Organizational behavior 7e by luthans chap010

Chapter Ten

Groups and
Teams

McGraw-Hill/Irwin

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.


Learning Objectives
• Describe the basic nature of groups: the
dynamics of group formation and the various
types of groups.
• Discuss the implications that research on
groups has for the practice of management.
• Explain the important dynamics of informal
groups and organizations.
• Analyze the impact of groupthink.
• Present the team concept and its practice.


Introduction
• Formal and informal groups – the team
concept and practice
• Teams – self-managed and crossfunctional


Nature of Groups
• Meaning of a group and group dynamics
• Dynamics of group formation

– Theories of group formation
• Theory of George Homans: activities, interactions,
and sentiments
• Theodore Newcomb’s classic balance theory of
group formation
• Theoretical approach to group formation from
social psychology: exchange theory


Nature of Groups
Continued

• Dynamics of group formation (continued)
• Theodore Newcomb’s classic balance theory of
group formation


Nature of Groups
Continued

• Dynamics of group formation (continued)
– Identifiable stages of group development:
•
•
•
•
•

Forming
Storming

Norming
Performing
Adjourning

– Practicalities of group formation
• Punctuated equilibrium model


Nature of Groups
Continued

• Types of groups
– Primary groups
• Small groups and self-managed teams

– Coalitions
– Other types of groups
• Memberships and reference groups
• In-groups and out-groups


Nature of Groups
Continued

• Implications from research on group
dynamics
– Groups expert Richard Hackman - important
role leadership plays in group performance
– Conditions a leader can control include:
• Setting a compelling direction for the group’s work

• Designing and enabling group structure
• Ensuring that the group operates within a
supportive context
• Providing expert coaching


Nature of Groups
Continued

• Group Cohesiveness


Nature of Groups
Continued

• Group/team effectiveness
– Three factors that play the major role
• Task interdependence
• Outcome interdependence
• Potency

– Three behaviors keys to adapting to unusual
circumstances or events:
• Information collection and transfer
• Task prioritization
• Task distribution


Dynamics of Informal Groups
• Norms and roles in informal groups

– Boundary spanner
– Buffer
– Lobbyist
– Negotiator
– Spokesperson

• Informal organization


Dysfunctions of Groups and Teams
• Norm violation and role ambiguity/conflict
• Groupthink, conformity problem
– Symptoms of groupthink


Dysfunctions of Groups and Teams
Continued

• Risky shift phenomenon
• Dysfunctions in perspective
• Social loafing


Teams in the Workplace
• Nature of teams
• Cross-functional teams
– Choose members carefully
– Establishing team purpose
– Ensuring understanding of functions
– Conduct intensive team building

– Achieve noticeable results


Teams in the Workplace
Continued

• Virtual teams
– Synchronous technologies

• Self-managed teams
– A group of employees who are responsible for
managing and performing technical tasks that
result in a product or service being delivered
to an internal or external customer


Teams in the Workplace
Continued

• Training guidelines: self-managed teams


Teams in the Workplace
Continued

• How to make teams more effective
– Team building
– Collaboration
– Group leadership
– Cultural/global issues

Questions