Ch 14
Performing stage
The fourth stage of group development when the group if fully functional and works on group task
Social network structure
The patterns of informal connections among individuals within a group
Storming stage
The second stage of group development, characterized by intragroup conflict
Social loafing
The tendency for individuals to expand less effort when working collectively than when working individually
Norming stage
The third stage of group development, characterized by close relationships and cohesiveness
When conflicts are high what are the management options and describe them
1. Forcing - high assertiveness and low cooperative • Resolving conflicts by satisfying one's own needs at the expense of another 2. Avoiding - low assertiveness and low cooperative • Resolving conflict by withdrawing from or suppressing them 3. Collaborating - high assertiveness and high cooperative • Resolving conflict by seeking an advantageous solution for all parties 4. Accommodating - low assertiveness and high cooperative • Resolving conflict by placing another's needs and concerns above your own 5. Compromising - mid assertiveness and mid cooperative • Resolving conflict by each party giving something up of value
10 reasons why teams fail
1. Lack of sufficient charter 2. Lack of mutual accountability 3. Lack of resources (ex: time) 4. Lack of effective leadership 5. Lack of norms that foster creativity and excellence 6. Lack of planning 7. Lack of management support 8. Lack of training 9. Inability to deal with conflict 10. Inability to decide what constitutes the work and need for their interdependence
What are the types of work teams and describe them
1. Problem solving teams • When work teams became popular most were this • Groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills 2. Structure Supervised teams - under the direction of a manager Self-managed teams Operates without a manager and is responsible for a complete work process or segment 3. Membership Functional teams - composed of a manager and employees from one functional area • issues of authority, decision making, ad leadership are relatively simple and clear • attempt to solve problems in specific functional area Cross-functional teams - composed of individuals from various functional specialties • hybrid grouping of individuals who are experts in various specialties 4. Virtual team Uses technology to link physically disperse members in order to achieve a common goal • miss the normal give-and take of ftf discussions and tend to be task oriented
What are the two types of groups and explain them
Formal groups - work groups defined by org's structure and have designated work assignments and specific tasks directed at accomplishing organizational goals Informal groups - Social groups
What are the views of conflict management and describe them
1. Traditional view of conflict a. Conflict must be avoided 2. Human relations view of conflict a. Conflict is a natural and inevitable outcome in any group and need to not be negative but can be positive 3. Interactionist view of conflict a. Not only can conflict be a positive force in a group but that some conflict is absolutely necessary to perform effectively
What are the two phases in forming?
1st - When people join the group 2nd - Defining group's purpose, structure, and leadership
How many people should it be to have an effective group (not being too big or too small)
5-7; odd because less of a deadlock
What are the five stages of group development?
Forming Storming Norming Performing Adjourning
Status
A prestige grading, position, rank within a group
Problem-solving team
A team from the same department or functional area that's involved in efforts to improve work activities or to solve specific problems
Self-managed work team
A type of work team that operates without a manager and is responsible for a complete work process or segment
Virtual team
A type of work team that uses technology to link physically dispersed members in order to achieve a common goal
Cross-functional team
A work team composed of individuals from various functional specialties
Advantages and Disadvantages of Group Decision Making
Advantages: Provide more complete information Increase acceptance to solution Generate more alternatives Increase legality Disadvantages: Time consuming Ambiguous responsibility Minority domination Pressure to conform
Role
Behavior patterns expected of someone occupying s given position in a social unit
Types of self-oriented roles
Blocker Agressor Recognition seeker Dominator Self confessor Help seeker
How do groups exercise control over members' behavior?
Calling attention deviation Implicit and explicit ridicule Total ostracism (exclusion from group)
Effective Work Team Characteristics
Clear goals Relevant skills Unified commitment Mutual trust Good communication Appropriate leadership Internal and external support Negotiating skills
What are the factors which cause groups to form?
