Management

Chapter Eighteen: Managing Work

Groups and Teams

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 Warm Up
Many of your classes require group work and teamwork.

1. Do you enjoy group work? Why or why not?

2. Can you describe an instance when group work went

particularly well?

3. Can you describe a time when group work did not go well?

4. What was the difference between successful and

unsuccessful group and teamwork?

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 Learning Objectives
By the end of this chapter, you should be able to:

18-1 Describe types of groups and teams in organizations,

why people join groups and teams, and the stages of
group and team development.

18-2 Discuss four essential characteristics of groups and teams.

18-3 Describe interpersonal and intergroup conflict in

organizations.

18-4 Discuss how organizations manage conflict.

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18-1a Types of Groups and Teams (1 of 2)
• Groups:
− Consists of two or more people who interact regularly to accomplish a
common purpose or goal

• Functional group:
− A permanent group created by the organization to accomplish a
number of organizational purposes with an unspecified time horizon
− Advertising department, safety council

• Informal or interest group:

− Created by its members for purposes that may or may not be relevant
to those of the organization

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18-1a Types of Groups and Teams (2 of 2)
• Task group:
− A group created by the organization to accomplish a
relatively narrow range of purposes within a stated
or implied time horizon
▪ Team projects, group disbands when completed

• Team: A group of workers that functions as a unit, often

with little or no supervision, to carry out work-related
tasks, functions, and activities

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 Poll 1

During the COVID-19 pandemic, many organizations and institutions, including

schools, went to remote work. Have you ever participated in an online class or a
virtual team?

A. Yes, and it was easier than face-to-face communication

B. Yes, but I prefer face-to-face communication
C. No

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 Figure 18.1
Types of
Groups in
Organizations

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 18-1a Types of Teams (1 of 2)
• Problem-solving: Most popular type of team; comprises knowledge
workers who gather to solve a specific problem and then disband

• Management team: Consists mainly of managers from various

functions like sales and production; coordinates work among other
teams

• Work team: An increasingly popular type of team; work teams are

responsible for the daily work of the organization; when empowered,
they are self-managed teams

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 18-1a Types of Teams (2 of 2)
• Virtual team: A newer type of work team whose members
interact in a virtual arena; members enter and leave the
network as needed and may take turns serving as leader
− Team comprised of people from remote worksites who
work together online

• Quality circle: Declining in popularity, quality circles,

comprising workers and supervisors, meet intermittently to
discuss workplace problems

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 18-1b Why People Join Groups
and Teams (1 of 2)
• Interpersonal attraction
− People are attracted to one another; similar attitudes,
personalities, or shared life experiences

• Group activities
− Group activities appeal to them; book groups, interest groups

• Group goals
− The groups’ goals motivate them to join; save the whales, global
warming, and so on

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 18-1b Why People Join Groups
and Teams (2 of 2)
• Need satisfaction
− Joining fulfills an individual’s need for affiliation; support
groups, new to community, singles

• Instrumental benefits
− Membership provides other benefits; professional
networking groups, local civic groups

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 Knowledge Check 1

Which type of group or team might be helpful for students to join as they
prepare for graduation and their first job out of college?

A. Interest groups
B. Sports team
C. LinkedIn
D. Religious organization

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 Knowledge Check 1: Answer
• Which type of group or team might be helpful for students to join as they
prepare for graduation and their first job out of college?

• C. LinkedIn

Membership to some groups is sometimes seen as instrumental in

providing other benefits to the individual. For example, it is fairly
common for college students entering their senior year to join several
professional clubs or associations because they believe that listing
such memberships on a resumé is a good way to enhance their
chances of getting a job. LinkedIn is one such group where students
can learn about organizations and the people who work in those
organizations, building networks and insight.
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 Figure 18.2
Stages of
Group and
Team
Development

