Group and Teams

Group

• According to Harold H. Kelley & J. W. Thibant: “a collection of

individuals----------- the members accept a common task, become
interdependent in their performance and interact with one
another to promote its accomplishments”
• In organizations, member of a group:
– are motivated to participate in activities of the group
– view the group as a unified entity of interacting people
– Contribute different amount of their time and energy to group
activities
– Reach an agreement about a problem by interacting with other
members of the group through different forms of interaction
 Why People Join Groups

• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement
 Defining and Classifying Groups
Group(s)
Two or more individuals interacting and interdependent, who
have come together to achieve particular objectives.
Basic fundamental units of an organization

Formal Group Informal Group

•A designated work group
defined by the organization’s
structure.
•Formed by the organization
•A group that is neither formally
structured nor organizationally
determined
•Formed by employees themselves
•Primarily satisfy social needs
•Common interests, need for recreation,
growth and support lead to formation
•Tasks not formally assigned
•Examples: lunch group, car pools
 Defining and Classifying Groups (cont’d)
Formal group
Command Group Task Group
•A group composed of the •Those working together to complete a
individuals who report directly job or task.
to a given manager. •Formed to carry out specific tasks
•Represented on organizational
•Temporary in nature
chart & relatively permanent in
nature •Dissolved ,once task is over
•Members report to a common •Members of task group, continue to
superior-have functional remain members of their respective
relationship ( say departments command groups or functional
in an organization like departments
marketing •Cut across boundaries of functional
departments: when engineers,
managers and employees come together
to tackle a particular problem of Quality,
task group is formed
 Defining and Classifying Groups (cont’d)
Informal group

Interest Group Friendship Group

•Those working together to •Those brought together
attain a specific objective because they share one or
with which each is more common characteristics.
concerned. •More permanent in nature
•Relatively temporary, than interest groups, relatively
organizes around a common based on similarity in age,
activity or interest- group ethnic heritage or views
organizing a picnic or •Members enjoy each others
fresher’s party
company
•Informal interactions in
these groups have
profound effect on the
behavior and
performance of
employees
 Other Type of Groups
• According to Fred Luthans, in addition to formal and informal groups,
groups can also be classified into:
• Small and large groups: small groups( few members), face to face
interaction and communication possible. Large groups
(number of members very high), frequent personal interaction not
possible
• Primary and secondary groups: Primary- group small sized,
members have similar values and loyalty, comradeship feeling
towards each other( family, or peer group). Secondary-large in size,
members share same values and beliefs, but because of the size, do
not interact often with each other- occupational group
• Coalitions: created by members for a specific purpose-no formal
structure
 Other Type of Groups- contd.

• Membership group: Groups to which the individual actually

belongs(individual is registered member of the group) – may
not have personal interaction with each other- say members
of a public library
• Reference Group: to which an individual would like to belong
or become member Say Doon Club
• In Groups and Out Groups: In Groups- share values prevalent
in the society at a certain point in time. Out groups- are those
who do not share these values
STAGES OF GROUP DEVELOPMENT
 The Five-Stage Model of Group Development