Close physical proximity Common needs and goals Similar action patterns Similar backgrounds
Describe the norming stage
Close relationships develop and group becomes cohesive Strong sense of group identity and camaraderie Stage complete when structure is solidified and group has assimilated common set of expectations (norms) regarding member behavior
Know the difference between cohesiveness, equilibrium, and internal control
Cohesiveness - once formed, groups tend to retain their structure, purpose, leadership structure, and operating principles overlong periods, IF LEFT UNDISTURBED Equilibrium - members know and maintain position and group, once the relationships have been made; each member has predictable behavior with regard to his/her function; if new member comes or one is fired, equilibrium is destroyed and have to make another one Internal control - groups exert strong pressures on members to adhere to agreed upon norms
What are the types of Formal Work Groups and describe them
Command - groups determined by organizational chart and composed of individuals who report directly to a given manager Task - composed of individuals brought together to complete a specific job task; their existence is often temporary because when the task is completed, the group disbands Cross-functional - groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each other's jobs Self-managed - groups that are essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities such as hiring, planning, and scheduling, and evaluating performance
Relationship conflict
Conflict based on interpersonal relationships
Process conflict
Conflict over how work gets done
Task conflict
Conflicts over content and goals of the work
Dysfunctional conflict
Conflicts that prevent a group from achieving its goals
Functional conflict
Conflicts that support a group's goals and improve its performance
Forming stage
The first stage of group development in which people join the group and then define the group's purpose,structure, and leadership
Criteria for effectiveness and does a group or individual do better on each criteria
Degree of acceptance - G Efficiency - I Creativity - G Accuracy - G Speed - I
Types of maintenance roles
Encourager Harmonizer Compromiser Gate keeper Standard setter Group observer Follower
Major factors that determine group performance and satisfaction
External conditions imposed on group Group member resources Group structure Group processes Group tasks Performance and satisfaction
What are the types of conflicts and describe them
Functional conflict - conflict that support a group's goals and improve its performance Dysfunctional conflict - conflicts that prevent a group from achieving its goals Task conflict - conflicts over contents and goals of work; low to moderate levels are functional Relationship conflict - conflict based on interpersonal relationships; almost always dysfunctional Process conflict - conflict over how work gets done; low levels are functional
What are the advantages of groups compared to individuals?
Generate more complete information and knowledge Diversity of experience and perspective Generate more diverse alternatives Increase acceptance of solution Increase legitimacy
Describe the performing stage
Group structure is in place and accepted by members Moved from getting to know and understanding each other to working on the task Last stage for permanent groups
Work teams
Groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills
A technique/step to improve group decision making is
Groupthink
What is the negative side of conformity?
Groupthink
Cohesiveness and alignment of group and org goals relating to productivity (x axis - cohesiveness and y axis - alignment or group and org goals) (Page 424)
H-H - Strong increase in productivity L-H - Moderate increase in productivity H-L - Decrease in productive L-L - No significant effect on productivity
Why are work teams popular?
Increases performance Increases flexibility Takes advantage of workforce diversity Creates esprit de corps Allows managers to do more strategic management
Types of task roles
Initiator/contributor Information/opinion seeker Information/opinion giver Clarifier/elaborator Summarizer Recorder
Describe the storming stage
Intragroup conflict Conflict over who controls the group and what the group needs to be doing Clear hierarchy of leadership and agreement on the group's direction emerge
Resistance to teams
Lack of conviction Personal discomfort and risk Weak organizational-performance ethics
What are the types of group decision making?
Lack of response Authoritarian rule Minority rule Majority rule Unanimous consent Consensus
Describe the adjourning stage
Other groups (temporary) disband Focuses on wrapping up activities
Conflict
Perceived incompatible differences that result in interference or opposition
What are the types of teams and describe them?
Pseudo team - not focused on collective performance and not interested; interactions detract from individual performance without delivering any collective effort Working group - members don't see a reason to become a team; may share info, but responsibilities, goals, and products belong to individual Potential team - groups find a job that it genuinely wants; may require an explanation of purpose, goals, work products, or working approach and may still need to establish collective accountability Real team - consists of members with complementary skills committed to common purpose, mutual goals, and well defined working approach; learn to trust each other and hold themselves mutually accountable for performance High performance team - groups meet all criteria for a real team; members are deeply committed to one another's growth and success; significantly outperforms other teams and achieves results that are well beyond expectations of outsiders; serves as model and benchmark for potential and real teams
Components in the group structure
Roles Norms Conformity Status system Group size Group cohesiveness Leadership
What are the team development elements
Small number Complementary skills Technical or functional expertise Problem-solving/decision making skills Interpersonal skills Common purpose and performance goals A common approach Mutual accountability
What is a major problem within a big group?
Social loafing
Norms
Standards of expectations that are accepted and shared by a group's members
What are the disadvantages of groups compared to individuals?
Take more time to reach a solution than it would take an individual Dominant and vocal minority can heavily influence final decision Groupthink Share responsibility, but it's ambiguous
What are the types of group roles?
Task Maintenance Self-oriented
Group cohesiveness
The degree to which group members are attracted to one another and share the group's goals
Adjourning
The final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance
Traditional view of conflict
The view that all conflict is bad and must be avoided
Human relations view of conflict
The view that conflict is a natural and inevitable outcome in any group
Interactionist view of conflict
The view that some conflict is necessary for a group to perform effectively (functional conflict and dysfunctional conflict)
Group
Two or more interacting and interdependent individuals who come together to achieve specific goals
Groupthink
When a group exerts extensive pressure on an individual to align his or her opinion with others' opinions
What is the difference between work teams and work groups?
Work groups - interact primarily to share information and make decisions to help each member do his or her job more efficiently and effectively Work teams - groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills
