Chapter 13
Groups and
Teams
PowerPoint slides by
R. Dennis Middlemist
Colorado State University
Learning Objectives
After studying this chapter, you should be
able to:
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Describe the similarities and differences
between groups and teams.
Identify and compare different types of
groups.
Name the factors that influence group
formation and development.
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Learning Objectives
After studying this chapter, you should be
able to:
3
Analyze the various structural and behavioral
characteristics of groups.
Identify the advantages and disadvantages of
self-managing, cross-functional, global and
virtual work groups and teams.
Explain the differences in the various types of
team competencies
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Learning Objectives
After studying this chapter, you should be
able to:
4
Distinguish between the two major types of
group conflict, and discuss their causes and
consequences
Explain how managers can help their work
groups develop into high performing teams.
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Group versus Team
Group
A set of people, usually from 3 to 20
Some degree of interaction and shared objectives
Team
A type or form of group
Higher degree of coordinated interaction
Stronger sense of members’ personal responsibility
for achieving specified group outcomes
High level of members’ identification with the group
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Commonality of Goal
Team Outcomes
Team
Group
TEAMS demonstrate
enhanced:
Coordinated interaction
Personal responsibility for
group outcomes
Individual identification
with group
Individuals
Degree of Interdependence and Collaboration
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Adapted from Exhibit 13.1: Individuals-to-Group-to-Team Continuum
Basic Types of Groups
Type of Group
Features
Examples
Command
(Supervisory)
One supervisor with a
number of subordinates
Relatively enduring
Membership changes
relatively slowly
Clerical units
Manufacturing assembly
units
Local sales managers
reporting to a regional
sales manager
Project/Task
Force
Temporary
Specific limited purpose
Group members are aware
of temporary nature of the
group
Product design teams
Management information
systems teams to
develop upgraded
computer systems
Team project groups in
university classes
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Adapted from Exhibit 13.2: Types of Groups
Basic Types of Groups
Type of Group
Features
Examples
Committee
Either permanent or ad hoc
Meet only periodically
Members have different
permanent jobs and/or
supervisors
Membership typically does
not represent an
employee’s highest
commitment
Budget committees
Safety committees
Promotion review
committees
Formal
Command (supervisory)
Project/Task force
Committee
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Adapted from Exhibit 13.2: Types of Groups
Basic Types of Groups
Type of Group
Features
Examples
Informal
Group not originated by the
organization
Voluntary membership
Obvious differences and
boundaries between
members and
nonmembers
Group of employees who
lunch together on
Fridays
Van pool group
The “water cooler group”
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Adapted from Exhibit 13.2: Types of Groups
Examples of Committees
Governance
Compensation
Overnight
Executive
Finance
Audit
Steering
Safety
Ethics
Disaster planning
Long-range
Public relations
planning
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Adapted from Exhibit 13.2: Types of Groups
Characteristics of Groups
and Teams
Structural Characteristics
Size
Social loafing: the phenomenon of reduced
effort per person in large groups
Process costs: increasing costs of
coordination as group size increases
Composition
Homogeneous
Heterogeneous or diverse
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Basic Types of Groups
Type of Diversity
Observable Attributes
➜ Race
➜ Ethnicity
➜ Gender
➜ Age
Underlying Attributes
➜ Values
➜ Skills
➜ Knowledge and information
➜ Tenure
Potential Consequences
Affective Consequences
➜ Satisfaction
➜ Identification with the group
➜ Conflict within the group
Cognitive consequences
➜ Innovation
➜ Amount and quality of new ideas
Communication-Related Consequences
➜ Decreased frequency within group
➜ Increased frequency outside of group
Source: Adapted from Frances L. Milliken and Luis L. Martins, “Searching for Common Threads: Understanding the Multiple
Effects of Diversity in Organizational Groups,” Academy of Management Review 21, no. 2 (1996), pp.402–423.