Forming Stage (initial meeting

together)
The first stage in group development,
characterized by much uncertainty.
Individuals that comprise the group,
uncertain about group’s purpose, structure,
tasks and leadership
Members try to identify, what behavior
would be accepted to others in the group and
try to mould their own behavior accordingly
Stage considered complete, when members
begin to consider themselves part of the
group
 The Five-Stage Model of Group Development- contd.
Storming Stage Norming Stage
The second stage in group The third stage, characterized by
development, characterized by development of close relationships and
intra -group conflict. cohesiveness within the group
 conflict and confrontation within Members develop strong sense of group
group identity and camaraderie
Members acknowledge existence Stage complete- when common set of
of the group, they may resist expectations defining appropriate
constraints imposed by the group behavior have been developed
Disagreement on leadership. Performing Stage
Conflict among group members,
The fourth stage in group development, when
Stage considered complete with the group becomes fully functional- involved in
emergence of a relatively clear activities achieving goals decided at norming
hierarchy of leadership within the stage
group Members although involved in independent
activities- committed to achieve group goals
Productivity, at peak
 The Five-Stage Model of Group Development- contd.
Adjourning Stage
The final stage in group development
for temporary groups- that have only
specific task to perform( like task
groups, interest groups or temporary
committees) characterized by concern
with wrapping up activities rather than
performance.
Some may be happy about group
accomplishments, others may be
depressed that they will be loosing
friends after group is disbanded
Group effectiveness improves as it progresses
through first four stages
Certain amount of conflict essential for
improving group performance
Not always necessary that a group should
progress from one to other stages in sequence- a
group may simultaneously go through more
than one stage or in some cases even revert
back to previous stage
Model explains only elementary aspects of
group formation- does not contribute greatly to
understanding of work groups
The Five-Stage Model of Group Development- contd.
 An Alternative Model: Temporary Groups with
Deadlines
Punctuated-Equilibrium
Model
Temporary groups Sequence
Sequenceofofactions:
actions:
under time constrained 1.1. Setting
Settinggroup
groupdirection
direction
deadlines go through 2.2. First
Firstphase
phaseofofinertia
inertia
transitions between 3.3. Half-way
Half-waypoint
pointtransition
transition
inertia and activity---at 4.4. Major
Majorchanges
changes
the half-way point, 5.5. Second
Secondphase
phaseofofinertia
inertia
they experience an 6.6. Accelerated
Acceleratedactivity
activity
increase in
productivity.
 PUNCTUATED EQUILIBRIUM MODEL- contd.
A model of group development that describes how groups with deadlines are
affected by their first meetings and crucial mid-point transitions.
 Conclusion of many research studies indicate that a universal sequence of stages of
group development does not exist
 However, timing of group formation and modification in their way of functioning
over time stays consistent
 According to this model, process of group formation characterized by long periods
of inertia, punctuated or interspersed with brief periods of activity
 These periods of activity primarily take place when members become aware of time
and approaching of project deadlines

• PHASE 1
– Setting the agenda for what happens
– Developing assumptions, approaches and precedents.
– Setting directions of the group- this direction unlikely to change during first half of
the project
– During first meeting, framework of behavioral patterns and assumptions emerges-
how the group will approach its goal
– First half period characterized as the period of inertia
PUNCTUATED EQUILIBRIUM MODEL- contd.
• Mid-point Transition
• Half way through project duration, members suddenly
experience heightened sense of awareness of the lapse of time
and lack of progress- it acts as alarm, leads to flurry of activity
 The transition occurs at exactly the half-way point in time toward the
group’s deadline.
 There is an apparent need to move forward.
 The group may seek outside advice.
 It consolidates acquired information or even marks a completely new
approach.
 It crystallizes the group’s activities.
This stage marks transition into second phase of project
wherein new equilibrium is established among members and
revised direction is set for the group
PHASE 2
• Decision and approaches adopted at the mid-point are
implemented.
• It concludes with a final meeting that reveals a burst of
activity and a concern for how outsiders will evaluate the
project.
• During this period, group works towards completing the
project on time buy finishing all the tasks that remains to be
done and resolving all details pertaining to the project
 ADVICE FOR MANAGING THE
PUNCTUATED EQUILIBRIUM MODEL
• Prepare carefully for the first meeting during Phase 1.

• As long as people are working, do not look for radical

progress during Phase 1.
• Manage the mid-point transition carefully.

• Be sure adequate resources are available to actually

execute the Phase 2 plan.

• Resist deadline changes. These could damage mid-point

transition.
 Group Norms & The Hawthorne Studies
• A series of studies undertaken by Elton Mayo at Western
Electric Company’s Hawthorne Works in Chicago between
1924 and 1932.
• Research Conclusions:
– Worker behavior and sentiments were closely related.
– Group influences (norms) were significant in affecting
individual behavior.
– Group standards (norms) were highly effective in
establishing individual worker output.
– Money was less a factor in determining worker output
than were group standards, sentiments, and security.
 The Dynamics of Informal Groups

• Informal groups gained prominence as a result of Hawthorne

Studies
• These studies shown that informal groups are integral part of
work situation
• While formal groups emphasize position and authority, informal
groups emphasize people and relationships
• Power in informal groups is primarily personal, while in formal
organization , it is institutional
• Two types of groups co-exist in an organization
• Every formal organization has some informal groups and every
informal group, over time, gradually begins to evolve into a formal
group
 Group Properties - Roles
Role(s)
A set of expected behavior patterns attributed to
someone occupying a given position in a social unit.

Role Identity
Certain attitudes and behaviors
consistent with a role.

Role Perception
An individual’s view of how he or she
is supposed to act in a given situation.
 Group Properties - Roles (cont’d)

Role Expectations
How others believe a person
should act in a given situation.

