managing groups and teams
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The document discusses different types of work groups, including formal groups officially created by an organization and informal groups established by employees. It describes how work groups operate through inputs like group composition, roles, size, and processes like norms, cohesiveness, and development. Key outputs of work groups are performance and need satisfaction. The document also discusses factors that influence group norms and cohesiveness, and the stages of group development.
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managing groups and teams
Editor's Notes
- Page 542.
- Strangers leaving by the same door at a theatre are not a group – they are not interdependent, nor are they interacting and influencing each other collectively or trying to reach the same goal. Teamwork happens when groups work together efficiently and effectively to reach organisational goals. Though groups have always been central to organisations, they are seen increasingly as important assets. Further discussion can be found on Page 546.
- Pages 546-548.
- Each organisation work unit (manager and subordinates) is a command group that is linked to higher (in the hierarchy) command groups – in this way supervisors link lower-level and higher-level groups. A task group is a formal group set up to supplement or replace work normally undertaken by a command group — task groups can be permanent or temporary. Further discussion can be found on Pages 546-548.
- An interest group is an informal group set up to help employees in common concerns. Such concerns can have a wide base, e.g. sport or a desire to have the firm change its policy. A friendship group is an informal group existing because of employee social needs. The groups stem from mutual attraction based on common characteristics such as similar work, backgrounds and/or values. Further discussion can be found on pages 547-548.
- Page 547 - Figure 15.1, Types of work groups.
- Page 548-9 and Figure 15.3.
- Figure 15.4 on Page 549. Several factors affect teamwork and formal work groups’ effectiveness. In analysing these it helps to see groups as systems using inputs, engaging in many processes or transformations, and producing outcomes. Note: important outcomes are not just group performance measures such as quantity, quality and costs, but member satisfaction too. Further discussion can be found on pages 549-553.
- As work-group composition bears on a group’s ultimate success, managers must consider carefully who will be part of a group. Two crucial selection factors are potential member characteristics and reasons for their attraction to the group. Further discussion can be found on page 550.
- Roles helping a group develop and accomplish its goals. Further discussion can be found on pages 550-551.
- Roles not directly addressing a task itself but, instead, helping foster group unity, positive interpersonal relations among group members and development of their ability to work effectively together. Further discussion can be found on page 551.
- Roles related to the personal needs of group members and often negatively influencing group effectiveness. Further discussion can be found on pages 551-552.
- Pages 552-553. See also Figure 15.5 on Page 553 for the relationship between group size and group performance.
- Some groups accomplish more than others, despite the similarity in inputs. The reason for this lies, in part, in group processes , the dynamic inner workings of the group. As group members work, some energy goes into group development and operations. This is diverted from the task and is known as process loss, as it is energy which could have been devoted to the task. Process loss is inevitable, given group members’ normal interdependence. Further discussion can be found on page 553.
- Page 553.
- For a behaviour to be a norm, members must see it as expected for group membership. Work groups do not use norms to regulate all behaviour. Rather they develop and enforce norms relating to central matters. For example, group norms develop about production processes. These norms relate to quality and quantity as well as how the job is done. Further discussion can be found on pages 553-555.
- Pages 556-558.
- Page 553.
- New groups, such as work units, committees and task forces form constantly. Even established groups change as members leave and new ones join. It is argued that groups pass through fairly predictable development stages. New groups may progress through these phases but, if membership changes, development may briefly regress to earlier stages. Further discussion can be found on pages 558-560. Also in next slide as graphic.
- Derived from the work of Tuckman (1965). Pages 558-560 (see Figure 15.7 on Page 559).