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Adapted from Exhibit 13.4: Examples of Diversity within Groups and Potential Consequences
Characteristics of Groups
and Teams
Structural Characteristics
Differentiated roles
Role ambiguity: a situation
in which the expected
behaviors for a group
member are not clearly
defined
Role conflict: a situation in which a member of a
group faces two or more contrasting sets of
expectations
Differentiated status
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Characteristics of Groups
and Teams
Behavioral Characteristics
Norms: a group’s shared standards that guide
the behavior of its individual members
Characteristics of group norms
Usually established for the more important issues of
concern to the group
Some apply only to certain members (like the leader),
usually based on the status or particular role of those
members
Vary in the degree of their acceptance by group members
Vary in how much deviation members are permitted in
following them
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Characteristics of Groups
and Teams
Behavioral Characteristics
Norms: a group’s shared standards that guide
the behavior of its individual members
Development of group norms
Early behaviors
Imported behaviors
Critical events
Effects of group norms
Conformity: close adherence to the group’s
norms by the individual members
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Development of Group Norms
Members
agree on
behavior
Group
members
meet
Members observe
the behavior of
others to determine
what is appropriate
Members decide if
any past experience
can contribute
effective behaviors
Members
disagree on
behavior
Norm is established
Suggested behavior
is tolerated even
though disagree with
Dissenting member
withdraws from
group
New behavior is
suggested
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Adapted from Exhibit 13.5: Example of the Development of Group Norms
Characteristics of Groups
and Teams
Behavioral Characteristics
Cohesion; the degree to which members
are motivated to remain in the group
Development of group cohesion
Strengthening interpersonal attraction among
group members
Generating a record of high performance and
past success of the group
Fostering competition with other groups
Effects of group cohesion
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Effects of Group Cohesion
Positive effects
• Increased quality and
quantity of group
interactions
• Strengthened adherence to
group norms
• Increased effectiveness in
achieving group goals
• Augmented individual
satisfaction with group
membership
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Negative effects
• Useful or creative ideas
may be ignored if they
deviate from established
norms or values
• Increased probability of
developing groupthink
• Potential decrease in
intergroup cooperation
• Counterproductive norms
may be emphasized
Adapted from Exhibit 13.6: Effects of High Levels of Group Cohesion
Formation and Development
of Groups and Teams
Influences on Formation
Organizational goals
Opportunities for interaction and sharing
mutual knowledge
Psychological factors
Security needs
Social support
Self-esteem needs
Status needs
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Formation and Development
of Groups and Teams
Stages of Development
Formation
Early
development
Becoming a
group
Performing
as a team
Indicates progression
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Adapted from Exhibit 13.7: Stages of Group Development
Team Competencies
Knowledge
Skills
Attitudes
• Knowledge of team
• Adaptability and
• Team orientation
•
•
•
•
•
mission, objectives,
norms
Task sequencing
Team role
Interaction patterns
Understanding
team work skills
Teammate
characteristics
•
•
•
•
flexibility
Mutual performance
monitoring and
feedback, selfcorrection
Coordination and
task integration
Communication
Decision making
and problem solving
• Shared vision
• Team cohesion
• Mutual trust
• Importance of
teamwork
Sources: Adapted from J. A. Cannon-Bowers and E. Salas, “A Framework for Developing Team Performance Measures in Training,” in M.
T. Brannick, E. Salas, and C. Prince (eds.), Team Performance Assessment and Measurement: Theory, Methods, and Applications
(Mahwah, NJ: Lawrence Erlbaum Associates, 1997), p. 47.
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Adapted from Exhibit 13.9: Examples of Specific Team Competencies in Three Areas
Types of Team Competencies
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Specific
Content
driven
Team
contingent
Generic
Relation to Team
Relation to Task
Specific
Generic
Task
contingent
Transportable
Adapted from Exhibit 13.10: Types of Team Competencies
Dealing with Team Conflict
Types of team conflict
Task (substantive): conflict
conflict that focuses on
differences in ideas and
courses of action in
addressing the issues
facing a group
Relationship (affective) conflict: interpersonal
differences among group members
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Dealing with Team Conflict
Possible causes of group conflict
Task conflict
Ambiguities regarding the task
Differences in goals, objectives, and perspectives among
group members
Scarcity (actual or perceived) of resources
Relationship conflict
Dissimilarities in the composition of the membership of the
group
Differences in interpersonal styles of individual members
Differences in values
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Dealing with Team Conflict
Managing intragroup conflict
Increase the ratio of substantive to
relationship conflict.
Clarify and reduce task ambiguities
Get the group to focus on goals that
emphasize the common interests of all group
members
Avoid relationship conflicts
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