Psychological Contract
An unwritten agreement that sets
out what management expects from
the employee and vice versa.
 Group Properties - Norms (cont’d)

Conformity ASCH
ASCHSTUDY
STUDY
Adjusting one’s behavior to align
with the norms of the group.

Reference Groups
Important groups to which
individuals belong or hope
to belong and with whose
norms individuals are likely
to conform.
 Group Properties - Norms
Norms
Acceptable standards of behavior within a group
that are shared by the group’s members.

Classes
Classesof
ofNorms:
Norms:
•• Performance
Performancenorms
norms
•• Appearance
Appearancenorms
norms
•• Social
Socialarrangement
arrangementnorms
norms
•• Allocation
Allocationofofresources
resourcesnorms
norms
 Group Properties - Norms (cont’d)
Deviant Workplace Behavior
Antisocial actions by organizational members
that intentionally violate established norms and
result in negative consequences for the
organization, its members, or both.

Group norms can influence the

presence of deviant behavior.
 The Dynamics of Informal Groups-contd.
• Norms and Roles in Informal Groups
 Every group has some established norms, that is acceptable standards of behavior
agreed upon by members
 Norms define, how the members should behave in a particular situation
 They ensure that people behave in manner acceptable to the group
 Behavior that norms give rise, have significant influence:
 on the survival of the group
 The unique identity of the group
 Prevention of problems among members of the group
 Norms make behavior of members more predictable
 Norms help the group avoiding embarrassing situations
 Norms represent a group’s most important values
Roles : as per Stephen P. Robins, “ A set of expected behavior pattern attributed
to someone occupying a given position in a social unit”
o content of any role determined by norms
o therefore , role consists of a special set of norms
 Roles Within An Informal Group
1. Shaper: An aggressive achiever role who makes the team action oriented
2. Plant: an Innovator, who brings in fresh and creative ideas
3. Monitor- Evaluator: A critical and careful thinker who determines the
feasibility of ideas
4. Implementer: A worker, who takes practical and efficient action
5. Team Worker: A moderator with social skills who can diffuse conflicts
6. Coordinator: A facilitator who can organize and coordinate the efforts of
other group members
7. Completer- Finisher: A careful and detailed examiner who ties up loose
ends
8. Resource Investigator: A person with good social skills who builds good
relations with people outside the group in order to obtain resources and
inputs for the group
9. Specialist: An expert who offers specialized knowledge
Group Properties
• Roles
• Norms
• Status
• Size
• Cohesiveness

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reserved.
WHAT IS A TEAM?

A group becomes a team

when there exists a strong
sense of shared
commitment and when a
synergy develops such that
the group’s efforts are
greater than the sum of its
parts.
COPYRIGHT 2001 PEARSON EDUCATION
30
CANADA INC. CHAPTER 7
Why Have Teams Become So Popular?
• Teams typically outperform individuals.
• Teams use employee talents better.
• Teams are more flexible and responsive to
changes in the environment.
• Teams facilitate employee involvement.
• Teams are an effective way to democratize
an organization and increase motivation.
© 2007 Prentice Hall Inc. All rights
reserved.
Team Versus Group: What’s the Difference?
Work Group
A group that interacts primarily
to share information and to
make decisions to help each
group member perform within
his or her area of responsibility.

Work Team
A group whose individual efforts
result in a performance that is
greater than the sum of the
individual inputs.
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reserved.
Comparing Work Groups and Work Teams

EEXXHHI IBBI ITT

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10–1
reserved.
 Types of Teams
Problem-Solving Teams
Groups of 5 to 12 employees from the
same department who meet for a few
hours each week to discuss ways of
improving quality, efficiency, and the
work environment.

Self-Managed Work Teams

Groups of 10 to 15 people who take
on the responsibilities of their former
supervisors.

© 2007 Prentice Hall Inc. All rights

reserved.
 Types of Teams (cont’d)
Cross-Functional Teams
Employees from about the same hierarchical level,
but from different work areas, who come together
to accomplish a task.

• Task forces
• Committees

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reserved.
 Types of Teams (cont’d)
Virtual Teams
Teams that use computer
technology to tie together
physically dispersed
members in order to
achieve a common goal.

Characteristics
CharacteristicsofofVirtual
VirtualTeams
Teams
1.1. The
Theabsence
absenceofofparaverbal
paraverbaland
andnonverbal
nonverbalcues
cues
2.2. AAlimited
limitedsocial
socialcontext
context
3.3. The
Theability
abilitytotoovercome
overcometime
timeand
andspace
spaceconstraints
constraints

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reserved.