TEAMWORK

A Study in Organizational Behavior

Group 3 Organizational Behavior MMSM 61

Firdha, Rita, Zuraida, Arki, Pradith Rabu, 28 Sept 2022
 Teamwork: A Case Study in Organizational Behavior

A. OBJECTIVES

3. Describe group
2. Explain four formation, the stages 4. Explain the task and
1. Define group and
important aspects of of group development, maintenance functions
work team
group behavior and the characteristics in groups
of a mature group

8. Explain the
5. Identify the social 7. Discuss teamwork
6. Discuss diversity and importance of upper
benefits of group and and self-managed
creativity in teams echelons and top
team membership teams
management teams

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Teamwork: A Case Study in Organizational Behavior

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 1. Define Group dan Work Team
All work teams are groups, but not all groups are work teams. ​
Group
Two or more people having
common interests, objectives,
and continuing interaction.
individual leadership, individual
accountability, and individual
work products
A
Work Team
A group of people with
complementary skills who are
committed to a common mission,
performance goals, and approach
for which they hold themselves
mutually accountable.
shared leadership, mutual
accountability, and collective work
products.
 Characteristics of a well-functioning, effective group

 The atmosphere tends to be relaxed, comfortable, and informal.

 The group’s task is well-understood and accepted by the members.
 The members listen to one another; most members participate in a good deal of task-
relevant discussion.
 People express both their feelings and their ideas.
 Conflict and disagreement are present and centered around ideas or methods, not
personalities or people.
 The group is aware and conscious of its own operation and function.
 Decisions are usually based on consensus, not a majority vote.
 When actions are decided, clear assignments are made and accepted by members of the
group

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Teamwork: A Case Study in Organizational Behavior
 2. Four topics relevant to groups functioning in organizations
The standards a workgroup uses to evaluate member behavior
Norms of
Behavior written or unwritten, verbalized or not, implicit or explicit

specify what members of a group should or should not do

norms that create awareness of, and help regulate, emotions are critical to groups’ effectiveness

The “interpersonal glue” that makes members of a group stick together.

Group
Cohesion Can enhance job satisfaction for members and improve organizational productivity

Can maintain good, close relationships among the members.

Social Loafing Whereby individuals resist contributing personal time, effort, thoughts, or other resources to the
group.

How to solve: Emphasize the importance of individual price and unique contributions, determine
specific situations in which loafing may occur and increase the identifiability of individual
performances

Loss of Loss of individuality is a process where people lose their sense of socialized individual identity and resort to
unsocialized and anti-social behavior.
Individuality
Individual group members lose self-awareness and its accompanying sense of accountability,
inhibition, and responsibility for individual behavior.

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 3. Group Development
4 Stages Group’s Formation

Mutual Acceptance Group addresses 3 issues:

Interpersonal
Task Issues Authority Issues
Issues
Decision making Trust Mission or Purposes Decisions about who
Personal Comfort of the group is in charge
Security The methods the How power &
group employs influence are
The outcomes managed
Motivation and expected of the Who has the right to
Commitment group tell whom to do
what

Control and sanctions W. G. Bennis and H. A. Shepard, “A Theory of Group Development”

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Teamwork: A Case Study in Organizational Behavior
Norms of Behavior Formal & Informal group
Group Cohesion Issues: Interpersonal,
Social Loafing Task, Authority
Loss of Individuality Diversity: Ethnic,
Gender, Cultural,
Interpersonal

four important
aspects of group
group formation
behavior

the
the stages of
characteristics
group
of a mature
development
group

Teamwork: A Case Study in Organizational Behavior

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 3a. Group formation

Formal groups Diversity Informal groups

Ethnic
Perform various tasks,
Gender
include an executive and Evolve in the work
staff, setting to gratify
standing committees of
Cultural various member
the board of directors, needs not met by
project task forces, Interpersonal formal groups
temporary committees

 Diversity is an important consideration in the

formation of groups.
 Diversity can enhance performance and lead to new
Official/assigned groups ways of thinking.
Unofficial/emergent groups
 Diversity allows the members to find strength
through balance and complementary interpersonal
needs

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Teamwork: A Case Study in Organizational Behavior
 3b. Stages of group development

Tuckman’s Five-Stage Model

Punctuated Equilibrium Model

Connie Gersick - groups do not necessarily progress linearly from one step to another
in a predetermined sequence

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Teamwork: A Case Study in Organizational Behavior
 A Clear Purpose and Mission
3c. Purpose can be: Assigned or Emerge 

Characteristics The mission is converted into a specific agenda, clear goals and a set of critical success factors  

of a mature
group 3c. Well understood norms and standards of conduct
Productivity norms may or may not be consistent  with the organisation productivity standards. 

Characterist
High-performing teams set productivity standards above organisation expectations
Average teams set productivity standards consistent with organisational expectations 
Noncompliant teams set productivity standards below organisational expectations 
ics of a
A high level of group cohesion
Mature Group cohesion allows a group to exercise control over its members in relation to behavioural norms
and standards. 

Group Groups with low levels of cohesion have grater difficulty exercising control over their members and
enforcing their standards of behaviour. 

Flexible status structure

Status structure is the set of authority and task relations among a group’s members. 
Whereas groups tend to have one leader – teams tend to share leadership. 
Shared leadership is feasible in teams. 
Effective status structures result in role interrelatedness among group members.  

