effective teams are characterized by high mutual trust
among members. Members believe in each others ability, character
and integrity.
Unified commitment Characterized by dedication to the teams
goals and a willingness to expend extraordinary amount of energy to
achieve them.
Creating Effective Teams
Good Communication Members convey messages, verbally and
nonverbally, among each other in ways that are readily and clearly
understood.
Negotiating skills Effective teams are continually making adjustments to
who does what. Since problems and relationships are regularly changed in
teams, members need to be able to confront and reconcile differences.
Appropriate Leadership Effective leaders can motivate a team to follow
them through the most difficult situations by clarifying goals,
demonstrating that change is possible by overcoming inertia, increasing
self-confidence of team members and helping members to fully realize
their potential.
Creating Effective Teams
Internal and External Support Internally, the team should have a
sound infrastructure which means having proper training, a clear and
reasonable measurement system that team members can use to
evaluate their overall performance, an incentive program that
recognizes and rewards team activities and a supportive human
resource system. Externally, managers should provide the team with
the resources needed to get the job done.
Current Challenges in Managing Teams
Managing Global Teams
Drawbacks and benefits of global teams
Drawbacks Benefits
Dislike team members Greater diversity of ideas
Mistrust team members Limited groupthink
Increased attention on understanding
Stereotyping
others ideas, perspectives, etc.
Communication problems
Stress and tension
Group Member Resource in Global Teams
In global organizations, understanding the relationship between
group performance and group member resources is more challenging
because of the unique cultural characteristics represented by the
global team.
Managers need to be aware of stereotyping, which has been shown
to be a problem with global teams.
Group Structure
Some structural areas where we see difference in managing global
teams include conformity, status, social loafing and cohesiveness.
Conformity tends to be higher in collectivist cultures tan in
individualist cultures.
The importance of status varies between cultures.
Social loafing is consistent in individualist cultures rather than
collective cultures.
Cohesiveness is often more difficult to achieve because of higher
levels of mistrust, miscommunication, and stress.
Group Process
Communication problems often arise because not all team members
may be fluent in the teams working language. This can lead to
inaccuracies, misunderstandings, and inefficiencies. However
research has shown that a multicultural global team is better able to
capitalize on the diversity of ideas represented if a wide range of
information is used.
Managers Role
Managers should focus on communication skills. Also, managers must
consider cultural differences when deciding what type of global team
to use. It is vital for managers to be sensitive to the unique
differences of each member of the global team.
Understanding Social Networks
Managers need to understand the social networks and social
relationships of work groups. A teams social relationship can help or
hinder its effectiveness. For instance, research on social networks has
shown that when people need help by getting a job done, theyll
choose a friendly colleague over someone who may be more capable.