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 18-1c Stages of Group and Team
Development (1 of 2)
• Forming
− Attempting to define the task and how it will be accomplished
through discussions of task-related concepts/issues
− First day as a team, try to figure out goals and parameters of
the assignment
• Storming
− Defensiveness, intragroup competition, and the formation of
factions; arguing among members, even when they agree
− Brainstorming, discussion, and division of labor
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 18-1c Stages of Group and Team
Development (2 of 2)
• Norming
− Establishing and maintaining team ground rules
− More friendliness and confiding in one another
− Begin to work toward goals
• Performing
− The ability of the group/team to prevent or work through
problems
− Members develop close attachment to the team
− Mechanism for accomplishing goals
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 Knowledge Check 2

• During which stage of group development do group members begin to

accept each other and understand their role in relation to the roles of
others?

A. Forming
B. Storming
C. Norming
D. Performing

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 Knowledge Check 2: Answer

• During which stage of group development do group members begin to accept

each other and understand their role in relation to the roles of others?
• C. Norming

The third stage of development, called norming, usually begins with a

burst of activity. During this stage, each person begins to recognize
and accept her or his role and to understand the roles of others.
Members also begin to accept one another and to develop a sense of
unity. There may also be temporary regressions to the previous stage.

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 18-2a Role Structures (1 of 3)
• Role: The parts that individuals play in groups in helping the group reach
its goals
− Task specialist role: Concentrating on getting the group’s tasks
accomplished
− Socioemotional role: Providing social and emotional support to
others on the team

• Role structures: The set of defined roles and interrelationships among

those roles that the group members define and accept
− A result of role episodes in which the expected role is translated and
defined into the enacted role

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Figure 18.3 The Development of a Role

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 18-2a Role Structures (2 of 3)
• Role ambiguity: Arises when the sent role is unclear, and the individual
does not know what is expected of him or her
− Unclear instructions or lack of information

• Role conflict: Occurs when the messages and cues comprising the sent
role are clear but contradictory or mutually exclusive
− Finish the assignment by Friday, but no overtime allowed

• Role overload: Occurs when expectations for the role exceed the
individual’s capabilities to perform
− Employee has several tasks that are all urgent

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 18-2a Role Structures (3 of 3)
• Role conflict:
− Interrole conflict: The result of a conflict between roles

− Intrarole conflict: Caused by conflicting demands from different

sources

− Intrasender conflict: Arises when a single source sends

contradictory messages

− Person–role conflict: Is the discrepancy between role

requirements and an individual’s values, attitudes, and needs

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 18-2b Behavioral Norms (1 of 3)
• Norms: Standards of behavior that the group accepts for and expects of its
members
− Define the boundaries between acceptable and unacceptable behavior
▪ Meetings start promptly and information will not be repeated for late
arrivals

− Norm generalization: The norms of one group cannot always be

generalized to another group

− Norm variation: Norms and their application vary within a group or team

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 18-2b Behavioral Norms (2 of 3)
• Norm conformity: Individuals conform as response to:
▪ Factors associated with the group or team
• Pressure to conform to group behavior
▪ An initial (ambiguous) stimulus prompting group behavior
• The more ambiguous, the more pressure to conform
▪ Individual traits that reflect their propensity to conform
• More intelligent people often less susceptible to pressure to conform
▪ The influence of situational factors (e.g., group size and unanimity)
• As person learns norms, they are more likely to conform

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 18-2b Behavioral Norms (3 of 3)
• Conformity to Group Norms

− Individual responses:
▪ Adopt the norms of the group
▪ Try to obey the “spirit” of the norms while retaining individuality

− Socialization
▪ Generalized norm conformity that occurs as a person makes the transition
from being an outsider to being an insider in the organization

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 18-2c Cohesiveness

• Cohesiveness:
− The extent to which members are loyal and
committed to the group; the degree of mutual
attractiveness within the group

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 Table 18.2 Factors That Influence
Cohesiveness

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 Knowledge Check 3

What is one of the most effective ways to increase the level of cohesiveness in a
group?

A. Include as many members in the group as possible.

B. Set goals that are as flexible as possible.
C. Establish some form of intergroup competition.
D. Determine a team leader based on domination.