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Teamwork: A Case Study in Organizational Behavior
 Cohesiveness and Structure Status
work-related tension (Diversity in a group)

Contributor

Collaborator
Integrator
Communicator

Challenger

Diversity in a group is healthy, and

members may contribute to the collective
effort through one of four basic styles

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Teamwork: A Case Study in Organizational Behavior
 4. Explain The Task And Maintenance Functions In Groups

Task function:
An activity directly related to the effective
completion of a team’s work.

Effective teams have members who fulfil

various tasks functions as they are required.

Maintenance function:
An activity essential to effective, satisfying
interpersonal relation- ships within a team
or group.

Enhance togetherness, cooperation, and

teamwork, enabling members to achieve
psychological intimacy while furthering the
success of the team.

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Teamwork: A Case Study in Organizational Behavior
 Why Work Teams
Joint action by a team of people in which individual interests are subordinated to
team unity.
Teams are useful in performing work that is complicated, complex, interrelated,
and/or more voluminous than one person can handle.
5. Identify
The Social Work Team Structure and Work team Process
The primary structural issues for work teams are goals and objectives, operating
Benefits of guidelines, performance measures, and the specification of roles.
Two of the important process issues in work teams are the managing of
Group and cooperative behaviors and the managing of competitive behaviors.

Team Quality Teams and Circles

Membership. are small groups of employees who work voluntarily on company time—typically
one hour per week—to address work-related problems

Social Benefits
psychological intimacy Emotional and psychological closeness to other team or
group member
integrated involvement Closeness achieved through tasks and activities.

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Teamwork: A Case Study in Organizational Behavior
 Comparison of the New Team Environment vs
Old Work Environment

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Teamwork: A Case Study in Organizational Behavior
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 6. Diversity and creativity in teams
Demographic - influences employees’ absenteeism, commitment, turnover intentions,
Dissimilarity beliefs, work group relationships, self-esteem, and organizational citizenship behavior

Racial - impact the extent to which team members communicate with each other and
develop a sense of group identity

Structural - enhance team performance

Value - positively related to task and relationship conflict, but it is negatively related
to team involvement

the importance of managing dissimilarity in teams, being open to diversity, and

turning conflicts over ideas into positive outcomes.

Creativity Concerns new and/or dissimilar ideas or ways of doing things within teams

enhanced by increasing diversity in teams, brainwriting, training of facilitators,

changing membership in teams, electronic brainstorming, and building a playground.

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Teamwork: A Case Study in Organizational Behavior
 7. Teamwork and self-managed teams

Teamwork

Relies on leadership skills and encourages

participation to ensure team success

Self-managed teams

Make decisions that were once reserved

for managers

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 7a. Successful Teamwork

Working together Team diversity

message for the team member - emotional surface-level diversity - heterogeneity based
competence is important and requires clear on relational demography characteristics such as
communication between one’s head and heart, sex, race/ethnicity, and age.
between one’s thoughts and ones feelings. deep-level diversity -heterogeneity based on
message for the team as a whole - personality preferences, interpersonal needs,
cooperative behavior within the team is a key to attitudes, beliefs, and values.
success, in contrast to internally competitive
behavior. Cooperative action within the team
relies on open communication, trust and
trustworthiness, and interpersonal support.

 Cooperative action within the team relies on
open communication, trust and trustworthiness,
and interpersonal support.
 benefits - positive interdependence, the
experience of interpersonal security, and win-
win performance outcomes.
 developing a successful team with a rich,
heterogeneous, broad base of resources,
perspectives, and experiences to draw upon.
 Team members may relate well, based on their
similarities, while finding great strength in their
differences that complement each other.

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 Categories and type of diversities

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 7b. Self-managed teams
called self-directed teams or
autonomous work groups
soft tactics have a positive
impact on employee
attitudes but not on
absenteeism or turnover
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one way to implement managers have an important
empowerment in role in providing leadership
organizations and influence
Risks, such as groupthink, in
self-managing teams that
has the required skills and must be prevented or
abilities to perform well. managed if the team is to
achieve full development
and function.
Teamwork: A Case Study in Organizational Behavior
 8. Upper echelons: teams at the top
top-level executive teams: self-managed teams at the top of the organization
background characteristics of the
top management team can predict
organizational characteristics
a key to the company’s success:
ability to exert organization-wide
power and influence
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performance is affected by the
leader’s displays of both anger and
happiness
diversity and heterogeneity in the
top management team sustains
high levels of organizational
performance at the peak and can
help to maintain the CEO’s vitality
Teamwork: A Case Study in Organizational Behavior
instrumental in defining the
organization over time (values,
competence, ethics, and unique
characteristics )
multicultural diversity within a
group may increase the uncertainty,
complexity, and inherent confusion
in group processes, making it more
difficult for the group to achieve its
full, potential productivity
 The five seasons of a CEO’s tenure

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 B. SUMMARY

The five Cs of team performance:

o Context: organizational environment
(senior management, reward system,
information system, culture, physical
space, etc.)
o Composition: the right people
o Competencies: Propel context and
composition to high performance 
o Team context, composition, and
competencies may need to change or
be refocused
o Team leaders are responsible for
managing the other 4Cs 

Teamwork: A Case Study in Organizational Behavior

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 THANK YOU

ARKI – FIRDHA – PRADITH – RITA - ZURAIDA

Teamwork: A Case Study in Organizational Behavior

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