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 Knowledge Check 3: Answer
• What is one of the most effective ways to increase the level of cohesiveness in
a group?

C. Establish some form of intergroup competition.

• There are five factors can increase the level of cohesiveness in a
group or team. One of the strongest is intergroup competition.
Second, just as personal attraction plays a role in causing a group to
form, so, too, does attraction seem to enhance cohesiveness. Third,
favorable evaluation of the entire group by outsiders can increase
cohesiveness. Similarly, if all the members of the group or team agree
on their goals, cohesiveness is likely to increase. And the more often
members of the group interact with one another, the more likely the
group is to become cohesive.
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 Figure 18.4 Cohesiveness and
Performance Norms

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 18-2d Formal and Informal Leadership
• Informal leader: A person who engages in leadership activities
but whose right to do so has not been formally recognized by the
organization or group
• May also be the formal leader for the group or may supplement
the formal leader in fulfilling leadership roles
• Draw on referent or expert power as leaders

• Formal leader: A person who is elected or designated to engage

in leadership activities by the group members
• Formally appointed or recognized by the organization as the
leader of the group
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 18-3a The Nature of Conflict
• Conflict:

• Disagreement among two or more individuals, groups,

or organizations

• While generally viewed as something to be avoided,

conflict can be beneficial
• Promotes research, study, analysis, and discussion
• Must be cordial and constructive

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Figure 18.5 The Nature of Organizational
Conflict

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 18-3b The Causes of Conflict
• Interpersonal conflict
− Personality clash
− Differing beliefs or perceptions
− Competitiveness

• Intergroup conflict
− Interdependence
− Different goals
− Competition for scarce resources

• Conflict between the organization and environment

− Conflict with competition
− Conflict with consumer groups
− Conflict with employees
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 Discussion

• Identify and discuss personal examples of the various forms of role

conflict you have experienced. How did you resolve such conflicts? Is
there a way to resolve conflict so that everyone can achieve their goals?
Why or why not?

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 18-4a Stimulating Conflict
• Conflict can have negative and positive consequences

• Increasing competition among individuals and teams

• Differential rewards leads to conflict; those that are fair and equitable
are constructive
• Hiring outsiders to shake things up
• Promotes a new perspective but may lead to resentment
• Change established procedures
• May cause resentment and turnover of valued employees

• Managing conflict
• Stimulate conflict for constructive ends
• Control conflict before it gets out of hand
• Resolve conflict if it does get out of hand
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 18-4b Controlling Conflict
• Ways to control conflict include:

• Expand the resource base

• Enhance coordination
• Managerial hierarchy, rules and procedures, liaison, task
forces, integrating departments

• Focus on higher-level goals instead of lower-level conflicts

• Match personalities and work habits of employees

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 18-4c Resolving Conflict
• Conflict must be addressed if it is to serve constructive purposes
and prevent destructive consequences.

• Ways to resolve include:

• Compromise
• Interpersonal problem solving
• Allow each party to confront the other
• Requires maturity on each side
• Alternative dispute resolution
• Team or other employees arbitrate conflict

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 18-4d Negotiation
• Negotiation: The process in which two or more parties (people or
groups) reach agreement on an issue even though they have different
preferences regarding that issue

• Approaches to negotiation

• Psychological: Concentrates on personality traits of negotiators

• Situational: Context within which negotiation takes place
• Mathematical: Game theory; used to predict outcomes of negotiation
situations
• Cognitive: Behavioral approaches, tries to predict when negotiators
will depart from perfect rationality

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 Poll 1

How do you tend to manage conflict?

A. Avoid it by giving in
B. Try to smooth things over
C. Negotiate
D. Confront it head on

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 Summary
Now that the lesson has ended, you will have learned how to:

• Describe types of groups and teams in organizations, why

people join groups and teams, and the stages of group and
team development.
• Discuss four essential characteristics of groups and teams.
• Describe interpersonal and intergroup conflict in
organizations.
• Discuss how organizations manage conflict.

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